Chapter 1. Introduction Chapter 2. Managerial Work Chapter 3. Effective Leadership Behavior Chapter 4. Leading Change and Innovation Chapter 5. Participative Leadership and Empowerment Chapter 6. Leadership Traits and Skills Chapter 7. Contingency Theories and Adaptive Leadership Chapter 8. Power and Influence Tactics Chapter 9. Dyadic Relations and Followers Chapter 10. Leadership in Groups and Teams Chapter 11. Strategic Leadership in Organizations Chapter 12. Charismatic and Transformational Leadership Chapter 13. Ethical, Servant, Spiritual, and Authentic Leadership Chapter 14. Cross-cultural Leadership and Diversity Chapter 15. Developing Leadership Skills Chapter 16. Overview and Integration

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Leadership in Organizations

A framework for understanding the etiology of organizational behavior is presented. The framework is based on theory and research from interactional psychology, vocational psychology, I/O psychology, and organizational theory. The framework proposes that organizations are functions of the kinds of people they contain and, further, that the people there are functions of an attraction-selection-attrition (ASA) cycle. The ASA cycle is proposed as an alternative model for understanding organizations and the causes of the structures, processes, and technology of organizations. First, the ASA framework is developed through a series of propositions. Then some implications of the model are outlined, including (1) the difficulty of bringing about change in organizations, (2) the utility of personality and interest measures for understanding organizational behavior, (3) the genesis of organizational climate and culture, (4) the importance of recruitment, and (5) the need for person-based theories of leadership and job attitudes. It is concluded that contemporary I/O psychology is overly dominated by situationist theories of the behavior of organizations and the people in them.

The people make the place

\"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

The Human Side of Enterprise.

For several years the study of social behavior has been undergoing a revolution with far-reaching consequences for the social and biological sciences. Partly responsible are three recent changes in the attitudes of evolutionary biologists. First was growing acceptance of the evidence that the potency of natural selection is overwhelmingly concentrated at levels no higher than that of the individual. Second was revival of the comparative method, especially as applied to behavior and life histories. Third was spread of the realization that not only are all aspects of structure and function of organisms to be understood solely as products of selection, but because of their peculiarly direct relationship to the forces of selection, behavior and life history phenomena, long neglected by the evolutionists, may be among the most predictable of all phenotypic attributes. These ideas have been appreciated by a few biologists for a long time, but they have only recently begun to characterize the science as a whole. Darwin’s discussion of sterility between species as an incidental effect of evolutionary adaptation (41, p. 260) and his refusal to deal with sex ratio selection (42, p. 399) suggest awareness of the difficult problem of determining the levels at which selection is most powerful. Yet significant clarification of this basic issue did not really commence until publication of Wynne-Edwards’ massive volume (179) championing group selection and inadvertently exposing its unlikelihood. As late as 1958, Fisher felt constrained to add to the revised edition of his 1929 classic, The Genetical Theory of Natural Selection, the admonishment (53, p. 49) that his fundamental theorem and its associated considerations, already misused then by decades of population geneticists dealing (as they saw it) with the fitness of populations, refer strictly to "the progressive modification of structure or function only in so far as variations in these are ofadvantage to the individual... [and afford] no corresponding explanation for any properties of animals and plants.., supposed to be of service to the species to which they belong." Williams’ critique (171) provided a significant turning point. Nevertheless, one has only to pick up any biological journal or attend any biological meeting to realize that this question has not yet been settled for all

https://faculty.washington.edu/ccab/Alexander1974.pdf

The evolution of social behavior

An explanation of the effects of leader behavior on subordinate satisfaction, motivation, and performance is presented. The explanation is derived from a path-goal theory of motivation. Dimensions of leader behavior such as leader initiating structure, consideration, authoritarianism, hierarchical influence, and closeness of supervision are analyzed in terms of path-goal variables such as valence and instrumentality. The theory specifies some of the situational moderators on which the effects of specific leader behaviors are contingent. A set of general propositions are advanced which integrate and explain earlier fragmentary research findings. Several specific predictions are made to illustrate how the general propositions can be operationalized. The usefulness of the theory is demonstrated by showing how several seemingly unrelated prior research findings could have been deduced from its general propositions and by applying it to reconcile what appear to be contradictory findings from prior studies. Results of two empirical studies are reported that provide support for seven of eight hypotheses derived directly from the general propositions of the theory. A third study designed to test three of the original eight hypotheses is also reported. Two of these three hypotheses are successfully replicated. In the light of these results and the integrative power of the theory, it is argued that the theory shows promise and should be further tested with experimentallas well as correlational methods.

A Path-Goal Theory of Leader Effectiveness

(1948). Personal Factors Associated with Leadership: A Survey of the Literature. The Journal of Psychology: Vol. 25, No. 1, pp. 35-71.

Personal factors associated with leadership; a survey of the literature.

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Handbook of leadership;: A survey of theory and research

Leader behavior: Its description and measurement.

In a group each individual perceives and reacts to all others in dynamic interaction. An organization is a group in which members are differentiated as to responsibility for tasks leading to a common goal. Fundamental defining variables of an organization are (1) work one is expected to do; (2) task

http://psycnet.apa.org/journals/bul/47/1/1.pdf

Ralph M. Stogdill

Papers

Personal factors associated with leadership; a survey of the literature.

Handbook of leadership;: A survey of theory and research

Leader behavior: Its description and measurement.

Leadership, membership and organization

Handbook of Leadership: A Survey of Theory and Research