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Executive leadership is critically important to understanding the workings and performance of organizations, yet it is a topic that is usually ignored by mainstream leadership research. Leadership and Information Processing provides a much-needed analysis of this crucial element of organizational behaviour.
Robert G. Lord and Karen J. Maher examine how executives make decisions and how decision acceptance is constrained by the leadership perceptions of others. Focussing in particular on leadership and social perceptions, perceptions of female leaders, organizational culture, and the effects of executive succession. Leadership and Information Processing offers crucial information for students, researchers and teachers of mangement, business, organizational behavior and organizational/social psychology.

Tabla de contenidos provista por Syndetics

• List of Tables
• List of Figures
• Acknowledgements
• Series Editor's Introduction
• Part I Leadership and Information Processing
• Part II Perceptual and Social Processes
• Part III Leadership and Organizational Performance
• Part IV Satbility , Change, and Information Processing
• Bibliography
• About the Authors
• Index

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CHOICE Review

Written by academic social psychologists, this monograph is intended to explain leaders' information processing and followers' perception processes. This is neatly done in three or the book's sections: Leadership and Information Processing; Perceptual and Social Processes; and Leadership and Organizational Behavior. The authors have a much less sure grasp of organizational applications. Examples: workers are missing as relevant constituencies for perceived leadership whereas top executives and directors are listed; readers are told that a quality emphasis detracts from the resources that could raise productivity; and ^D["to reduce the impact of environmental variations, organizations can create buffers (stockpiles).^D]" But workers are a critical segment, quality gains boost productivity while reducing operating expenses, and just-in-time systems minimize inventory and labor costs. Lord and Maher's comments on these and other applied concerns run against the grain of recent organizational literature, e.g., James P. Womack, Daniel T Jones, and Daniel Roos, The Machine That Changed the World (CH, Apr'91), and Robert Jackall, Moral Mazes: The World of Corporate Managers (CH, Jul'88). Still, the book will stimulate advanced undergraduate and graduate students of the social psychology of leadership.