The Psychology of Leadership: New Perspectives and Research (Part II "Effectiveness of Leadership")
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by Roderick M. Kramer, David M. Messick.
347 pgs.
In this book, some of the world's leading scholars come together to describe their thinking and research on the topic of the psychology of leadership. Most of the chapters were originally presented as papers at a research conference held in 2001 at the Kellogg School of Management of Northwestern...
In this book, some of the world's leading scholars come together to describe their thinking and research on the topic of the psychology of leadership. Most of the chapters were originally presented as papers at a research conference held in 2001 at the Kellogg School of Management of Northwestern University. The contributions span traditional social psychological areas, as well as organizational theory; examining leadership as a psychological process and as afforded by organizational constraints and opportunities. The editors' goal was not to focus the chapters on a single approach to the study and conceptualization of leadership but rather to display the diversity of issues that surround the topic. Leadership scholars have identified a host of approaches to the study of leadership. What are the personal characteristics of leaders? What is the nature of the relation between leaders and followers? Why do we perceive some people to be better leaders than others? What are the circumstances that evoke leadership qualities in people? Can leadership be taught? And so on. The contributions to this book examine these important questions and fall into three categories: conceptions of leadership, factors that influence the effectiveness of leadership, and the consequences and effects of leadership on the leader. All in all, the chapters of this volume display part of a broad spectrum of novel and important approaches to the study of the psychology of leadership. We hope that they are equally useful to those who are or would be leaders and to those who study the topic. As recent events have served to remind us, it is too important a topic to be ignored by psychologists.
Multiple Intelligences and Leadership (Chap. 9 "Efficacy and Effectiveness: Integrating Models of Leadership and Intelligence")
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by Susan E. Murphy, Francis J. Pirozzolo, Ronald E. Riggio.
264 pgs.
This edited book presents cutting-edge research looking at the role of multiple intelligence--cognitive (IQ), emotional intelligence, social intelligence--in effective leadership, written by the most distinguished scholars in the two distinct fields of intelligence and leadership. The synergy of...
This edited book presents cutting-edge research looking at the role of multiple intelligence--cognitive (IQ), emotional intelligence, social intelligence--in effective leadership, written by the most distinguished scholars in the two distinct fields of intelligence and leadership. The synergy of bringing together both traditional intelligence researchers and renowned leadership scholars to discuss how multiple forms of intelligence impact leadership has important implications for the study and the practice of organizational and political leadership. This volume emanates from the recent explosion of interest in non-IQ domains of intelligence, particularly in Emotional Intelligence and Social Intelligence. Indeed, the leading EI and SI scholars have contributed to this book. Research described in this book suggests that: (1) possession of multiple forms of intelligence is important for effective leadership; (2) researchers are just beginning to understand the breadth, depth, and potential applications of non-IQ domains of intelligence; (3) incorporating multiple intelligence constructs into existing leadership theories will improve our understanding of effective leadership; and (4) research on multiple intelligence has important implications for both the selection and training of future leaders.
The 2nd Language of Leadership ("Leadership Effectiveness and the Big 5" begins on p. 16)
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by Patricia M. Fandt, Michael P. Quirk.
126 pgs.
This book focuses on the behavioral and personality areas that can be used to strengthen one's skills and to make wise decisions about when and how to lead. It was written for the working professional who wants to learn what he or she can do by working with their personality to become more satisfied...
This book focuses on the behavioral and personality areas that can be used to strengthen one's skills and to make wise decisions about when and how to lead. It was written for the working professional who wants to learn what he or she can do by working with their personality to become more satisfied with and masterful in their leadership roles. Good leaders have learned to succeed over time by acquiring the needed range of personal skills, much like one learns a second language. Geared for entry and mid-term leaders, this book is an empirically based training guide to acquire knowledge and implement a plan to help increase one's leadership skills. Within the framework of 10 chapters, this book: * promotes a shared recognition of the role that personality plays in leadership by reviewing a case study of representative leadership situation that both identifies familiar personal struggles and organizational changes; * offers a way of thinking about how personality in general and the Big 5 in particular fills in the gaps and connects the pieces when it comes to how people become effective leaders; * illustrates how--within the Big 5 framework--to use the 2nd language approach to leverage natural personality strengths and manage weaknesses in an effort to build greater leadership effectiveness; * makes available 2nd language tools including effective intervention strategies and goal setting techniques based on enabling philosophies to understand what makes this approach accessible and practical to use; and * reassures that most leadership failures are reversible and that through using the 2nd language approach, these inevitable and sometimes necessary setbacks afford clarity about how to use your style to the best advantage.