Full Range Leadership Development
2nd Edition
Published on 3. November 2010
Book
Paperback/Softback
280 pages
978-1-4129-7475-2 (ISBN)
Description
A practical guide to leadership development based on the world's most thoroughly researched leadership development model
Conversational and accessible, this Second Edition of Bruce J. Avolio's groundbreaking book uses the full range leadership development model as an organizing framework and shows how it can be directly applied to improving leadership at the individual, team, and organizational levels. Filled with examples that show how the full range model comes to life in today's global world, Full Range Leadership Development, Second Edition, demonstrates how people, timing, resources, the context of interaction, and expected results in performance and motivation all contribute to effective leadership.
Over the last decade, the full range model has become the most researched model in the leadership literature-and the most validated-and has been proven to be an accurate guide for developing exemplary leadership in diverse cultures, organizations, and leadership positions. The new edition shows how the process of leadership development is linked to validation and how the process of validation informs accelerated leadership development.
Conversational and accessible, this Second Edition of Bruce J. Avolio's groundbreaking book uses the full range leadership development model as an organizing framework and shows how it can be directly applied to improving leadership at the individual, team, and organizational levels. Filled with examples that show how the full range model comes to life in today's global world, Full Range Leadership Development, Second Edition, demonstrates how people, timing, resources, the context of interaction, and expected results in performance and motivation all contribute to effective leadership.
Over the last decade, the full range model has become the most researched model in the leadership literature-and the most validated-and has been proven to be an accurate guide for developing exemplary leadership in diverse cultures, organizations, and leadership positions. The new edition shows how the process of leadership development is linked to validation and how the process of validation informs accelerated leadership development.
More details
Edition
2nd Revised edition
Language
English
Place of publication
Thousand Oaks
United States
Target group
Professional and scholarly
Edition type
Revised edition
Dimensions
Height: 232 mm
Width: 188 mm
Thickness: 18 mm
Weight
483 gr
ISBN-13
978-1-4129-7475-2 (9781412974752)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Person
Bruce J. Avolio
Marion B. Ingersoll Professor, Executive Director, Center for Leadership and Strategic Thinking
Michael G. Foster School of Business, University of Washington
Dr. Avolio has an international reputation as a researcher and practitioner in leadership. He has consulted with public and private organizations in North and South America, Africa, Europe, and Southeast Asia, as well as in Australia, New Zealand, Saudi Arabia and Israel. His research and consulting includes work with the militaries of the United States of America, Singapore, Sweden, Finland, Israel, and South Africa.
Dr. Avolio is a fellow of the Academy of Management, American Psychological Society, American Psychological Association and the Gerontological Society. He is the former President of the Society for Human Resource Management Foundation and the Organizational Behavior Division of the Academy of Management.
Dr. Avolio has published 10 books and over a 125 articles on leadership and related areas. His books include Transformational and Charismatic Leadership: The Road Ahead (Elsevier Science, 2002), Full Leadership Development: Building the Vital Forces in Organizations (Sage Publications, 1999), and Developing Potential Across a Full Range of Leadership: Cases on Transactional and Transformational Leadership (Lawrence Erlbaum Associates, 2000). His newest books are Leadership Development in Balance: Made/Born (Lawrence Erlbaum Associates, February 2005), The High Impact Leader: Moments Matter in Authentic Leadership Development (McGraw-Hill 2006) and Psychological capital: Developing the human competitive edge (Oxford Press, 2007) with Fred Luthans and Carolyn Youssef.
Dr. Avolio has worked with government agencies on national leadership development projects, and with governments at the state and local level. His current projects include:
Working with public healthcare leaders to design a leadership institute for healthcare providers and educators.
Working on a 4 year project with the U.S. Veteran's Administration on strategic leadership development and ownership.
Current projects include a 300k contract with the U.S. Military Academy at West Point to investigate ethical leadership development; a 730k contract to conduct a longitudinal investigation of leadership development with military officers, and a 186k contract with the VA to examine how taking ownership and developing leadership produce better healthcare results.
Dr. Avolio's latest interest and presentations focus on the following:
How do we accelerate authentic leadership development for maximum impact on performance?
How do we use the positive psychological capacities of leaders to accelerate change?
How do we show decision makers the 'return on development' investment in leadership?
How can we develop leaders and leadership to effectively operate in extreme contexts?
Marion B. Ingersoll Professor, Executive Director, Center for Leadership and Strategic Thinking
Michael G. Foster School of Business, University of Washington
Dr. Avolio has an international reputation as a researcher and practitioner in leadership. He has consulted with public and private organizations in North and South America, Africa, Europe, and Southeast Asia, as well as in Australia, New Zealand, Saudi Arabia and Israel. His research and consulting includes work with the militaries of the United States of America, Singapore, Sweden, Finland, Israel, and South Africa.
Dr. Avolio is a fellow of the Academy of Management, American Psychological Society, American Psychological Association and the Gerontological Society. He is the former President of the Society for Human Resource Management Foundation and the Organizational Behavior Division of the Academy of Management.
Dr. Avolio has published 10 books and over a 125 articles on leadership and related areas. His books include Transformational and Charismatic Leadership: The Road Ahead (Elsevier Science, 2002), Full Leadership Development: Building the Vital Forces in Organizations (Sage Publications, 1999), and Developing Potential Across a Full Range of Leadership: Cases on Transactional and Transformational Leadership (Lawrence Erlbaum Associates, 2000). His newest books are Leadership Development in Balance: Made/Born (Lawrence Erlbaum Associates, February 2005), The High Impact Leader: Moments Matter in Authentic Leadership Development (McGraw-Hill 2006) and Psychological capital: Developing the human competitive edge (Oxford Press, 2007) with Fred Luthans and Carolyn Youssef.
Dr. Avolio has worked with government agencies on national leadership development projects, and with governments at the state and local level. His current projects include:
Working with public healthcare leaders to design a leadership institute for healthcare providers and educators.
Working on a 4 year project with the U.S. Veteran's Administration on strategic leadership development and ownership.
Current projects include a 300k contract with the U.S. Military Academy at West Point to investigate ethical leadership development; a 730k contract to conduct a longitudinal investigation of leadership development with military officers, and a 186k contract with the VA to examine how taking ownership and developing leadership produce better healthcare results.
Dr. Avolio's latest interest and presentations focus on the following:
How do we accelerate authentic leadership development for maximum impact on performance?
How do we use the positive psychological capacities of leaders to accelerate change?
How do we show decision makers the 'return on development' investment in leadership?
How can we develop leaders and leadership to effectively operate in extreme contexts?
Content
Preface
1. Validation
Some Things Worth Repeating and Reflecting On
A Short Exercise
2. Relationships
Some Things Worth Repeating and Reflecting On
A Short Exercise
3. Interconnected
Some Things Worth Repeating
A Short Exercise
4. Levels
Some Things Worth Repeating
A Short Exercise
5. Adaptive Conflict
Some Things Worth Repeating
A Short Exercise
6. Full Range Leadership
Some Things Worth Repeating
A Short Exercise
7. Born
Some Things Worth Repeating
A Short Exercise
8. Co-Created Leadership
Some Things Worth Repeating
A Short Exercise
9. Shared Leadership
Some Things Worth Repeating
A Short Exercise
10. Transformational Leadership Systems
Some Things Worth Repeating
A Short Exercise
11. Core Principles
Some Things Worth Repeating
A Short Exercise
12. Performance
Some Things Worth Repeating
A Short Exercise
13. Learning FRLD e
Some Things Worth Repeating
A Short Exercise
14. Advances
Some Things Worth Repeating
A Short Exercise
15. The End and the Beginning
Some Things Worth Repeating
A Short Exercise
Note References
Box and Research References
1. Validation
Some Things Worth Repeating and Reflecting On
A Short Exercise
2. Relationships
Some Things Worth Repeating and Reflecting On
A Short Exercise
3. Interconnected
Some Things Worth Repeating
A Short Exercise
4. Levels
Some Things Worth Repeating
A Short Exercise
5. Adaptive Conflict
Some Things Worth Repeating
A Short Exercise
6. Full Range Leadership
Some Things Worth Repeating
A Short Exercise
7. Born
Some Things Worth Repeating
A Short Exercise
8. Co-Created Leadership
Some Things Worth Repeating
A Short Exercise
9. Shared Leadership
Some Things Worth Repeating
A Short Exercise
10. Transformational Leadership Systems
Some Things Worth Repeating
A Short Exercise
11. Core Principles
Some Things Worth Repeating
A Short Exercise
12. Performance
Some Things Worth Repeating
A Short Exercise
13. Learning FRLD e
Some Things Worth Repeating
A Short Exercise
14. Advances
Some Things Worth Repeating
A Short Exercise
15. The End and the Beginning
Some Things Worth Repeating
A Short Exercise
Note References
Box and Research References