Cases in Leadership
4th Edition
Published on 23. April 2015
Book
Paperback/Softback
488 pages
978-1-4833-8326-2 (ISBN)
Description
The updated Fourth Edition helps business students gain a better understanding of leadership enabling them to be more effective leaders through their careers.
Key features:
Real-world cases from around the world illustrate the complex nature of leadership in organizations and aide in the application of concepts to a practical setting
Concept summaries, discussion questions, and readings for each chapter provide students with a solid framework for understanding key leadership theories
Key features:
Real-world cases from around the world illustrate the complex nature of leadership in organizations and aide in the application of concepts to a practical setting
Concept summaries, discussion questions, and readings for each chapter provide students with a solid framework for understanding key leadership theories
More details
Series
Edition
4th Revised edition
Language
English
Place of publication
Thousand Oaks
United States
Target group
College/higher education
Edition type
Revised edition
Dimensions
Height: 232 mm
Width: 187 mm
Weight
725 gr
ISBN-13
978-1-4833-8326-2 (9781483383262)
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
Other editions
New editions
W. Glenn Rowe | Laura Guerrero
Cases in Leadership
Book
06/2018
5th Edition
SAGE Publications Inc
€138.16
Shipment within 15-20 days
Persons
W. Glenn Rowe served in the Canadian Navy for 22 years. While still in the navy, he completed his MBA degree at Memorial University of Newfoundland part-time (1983-1986) and taught on a part-time basis for 2 years (1986-1988) in Memorial's Faculty of Business Administration. In 1990, he retired from the navy and became a full-time lecturer in the Faculty of Business Administration at Memorial. In 1992, he began studying leadership within the context of strategic management at Texas A&M University, where he completed his PhD in 1996. He rejoined the Faculty of Business Administration at Memorial in September 1995, where he taught strategic management and strategic leadership. Professor Rowe joined the Ivey Business School on July 1, 2001. He served as the faculty adviser for the PhD program in general management (including strategy) from January 2002 to July 2009. From July 2009 to June 2012, he served as the director of Ivey's Executive MBA Program. He currently serves as the coordinator for the General Management Area Group. He has taught strategy and strategic leadership to undergraduate business students, MBAs and EMBAs. He taught a strategy doctoral seminar from 2003 to 2009. In January 2016, he was appointed as the Executive Director, Ivey Publishing where he oversees Ivey's case publishing operation and the Ivey Business Journal.
Professor Rowe serves as an ad hoc reviewer for several academic journals and is active in the community. He has facilitated strategic-thinking sessions for several organizations including a couple of banks, a fish farming company, and others such as the Alliance for the Control of Tobacco (Newfoundland and Labrador), the Newfoundland and Labrador Medical Association, Fishery Products International, Gros Morne National Park, and Sir Wilfred Grenfell College. He was the coauthor of a strategic management textbook and its associated casebook, both of which went to a their third edition. He is a co-author on a second strategic management textbook having joined the author team for the 9th edition. His research is published in journals such as the Strategic Management Journal, the Journal of Management Studies, the Journal of Management, the Leadership Quarterly, the Journal of World Business, the Journal of Business Ethics and the Journal of Management Inquiry.
Laura Guerrero is an Assistant Professor of Management in the College of Business at the University of Houston.
Professor Rowe serves as an ad hoc reviewer for several academic journals and is active in the community. He has facilitated strategic-thinking sessions for several organizations including a couple of banks, a fish farming company, and others such as the Alliance for the Control of Tobacco (Newfoundland and Labrador), the Newfoundland and Labrador Medical Association, Fishery Products International, Gros Morne National Park, and Sir Wilfred Grenfell College. He was the coauthor of a strategic management textbook and its associated casebook, both of which went to a their third edition. He is a co-author on a second strategic management textbook having joined the author team for the 9th edition. His research is published in journals such as the Strategic Management Journal, the Journal of Management Studies, the Journal of Management, the Leadership Quarterly, the Journal of World Business, the Journal of Business Ethics and the Journal of Management Inquiry.
Laura Guerrero is an Assistant Professor of Management in the College of Business at the University of Houston.
Content
Chapter 1: Leadership
Trait versus Process
Assigned Versus Emergent
Leadership and Power
Leadership and Coercion
Leadership and Management
The Cases
The Readings
Chapter 2: Leadership Trait Approach
Intelligence
Self-Confidence
Determination
Integrity
Sociability
The Five-Factor Personality Model
Emotional Intelligence
How Does the Trait Approach Work?
The Cases
The Reading
Chapter 3: Leadership Skills Approach
Katz's Three-Skills Approach
Leadership Skills Model
How Does the Leadership Skills Approach Work?
The Cases
The Reading
Chapter 4: Leader Style Approach
The Ohio State Studies
The University of Michigan Studies
The Blake and Mouton Grid
How Does the Leadership Style Work?
The Cases
The Reading
Chapter 5: The Situational Approach To Leadership
Leadership Styles and Subordinate Developmental Level
Directing Leadership Style
Coaching Leadership Style
Supporting Leadership Style
Delegating Leadership Style
How Does the Situational Approach to Leadership Work?
The Cases
The Reading
Chapter 6: The Leader-Member Exchange Theory of Leadership
The Early Studies
The Later Studies
Leadership Making
First Impressions
How Does the LMX Theory of Leadership Work?
The Cases
The Reading
Chapter 7: Transformational Leadership
Charismatic Leadership
A Transformational Leadership Model
Transformational Leadership Factors
Transactional Leadership Factors
The Nonleadership Factor
Other Perspectives of Transformational Leadership
How Does the Transformational Leadership Approach Work?
The Cases
The Reading
Chapter 8: Servant Leadership
How Does Servant Leadership Work?
Criticisms of, and Observations About, Servant Leadership
The Cases
The Reading
Chapter 9: Authentic Leadership
Authentic Leadership Defined
Theoretical Approaches
Practical Approaches
How Does Authentic Leadership Work?
The Cases
The Reading
Chapter 10: Adaptive Leadership
Practicing Adaptive Leadership
Leadership in the New Reality
Chapter 11: Team Leadership
The Team Leadership Model
How Does the Team Leadership Model Work?
The Cases
The Reading
Chapter 12: Strategic Leadership
Determining the Firm's Purpose or Vision
Exploiting and Maintaining Core Competencies
Developing Human Capital
Sustaining an Effective Organizational Culture
Emphasizing Ethical Practices
Establishing Balanced Organizational Controls
Strategic Leadership Versus Leadership
Positional Versus Behavioral
The Cases
The Reading
Chapter 13: Women and Leadership
Gender: Examining Leadership Style and Effectiveness
The Glass Ceiling Turned Labyrinth
Explaining the Labyrinth
Navigating the Labyrinth
The Cases
The Reading
Chapter 14: Culture and Leadership
Culture, Diversity, Ethnocentrism, and Prejudice
Cultural Dimensions
Leadership Behavior and Culture Clusters
The Cases
The Reading
Chapter 15: Ethical Leadership
A Definition of Ethics
Ethical Theories
The Centrality of Ethics to Leadership
Ethical Leadership: The Perspectives of Several Leadership Scholars
Ethical Leadership Principles
How Does Ethical Leadership Work?
The Cases
The Reading
Trait versus Process
Assigned Versus Emergent
Leadership and Power
Leadership and Coercion
Leadership and Management
The Cases
The Readings
Chapter 2: Leadership Trait Approach
Intelligence
Self-Confidence
Determination
Integrity
Sociability
The Five-Factor Personality Model
Emotional Intelligence
How Does the Trait Approach Work?
The Cases
The Reading
Chapter 3: Leadership Skills Approach
Katz's Three-Skills Approach
Leadership Skills Model
How Does the Leadership Skills Approach Work?
The Cases
The Reading
Chapter 4: Leader Style Approach
The Ohio State Studies
The University of Michigan Studies
The Blake and Mouton Grid
How Does the Leadership Style Work?
The Cases
The Reading
Chapter 5: The Situational Approach To Leadership
Leadership Styles and Subordinate Developmental Level
Directing Leadership Style
Coaching Leadership Style
Supporting Leadership Style
Delegating Leadership Style
How Does the Situational Approach to Leadership Work?
The Cases
The Reading
Chapter 6: The Leader-Member Exchange Theory of Leadership
The Early Studies
The Later Studies
Leadership Making
First Impressions
How Does the LMX Theory of Leadership Work?
The Cases
The Reading
Chapter 7: Transformational Leadership
Charismatic Leadership
A Transformational Leadership Model
Transformational Leadership Factors
Transactional Leadership Factors
The Nonleadership Factor
Other Perspectives of Transformational Leadership
How Does the Transformational Leadership Approach Work?
The Cases
The Reading
Chapter 8: Servant Leadership
How Does Servant Leadership Work?
Criticisms of, and Observations About, Servant Leadership
The Cases
The Reading
Chapter 9: Authentic Leadership
Authentic Leadership Defined
Theoretical Approaches
Practical Approaches
How Does Authentic Leadership Work?
The Cases
The Reading
Chapter 10: Adaptive Leadership
Practicing Adaptive Leadership
Leadership in the New Reality
Chapter 11: Team Leadership
The Team Leadership Model
How Does the Team Leadership Model Work?
The Cases
The Reading
Chapter 12: Strategic Leadership
Determining the Firm's Purpose or Vision
Exploiting and Maintaining Core Competencies
Developing Human Capital
Sustaining an Effective Organizational Culture
Emphasizing Ethical Practices
Establishing Balanced Organizational Controls
Strategic Leadership Versus Leadership
Positional Versus Behavioral
The Cases
The Reading
Chapter 13: Women and Leadership
Gender: Examining Leadership Style and Effectiveness
The Glass Ceiling Turned Labyrinth
Explaining the Labyrinth
Navigating the Labyrinth
The Cases
The Reading
Chapter 14: Culture and Leadership
Culture, Diversity, Ethnocentrism, and Prejudice
Cultural Dimensions
Leadership Behavior and Culture Clusters
The Cases
The Reading
Chapter 15: Ethical Leadership
A Definition of Ethics
Ethical Theories
The Centrality of Ethics to Leadership
Ethical Leadership: The Perspectives of Several Leadership Scholars
Ethical Leadership Principles
How Does Ethical Leadership Work?
The Cases
The Reading