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This book will publish in a new edition on October 6, 2009. We are no longer supplying instructors with complimentary review copies of this edition.* Please click here to request a review copy of the new edition. * If you need an urgent desk copy of the existing edition for a class this semester, please call 1-800-818-7243 and we will be pleased to process your request.

"The excellent work of Peter Northouse invites teachers to grow along with students in research-based knowledge of leadership theory and practice. Peter′s book leads in and of itself!"--Taggart E. Smith, Purdue UniversityHeartened by the positive response to previous editions of Leadership: Theory and Practice, this Fourth Edition is written with the same objective to bridge the gap between the often simplistic popular approaches to leadership and the more abstract theoretical approaches.

In addition to the new two color-layout, the Fourth Edition also:

Examines the latest research on culture, the dimensions of culture, and how culture affects the leadership process in a new chapter titled "Culture and Leadership". Takes a closer look at styles of female and male leaders, the causes for the "glass ceiling," and how the glass ceiling is being broken in organizational settings in a newly written "Women and Leadership" chapter. Includes new real-world case studies, research references, new figures and tables, additional research-based applications, and expanded discussions of selected leadership topics. Provides Instructor Resources on CD with PowerPoint slides, a test bank, writing assignments, chapter reviews, and much more. (Place your order with SAGE customer service)

IRCDs are available for qualified instructors only. To request an IRCDfor this book please contact Customer Care at 1.800.818.7243 (6 am - 5 pm Pacific Time).Intended Audience: This book will appeal to a variety ofupper level undergraduate or graduate level courses in Management, Leadership, Educational Administration, Public Administration, Nursing and Allied Health, Social Work, Criminal Justice, Industrial and Organizational Psychology, Communication, or Religion. Political and military science studies, as well as corporate training and development programs will benefit from this book. Praise for this Edition: "The book presents basic concepts, research, and applications that are foundational to the study of leadership." --Leila Gonzalez-Sullivan, North Carolina State University"I have used this text with both graduate and undergraduate students. I recommend it highly!" -- Dr. Karl Strandberg, California State University, Dominguez Hills"This book is a major source of insights and perspectives for all those studying on leadership courses in both the business and education sectors. It is also an excellent source for school leaders and educators who want to go deepen their understanding of leadership. After reviewing leadership books for over twenty years this book is by far one of the best I have come across." --INTERNATIONAL JOURNAL OF EDUCATIONAL MANAGEMENT

"Northouse has given a gift to leadership professors and students by compiling this concise, insightful, critical, and user-friendly exploration of the somewhat bewildering and confusing literature on leadership theory." -- Robert E. (Bob) Colvin , Christopher Newport University

"Leadership: Theory and Practice provides excellent analyses of a number of leadership theories and research findings in considerable detail...The book succeeds in advancing our understanding of the different approaches to leadership and the methods by which it can be practiced more effectively."-- Ravindra Nath Saxena, ASCI JOURNAL OF MANAGEMENT

"The additions to the Fourth Edition are excellent, especially the new section on ′Culture and Leadership′ and the updated chapter on ′Women and Leadership.′" -- Gill Robinson Hickman , University of Richmond "Northouse skillfully presents both thorough and up-to-date theory on leadership in this Fourth Edition. The new leadership chapter addressing the topic of culture is especially informative for our increasingly global classroom discussions. His ability to provide great application-based cases helps this leadership theory come alive. Northouse continues to be a scholar, as well as a student, of current leadership knowledge." -- Mary F. Sully de Luque , Thunderbird, The Garvin School of International Management "This book offers a full coverage of contemporary notions of leadership, including traditional theories, salient models, and new domains. The chapters on women in leadership, culture, and team leadership are welcomed additions. The sophisticated but readable style and the inclusion of superb case material make this book a valuable resource for both entry-level and advance leadership courses." -- Linda L. Putnam , Texas A&M University"Excellent, well-written, and very practical. A must for all Organizational Leadership classes." --Dr. Kenneth Arndt, Argosy University"Peter Northouse is a pioneer in the field of leadership studies. He brilliantly captures the major theories and thinkers in our field with completeness, candor and an eye to the future."--Adam Goodman, Northwestern University

Tabla de contenidos provista por Syndetics

• Preface
• Special Features
• Audience
• Acknowledgments
• 1 Introduction
• Leadership Defined
• Ways of Conceptualizing Leadership
• Definition and Components
• Leadership Described
• Trait Versus Process Leadership
• Assigned Versus Emergent Leadership
• Leadership and Power
• Leadership and Coercion
• Leadership and Management
• Plan of the Book
• Summary
• References
• 2 Trait Approach
• Description
• Intelligence
• Self-Confidence
• Determination
• Integrity
• Sociability
• Five-Factor Personality Model
• Emotional Intelligence
• How Does the Trait Approach Work?
• Strengths
• Criticisms
• Application
• Case Studies
• Case 2.1 Choosing a New Director of Research
• Case 2.2 A Remarkable Turnaround
• Case 2.3 Recruiting for the Bank
• Leadership Instrument
• Leadership Trait Questionnaire (LTQ)
• Summary
• References
• 3 Skills Approach
• Description
• Three-Skill Approach
• Technical Skill
• Human Skill
• Conceptual Skill
• Summary of the Three-Skill Approach
• Skills Model
• Competencies
• Individual Attributes
• Leadership Outcomes
• Career Experiences
• Environmental Influences
• Summary of the Skills Model
• How Does the Skills Approach Work?
• Strengths
• Criticisms
• Application
• Case Studies
• Case 3.1 A Strained Research Team
• Case 3.2 A Shift for Lieutenant Colonel Adams
• Case 3.3 Andy?s Recipe
• Leadership Instrument
• Skills Inventory
• Summary
• References
• 4 Style Approach
• Description
• The Ohio State Studies
• The University of Michigan Studies
• Blake and Mouton?s Managerial (Leadership) Grid
• Paternalism/Maternalism
• Opportunism
• How Does the Style Approach Work?
• Strengths
• Criticisms
• Application
• Case Studies
• Case 4.1 A Drill Sergeant at First
• Case 4.2 Eating Lunch Standing Up
• Case 4.3 Enhancing the Department?s Culture
• Leadership Instrument
• Style Questionnaire
• Summary
• References
• 5 Situational Approach
• Description
• Leadership Styles
• Development Levels
• How Does the Situational Approach Work?
• Strengths
• Criticisms
• Application
• Case Studies
• Case 5.1 What Style Do I Use?
• Case 5.2 Why Aren?t They Listening?
• Case 5.3 Getting the Message Across
• Leadership Instrument
• Situational Leadership: A Brief Questionnaire
• Summary
• References
• 6 Contingency Theory
• Description
• Leadership Styles
• Situational Variables
• How Does Contingency Theory Work?
• Strengths
• Criticisms
• Application
• Case Studies
• Case 6.1 No Control Over the Student Council
• Case 6.2 Giving Him a Hard Time
• Case 6.3 What?s the Best Leader Match?
• Leadership Instrument
• Least Preferred Coworker (LPC) Measure
• Summary
• References
• 7 Path-Goal Theory
• Description
• Leader Behaviors
• Directive Leadership
• Supportive Leadership
• Participative Leadership
• Achievement-Oriented Leadership
• Subordinate Characteristics
• Task Characteristics
• How Does Path-Goal Theory Work?
• Strengths
• Criticisms
• Application
• Case Studies
• Case 7.1 Three Shifts, Three Supervisors
• Case 7.2 Direction for Some, Support for Others
• Case 7.3 Marathon Runners at Different Levels
• Leadership Instrument
• Path-Goal Leadership Questionnaire
• Summary
• References
• 8 Leader-Member Exchange Theory
• Description
• Early Studies
• Later Studies
• Leadership Making
• How Does LMX Theory Work?
• Strengths
• Criticisms
• Application
• Case Studies
• Case 8.1 His Team Gets the Best Assignments
• Case 8.2 Working Hard at Being Fair
• Case 8.3 Taking On Additional Responsibilities
• Leadership Instrument
• LMX 7 Questionnaire
• Summary
• References
• 9 Transformational Leadership
• Description
• Transformational Leadership Defined
• Transformational Leadership and Charisma
• A Model of Transformational Leadership
• Transformational Leadership Factors
• Transactional Leadership Factors
• Nonleadership Factor
• Other Transformational Perspectives
• Bennis and Nanus
• Kouzes and Posner
• How Does the Transformational Approach Work?
• Strengths
• Criticisms
• Application
• Case Studies
• Case 9.1 The Vision Failed
• Case 9.2 Students Dig It
• Case 9.3 Her Vision Was a Model Research Center
• Leadership Instrument
• Multifactor Leadership Questionnaire (MLQ) Form 6S
• Summary
• References
• 10 Team Leadership
• Description
• Team Leadership Model
• Leadership Decisions
• Leadership Actions
• Team Effectiveness
• How Does the Team Leadership Model Work?
• Strengths
• Criticisms
• Application
• Case Studies
• Case 10.1 Can This Virtual Team Work?
• Case 10.2 They Dominated the Conversation
• Case 10.3 Starts With a Bang, Ends With a Whimper
• Leadership Instrument
• Team Excellence and Collaborative Team Leader Questionnaire
• Summary
• References
• 11 Psychodynamic Approach
• Description
• Background
• Eric Berne and Transactional Analysis
• Sigmund Freud and Personality Type
• Carl Jung and Personality Types
• Sixteen Types and Leadership
• Dealing With Followers
• How Does the Psychodynamic Approach Work?
• Strengths
• Criticisms
• Case Studies
• Case 11.1 Not the Type Who Sees the Big Picture
• Case 11.2 Staff Meeting Problems
• Case 11.3 Unexpected Reactions
• Leadership Instrument
• Psychodynamic Approach Survey
• Summary
• References
• 12 Women and Leadership
• Description
• Gender and Leadership Styles
• Gender and Leadership Effectiveness
• The Glass Ceiling
• Evidence of the Glass Ceiling
• Motives for Removing the Barriers
• Explaining the Glass Ceiling
• Breaking the Glass Ceiling
• Strengths
• Criticisms
• Application
• Case Studies
• Case 12.1 The Glass Ceiling
• Case 12.2 Lack of Inclusion and Credibility
• Case 12.3 Pregnancy as a Barrier to Job Status
• Leadership Instrument
• The Gender-Leader Implicit Association Test
• Summary
• References
• 13 Culture and Leadership
• Description
• Culture Defined
• Related Concepts
• Ethnocentrism
• Prejudice
• Dimensions of Culture
• Uncertainty Avoidance
• Power Distance
• Institutional Collectivism
• In-Group Collectivism
• Gender Egalitarianism
• Assertiveness
• Future Orientation
• Performance Orientation
• Human Orientation
• Clusters of World Cultures
• Characteristics of Clusters
• Leadership Behavior and Culture Clusters
• Eastern Europe Leadership Profile
• Latin America Leadership Profile
• Latin Europe Leadership Profile
• Confucian Asia Leadership Profile
• Nordic Europe Leadership Profile
• Anglo Leadership Profile
• Sub-Saharan Africa Leadership Profile
• Southern Asia Leadership Profile
• Germanic Europe Leadership Profile
• Middle East Leadership Profile
• Universally Desirable and Undesirable Leadership Attributes
• Strengths
• Criticisms
• Application
• Case Studies
• Case 13.1 A Challenging Workplace
• Case 13.2 A Special Kind of Financing
• Case 13.3 Whose Fire Station Is It?
• Leadership Instrument
• Dimensions of Culture Questionnaire
• Summary
• References
• 14 Leadership Ethics
• Ethics Defined
• Ethical Theories
• Centrality of Ethics to Leadership
• Heifetz?s Perspective on Ethical Leadership
• Burns?s Perspective on Ethical Leadership
• Greenleaf?s Perspective on Ethical Leadership
• Principles of Ethical Leadership
• Ethical Leaders Respect Others
• Ethical Leaders Serve Others
• Ethical Leaders Are Just
• Ethical Leaders Are Honest
• Ethical Leaders Build Community
• Strengths
• Criticisms
• Application
• Case Studies
• Case 14.1 A Struggling Company With Not Enough Cash
• Case 14.2 How Safe Is Safe?
• Case 14.3 Reexamining a Proposal
• Leadership Instrument
• Perceived Leader Integrity Scale (PLIS)
• Summary
• References
• Author Index
• Subject Index
• About the Author
• About the Contributors

Notas de autor provistas por Syndetics

Peter G. Northouse, PhD, is Professor Emeritus of Communication in the School of Communication at Western Michigan University. Leadership: Theory and Practice is the best-selling academic textbook on leadership in the world and has been translated into 15 languages. In addition to authoring publications in professional journals, he is the author of Introduction to Leadership: Concepts and Practice (now in its sixth edition) and co-author of Leadership Case Studies in Education (now in its fourth edition) and Health Communication: Strategies for Health Professionals (now in its third edition). His scholarly and curricular interests include models of leadership, leadership assessment, ethical leadership, and leadership and group dynamics. For more than 40 years, he has taught courses in leadership, interpersonal communication, and organizational communication on both the undergraduate and graduate levels. Currently, he is a consultant and lecturer on trends in leadership research, leadership development, and leadership education. He holds a doctorate in speech communication from the University of Denver, and master's and bachelor's degrees in communication education from Michigan State University.