The Leadership Experience 6th Edition by Richard Daft 14354628589781435462854

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ISBN 10: 1435462858

ISBN 13: 9781435462854

Author:  Richard L. Daft

Master the critical leadership skills and solid understanding of today’s theory needed to become an effective business leader in today’s turbulent times with Daft’s THE LEADERSHIP EXPERIENCE, 6E. Acclaimed author Richard Daft helps you explore the latest thinking in leadership theory and contemporary practices at work within organizations throughout the world. You will examine emerging topics, including enhancement of emotional intelligence, leadership vision and courage, leadership of virtual teams, and open innovation, and will connect those topics to recent world events such as ethical scandals and political turmoil.Packed with memorable examples and unique insights into actual leadership decisions, this full-color text includes crisp, clear visuals to reinforce the book’s engaging presentation. This edition’s proven applications, specifically designed for today’s leadership theory and applications course, and a solid foundation grounded in established scholarly research make the topic of leadership come alive.

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The Leadership Experience 6th Table of contents:

Part 1. Introduction to Leadership

Chapter 1. What Does It Mean to Be a Leader?

The Need for Leadership

Leadership Defined

Everyday Leadership

The New Reality for Leaders

From Stabilizer to Change Manager

From Controller to Facilitator

From Competitor to Collaborator

From Diversity Avoider to Diversity Promoter

From Hero to Humble

How Leadership Differs from Management

Providing Direction

Aligning Followers

Building Relationships

Developing Personal Leadership Qualities

Creating Outcomes

Evolving Theories of Leadership

Historical Overview of Major Approaches

A Model of Leadership Evolution

Leadership Can Be Learned

Leader Fatal Flaws

Leader Good Behaviors

Mastering the Art and Science of Leadership

Organization of This Book

Leadership Essentials.

Discussion Questions.

Leadership at Work.

Leadership Development: Cases for Analysis.

Part 2. Research Perspectives on Leadership

Chapter 2. Traits, Behaviors, and Relationships

The Trait Approach

Optimism and Self-Confidence

Know Your Strengths

What Are Strengths?

Matching Strengths with Roles

Behavior Approaches

Autocratic versus Democratic Behaviors

Ohio State Studies

University of Michigan Studies

The Leadership Grid

Theories of a “High-High” Leader

Individualized Leadership

Vertical Dyad Linkage Model

Leader–Member Exchange

Partnership Building

Entrepreneurial Traits and Behaviors

Leadership Essentials.

Discussion Questions.

Leadership at Work.

Leadership Development: Cases for Analysis.

Chapter 3. Contingency Approaches to Leadership

The Contingency Approach

Hersey and Blanchard’s Situational Theory

Leader Style

Follower Readiness Contingency

Fiedler’s Contingency Model

Leadership Style

Situation

Contingency Theory

Path–Goal Theory

Leader Behavior

Situational Contingencies

Use of Rewards

The Vroom–Jago Contingency Model

Leader Participation Styles

Diagnostic Questions

Selecting a Decision Style

Substitutes for Leadership

Leadership Essentials.

Discussion Questions.

Leadership at Work.

Leadership Development: Cases for Analysis.

Part 3. The Personal Side of Leadership

Chapter 4. The Leader as an Individual

The Secret Ingredient for Leadership Success

The Importance of Self-Awareness

Leader Blind Spots

Personality and Leadership

A Model of Personality

Personality Traits and Leader Behavior

Values and Attitudes

Instrumental and End Values

How Attitudes Affect Leadership

Social Perception and Attributions

Perceptual Distortions

Attributions

Cognitive Differences

Patterns of Thinking and Brain Dominance

Problem-Solving Styles: Jungian Types

Working with Different Personality Types

Leadership Essentials.

Discussion Questions.

Leadership at Work.

Leadership Development: Cases for Analysis.

Chapter 5. Leadership Mind and Emotion

Leading with Head and Heart

Mental Models

Assumptions

Changing or Expanding Mental Models

Developing a Leader’s Mind

Independent Thinking

Open-Mindedness

Systems Thinking

Personal Mastery

Emotional Intelligence

What Are Emotions?

Why Are Emotions Important?

The Components of Emotional Intelligence

Leading with Love versus Leading with Fear

Fear in Organizations

Bringing Love to Work

Why Followers Respond to Love

Leadership Essentials.

Discussion Questions.

Leadership at Work.

Leadership Development: Cases for Analysis.

Chapter 6. Courage and Moral Leadership

Moral Leadership Today

The Ethical Climate in Business

Leaders Set the Ethical Tone

Acting Like a Moral Leader

Becoming a Moral Leader

Servant Leadership

Authoritarian Management

Participative Management

Stewardship

The Servant Leader

Leading with Courage

What Is Courage?

How Does Courage Apply to Moral Leadership?

Finding Personal Courage

Leadership Essentials.

Discussion Questions.

Leadership at Work.

Leadership Development: Cases for Analysis.

Chapter 7. Followership

The Art of Followership

Learn to Manage Up as Well as Down

Managing Up Presents Unique Challenges

What Your Leader Wants from You

Styles of Followership

Strategies for Managing Up

Understand the Leader

Tactics for Managing Up

The Power and Courage to Manage Up

Sources of Power for Managing Up

Necessary Courage to Manage Up

What Followers Want from Leaders

Clarity of Direction

Opportunities for Growth

Frequent, Specific, and Immediate Feedback

Protection from Organizational Intrusions

Leadership Essentials.

Discussion Questions.

Leadership at Work.

Leadership Development: Cases for Analysis.

Part 4. The Leader as a Relationship Builder

Chapter 8. Motivation and Empowerment

Leadership and Motivation

Intrinsic and Extrinsic Rewards

Positive and Negative Motives

Needs-Based Theories of Motivation

Hierarchy of Needs Theory

Two-Factor Theory

Acquired Needs Theory

Other Motivation Theories

Reinforcement Perspective on Motivation

Expectancy Theory

Equity Theory

Empowering People to Meet Higher Needs

The Psychological Model of Empowerment

Job Design for Empowerment

Empowerment Applications

Giving Meaning to Work through Engagement

New Ideas for Motivation

The Making Progress Principle

Building a Thriving Workforce

Leadership Essentials.

Discussion Questions.

Leadership at Work.

Leadership Development: Cases for Analysis.

Chapter 9. Leadership Communication

How Leaders Communicate

Management Communication

The Leader as Communication Champion

Leading Strategic Conversations

Creating an Open Communication Climate

Asking Questions

Listening

Dialogue

Communicating with Candor

The Power of Stories

Communicating to Persuade and Influence

Selecting the Correct Communication Channel

The Continuum of Channel Richness

Effectively Using Electronic Communication Channels

Nonverbal Communication

Current Communication Challenges

Leadership via Social Media

Being Crisis-Ready

Leadership Essentials.

Discussion Questions.

Leadership at Work.

Leadership Development: Cases for Analysis.

Chapter 10. Leading Teams

The Value of Teams

What Is a Team?

Types of Teams

The Dilemma for Team Members

Leading a Team to High Performance

Team Processes

How Teams Develop

Team Cohesiveness

Team Norms

What Team Members Must Contribute

Essential Team Competencies

Team Member Roles

Leading a Virtual Team

Uses of Virtual Teams

Challenges of Virtual Teams

Handling Team Conflict

Types of Conflict

Balancing Conflict and Cooperation

Causes of Conflict

Styles to Handle Conflict

Negotiation

Leadership Essentials.

Discussion Questions.

Leadership at Work.

Leadership Development: Cases for Analysis.

Chapter 11. Developing Leadership Diversity

Leading People Who Aren’t Like You

Diversity Today

Definition of Diversity

Changing Attitudes toward Diversity

The Value of Organizational Diversity

Challenges Minorities Face

Prejudice, Stereotypes, and Discrimination

The Glass Ceiling

Ways Women Lead

Women as Leaders

Is Leader Style Gender-Driven?

Global Diversity

The Sociocultural Environment

Social Value Systems

Developing Cultural Intelligence

Leadership Implications

Becoming an Inclusive Leader

Ways to Encourage the Advancement of Women and Minorities

Employee Affinity Groups

Minority Sponsorship

Leadership Essentials.

Discussion Questions.

Leadership at Work.

Leadership Development: Cases for Analysis.

Chapter 12. Leadership Power and Influence

Four Kinds of Influential Leadership

Transformational Leadership

Charismatic Leadership

Coalitional Leadership

Machiavellian-Style Leadership

Using Hard versus Soft Power

Specific Types of Power

Follower Responses to the Use of Power

Increasing Power through Political Activity

Leader Frames of Reference

Political Tactics for Asserting Leader Influence

Don’t Take Power Personally

Leadership Essentials.

Discussion Questions.

Leadership at Work.

Leadership Development: Cases for Analysis.

Part 5. The Leader as Social Architect

Chapter 13. Creating Vision and Strategic Direction

The Leader’s Job: Looking Forward

Stimulating Vision and Action

Strategic Leadership

Leadership Vision

What Vision Does

Common Themes of Vision

Leader Steps to Creating a Vision

Mission

What Mission Does

A Framework for Noble Purpose

The Leader as Strategist-in-Chief

How to Achieve the Vision

How to Execute

Leadership Essentials.

Discussion Questions.

Leadership at Work.

Leadership Development: Cases for Analysis.

Chapter 14. Shaping Culture and Values

Organizational Culture

What Is Culture?

Importance of Culture

Culture Strength, Responsiveness, and Performance

Responsive Cultures

The High-Performance Culture

Cultural Leadership

Ceremonies

Stories

Symbols

Specialized Language

Selection and Socialization

Daily Actions

The Competing Values Approach to Shaping Culture

Adaptability Culture

Achievement Culture

Involvement Culture

Consistency Culture

Ethical Values in Organizations

Values-Based Leadership

Personal Values

Spiritual Values

Leadership Essentials.

Discussion Questions.

Leadership at Work.

Leadership Development: Cases for Analysis.

Chapter 15. Leading Change

Leadership Means Leading Change

Resistance Is Real

The Leader as Change Agent

A Framework for Change

Using Appreciative Inquiry

Applying Appreciative Inquiry on a Large Scale

Applying Appreciative Inquiry Every Day

Leading Creativity for Change

Instilling Creative Values

Leading Creative People

Implementing Change

Helping People Change

The Keys That Help People Change

Leadership Essentials.

Discussion Questions.

Leadership at Work.

Leadership Development: Cases for Analysis.

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