Table of contents:

1. Defining Leadership: Leadership styles

2. Leadership vs. Management

3. Emotional Intelligence

4. Power and Influence

5. Developing Leadership Skills

6. Katz Three Skills

7. Trait, contingency, behavioral, and full-range theories

8. Path Goal Theory and Outstanding Leadership Theory

9. A Leader's Vision

10. Situational Leadership

11. Diversity and Inclusion

12. Leadership and Followers: Hersey and Blanchard

13. Ethical Leadership

14. Leaderful Women

15. Inclusive Leadership and Potential Barriers

16. Vulnerability in Leadership

Open Education References

Material references, APA

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Drink, Swear, Steal, and Lie: Leadership in Four Easy Steps by Mark Whitman is based on a near forty year career of a Police Chief. This is not a how-to text on becoming a leader (albeit there are encounters with leadership characteristics and styles), but rather an inspiring essential on why one should become a leader. This text was primarily written to satisfy a Leadership course in Criminal Justice Programs. However, it will meet the needs of most leadership/management courses introduced in other curriculums. This text examines maintenance as a key factor for leaders, creating environments conducive to well-ordered organizations, being a risk taker/change agent and empowering others to do the same, and coaching. 

Contents page:

• Ch. I: INTRODUCTION

• Ch. II: COMMUNICATIONS IS THE LIFE BLOOD OF ANY ORGANIZATION! – It’s not just something, it’s everything.

• Ch. III: LEADERSHIP TRAITS – Leadership in Perspective – Competence, Character, and Courage.

• Ch. IV: ARE LEADERSHIP STYLES NECESSARY? – How do these Impact Performance?

• Ch. V: LEADERSHIP STYLES – Organizations Reflect the Attitude of those that Lead Them!

• Ch. VI: DECISION MAKING – Decide Enthusiastically!

• Ch. VII: CASE STUDY – Evaluation.

• Ch. VIII: LEADERSHIP SURVIVAL IS OF THE MOST PREPARED, NOT NECESSARILY THE FITTEST! – Technology, Friend or Foe?

• Ch. IX: YOU CAN’T FIX YOUR PEOPLE; YOU CAN ONLY HELP THEM GROW! – Heavy is the Head that wears the Crown.

• Ch. X- HOW DO I KNOW IF I HAVE WHAT IT TAKES? – Am I a Risk Taker or Innovator?

• Ch. XI: CAPABILITY IS NOT AUTOMATIC! – Leaders Lead, Even When They Don’t Feel Like It.

• Ch. XII: BARKLEY – Manipulation Revisited.

• Ch. XIII: EPILOGUE

• References

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Leadership in education has been demonstrated to make a measurable and significant impact on the success of schools and the achievement levels of learners. This book displays the scope and range of the emerging field of the scholarship of education leadership by means of chapters zooming in on various areas of research in the field. 

The ensuing chapters focus on various areas in the field of Education Leadership scholarship [see below]. All the chapters employ a variety of research methods. The research reported on in each of the chapters does not only give clear indications as to how and where to improve practice but also opens vistas for new and future research, suggesting to scholars in the field promising ways to take the field forward with research critical to the continual advance and relevance of the field.

Table of Contents:

• Ch. 1: Surveying the panorama and zooming in on perspectives to chart a future trajectory for a young but surging field of scholarship

• Ch. 2: Scoping research on the teaching of education leadership

• Ch. 3: Collective teacher efficacy in high-performing high schools in South Africa

• Ch. 4: School principals of special education schools: Leadership and challenges

• Ch. 5: Entrepreneurial leadership: A key leadership style in uncertain times

• Ch. 6: Using and maintaining ageing school facilities in Gauteng: Perceptions of school staff and school governing bodies

• Ch. 7: Continuous professional development in Namibia: Perspectives and critique

• Ch. 8: Role conflict and role ambiguity in mid-level management in primary schools: Challenges and expectations

• Ch. 9: Understanding the instructional leader’s role of HoDs at parallel-medium primary schools

• Ch. 10: Enablers of HoD curriculum leadership: Views from HoDs, principals and departmental officials

• Ch. 11: Emerging leading lights for education leadership practice and research

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The role of a leader has changed drastically since scholars began theorizing about the modern leader. Contemporary society has and is continuing to evolve. Existing leadership theories need to adapt to be relevant to the expectations of leaders now. That is, new leadership theories emerge in their place. This book presents new ideas in leadership in the 21st-century context as well as new models that explain how individuals enact good leadership. This book serves as an opportunity to critique or defend current understandings of leadership and propose new evidence-based and theory-driven insights into leadership. Leadership is understood as more complex than an individual influencing another. Within the broad domains of leadership, there are leaders, followers, leadership processes, followership processes, teams, dyads, relationships, and context. Each of these is critical in defining what it is to be a good leader in increasingly complex professional and personal environments. This book will encourage authors to make compelling arguments not for how leadership is and has been but rather for how good leadership should be.

Table of Contents:

• 1. Introductory Chapter

     : Leadership Roles Do Not Exist – The Case of Leaders and Managers

• 2. Leadership is a Practice Shaped by Everyday Actions in Messy Organisational Realities

• 3. Leadership Styles during Disruption

    : A Multi-Case Study

• 4. Emotional Intelligence

     : Constraints and Possibilities in Leadership Practices

• 5. Shepherd Leadership

     : A Review and Future Research Directions

• 6. Dyadic Relationship Quality (DRQ) – 

     Describing the Development of Leader-Follower Relationship Quality

      : A Qualitative, Longitudinal Study

• 7. An Introduction to High-Reliability Leadership Style in Healthcare

• 8. Chameleon Leadership and Traits to Serve on a Global Scale

• 9. Leadership Coaching to Drive Transformation in the Experience Economy

• 10. What Offshore Sailing Captains Teach Us about Leadership

• 11. When Spotting the Glass Cliff Matters for Women

      : A Qualitative Study Focusing on Gender Inequalities in Corporate South Africa

• 12. Mindfulness in Organizations

       : The Concept of Mindful Leadership

• 13. Leveraging Leader Relations to Cultivate Brain-Friendly Workplaces

• 14. Impact of Human Resource Management Practice on Organizational Performance

        : The Case of Food Processing Enterprises in Vietnam

• 15. Authentic Leadership

        : Supporting Employees’ Performance, Creativity, Involvement in Decision-Making and Outcomes

• 16. Perspective Chapter

       : Creativity in the Work Environment – Reflections on the Role of Management for Creative Individuals Work

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Executives have to continually make responsible decisions. However, Christians who are executives often do not know how to build a bridge between their underlying values and the continual requirements of everyday working life. The author sees a main problem in the way that within Christianity the three sides of ethical decisions have been played off against each other. However, one finds in the Bible that commandments, wisdom, and the heart all belong inseparably together. Therefore, norms, the particular situation, and existential concern all have to be considered in order to make mature decisions. 

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Leading Cities is a global review of the state of city leadership and urban governance today. Drawing on research into 202 cities in 100 countries, the book provides a broad, international evidence base grounded in the experiences of all types of cities. It offers a scholarly but also practical assessment of how cities are led, what challenges their leaders face, and the ways in which this leadership is increasingly connected to global affairs.

Arguing that effective leadership is not just something created by an individual, Elizabeth Rapoport, Michele Acuto and Leonora Grcheva focus on three elements of city leadership: leaders, the structures and institutions that underpin them, and the tools used to drive change. Each of these elements are examined in turn, as are the major urban policy issues that leaders confront today on the ground. The book also takes a deep dive into one particular example of tool or instrument of city leadership – the strategic urban plan.

Leading Cities provides a much-needed overview and introduction to the theory and practice of city leadership, and a starting point for future research on, and evaluation of, city leadership and its practice around the world.

Table of Contents:

1 – Introduction – a time for city leadership

2 – Exploring city leadership: catalysts of action

3 – The shape of leadership: actors and structures

4 – Setting priorities: leadership between global and local

5 – Setting directions: leadership and strategic urban plans

6 – Conclusions – a search for better city leadership

About the authors:

Elizabeth Rapoport is an urban planner and researcher with over 15 years of experience working on planning, policy and governance issues internationally. Currently she is the Research Director for the Urban Land Institute, Europe.

Michele Acuto is Professor of Global Urban Politics and Director of the Connected Cities Lab in the Faculty of Architecture, Building and Planning at the University of Melbourne. 

Leonora Grcheva is a community engagement and participation expert with UK company Soundings, leading public consultation on large scale planning projects. She has previously worked for the UN-Habitat Urban Planning Design Lab in Nairobi.

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This open access book brings together works by specialists from different disciplines and continents to reflect on the nexus between leadership, spirituality and discernment, particularly with regard to a world that is increasingly volatile, uncertain, complex, and ambiguous (VUCA). The book spells out, first of all, what our VUCA world entails, and how it affects businesses, organizations, and societies as a whole. Secondly, the book develops new perspectives on the processes of leadership, spirituality, and discernment, particularly in this VUCA context. These perspectives are interdisciplinary in nature, and are informed by e.g. management studies, leadership theory, philosophy, and theology. 

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In this open access book, Kofi Anani finds ways forward through the Blended Representation Principle (BRP), which stipulates that power be shared between leaders selected on the basis of Western-democratic ideals and leaders chosen on the basis of traditional African norms and conventions. Drawing on his research and professional experience, Anani shows how incorporating the BRP into African leadership and governance thinking would encourage more voluntary public participation in politics, guarantee transparency and accountability in decision-making, particularly when it comes to the use of public resources, and ultimately encourage more public confidence in leaders. Anani also provides concrete suggestions for how to achieve all this, not through quick fixes, but rather through educational campaigns directed at public officials and through new communities of learning and practice designed to champion the BRP in villages, schools, workplaces, places of worship, and other social organizations.

This book is a must-read for all scholars and students of postcolonial governance and leadership, and it is of keen interest to anyone concerned with how Western-style state-making might ultimately find a balance with other, indigenous modes of social organization.

The ebook editions of this book are available open access under a CC BY-NC-ND 4.0 licence on bloomsburycollections.com. Open access was funded by the Bloomsbury Open Collections Library Collective.  

CONTENTS PAGE:

• List of Tables

• Preface

• Foreword

• Acknowledgements

• About the Author    

1. An Overview

2. Analytical Framework

3. Existential Realities

4. Fundamentals of the Leadership and Governance Conundrum

5. Too Blessed to be Chasing the Wind

6. The Concept of BRP

7. Conceptual Interconnections with the ideals of Transerve Leadership

8. Operationalizing BRP

9. Continental Dimensions of BRP: The African Traditional Leadership Union (ATLU)

10. BRP-Inspired Wisdom on the Practice of Democracy in Africa

11. Epilogue: An Alternate Solutions Pathway

• Notes

• Bibliography

• Index 

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About the Author:

Kofi Anani is a Managing Partner of the Anani-Afele Network, a "think-and-do-tank" dedicated to utilizing blended knowledge for transformative development in Africa. He has spent more than two decades working in international development. He worked at the World Bank in Washington, D.C.; he worked in Development Finance at the United Nations Mission in Kosovo; and he served for five years as Executive Secretary of the Ghana Refugees Board (2015 - 2020). 

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A guide to the concepts and skills necessary for the people-centric leadership and management necessary amidst the volatility of today’s globally connected organizations.

This book is a cloned version of Principles of Management by [Authors removed at request of original publisher], published using Pressbooks by University of Minnesota Libraries Publishing edition, 2015. This edition adapted from a work originally produced in 2010 by a publisher who has requested that it not receive attribution. under a CC BY-NC-SA (Attribution NonCommercial ShareAlike) license. It may differ from the original. 

Contents page:

Acknowledgements

Changes from Adapted Text

About this Book

Ch. 1: Introduction to Principles of Leadership and Management

• 1.1 Introduction to Principles of Leadership and Management

• 1.2 Case in Point: Doing Good as a Core Business Strategy

• 1.3 Who Are Managers?

• 1.4 Leadership, Entrepreneurship, and Strategy

• 1.5 Planning, Organizing, Leading, and Controlling

• 1.6 Economic, Social, and Environmental Performance

• 1.7 Performance of Individuals and Groups

• 1.8 Katz's Three Skills

• 1.9 Your "Principles of Leadership and Management" Survivor’s Guide

• 1.10 Gauge-Discover-Reflect

1.11 Key Terms

1.12 Knowledge Check

Ch. 2: Personality and Leadership

• 2.1 Personality and Leadership Introduction

• 2.2 Case in Point: SAS Institute Invests in Employees

• 2.3 Personality and Values

• 2.4 Perception

• 2.5 Work Attitudes

• 2.6 The Interactionist Perspective: The Role of Fit

• 2.7 Work Behaviors

• 2.8 Emotional Intelligence

• 2.9 Developing Your Positive Attitude Skills

• 2.10 Developing Leadership Skills

2.11 Key Terms

2.12 Knowledge Check

Ch. 3: Leadership Approaches

• 3.1 Leading People and Organizations

• 3.2 Case in Point: Indra Nooyi Draws on Vision and Values to Lead

• 3.3 The Nature of Leadership

• 3.4 The Leadership Process

• 3.5 Paths to Leadership and Influence

• 3.6 Who Is a Leader? Trait Approaches to Leadership

• 3.7 What Do Leaders Do? Behavioral Approaches to Leadership

• 3.8 What Is the Role of the Context? Contingency Approaches to Leadership

• 3.9 Substitutes for and Neutralizers of Leadership

3.10 Key Terms

3.11 Knowledge Check

Ch. 4: Values-Based Leadership and Contemporary Approaches

• 4.1 Values-Based and Contemporary Approaches to Leadership

• 4.2 Case in Point: Hanna Andersson Corporation Changes for Good

• 4.3 Contemporary Approaches to Leadership

• 4.4 Vulnerability in Leadership

• 4.5 Contemporary Principles of Leadership and Management

• 4.6 Global Trends

• 4.7 Globalization and Principles of Leadership

• 4.8 Developing Your Own Values-Based Leadership Skills

• 4.9 Developing Your Charismatic, Servant and Authentic Leadership Skills

4.10 Key Terms

4.11 Knowledge Check

Ch. 5: Leadership in Communication and Decision Making

• 5.1 Communication and Case in Point: Edward Jones Communicates Caring

• 5.2 Understanding Communication

• 5.3 Communication Barriers

• 5.4 Different Types of Communication and Communication Channels

• 5.5 Decision Making

• 5.6 Faulty Decision Making

• 5.7 Decision Making in Groups

5.8 Key Terms

5.9 Knowledge Check

Ch. 6: Leadership Mission and Strategy

• 6.1 Mission and Strategy

• 6.2 The Roles of Mission, Vision, and Values

• 6.3 Mission and Vision Throughout the Organization

• 6.4 Creativity and Passion

• 6.5 Stakeholders

• 6.6 Crafting Mission and Vision Statements

• 6.7 Developing Your Personal Mission and Vision

• 6.8 Strategic Management

• 6.9 How Do Strategies Emerge?

6.10 Key Terms

6.11 Knowledge Check

Ch. 7: Goals and Motivational Leadership

• 7.1 Case in Point: Nucor Aligns Company Goals With Employee Goals

• 7.2 The Nature of Goals and Objectives

• 7.3 From Management by Objectives to the Balanced Scorecard

• 7.4 Characteristics of Effective Goals and Objectives

• 7.5 Using Goals, Objectives and Feedback in Employee Performance Evaluation

• 7.6 Integrating Goals and Objectives with Corporate Social Responsibility

• 7.7 Your Personal Balanced Scorecard

• 7.8 Motivation

• 7.9 Need-Based Theories of Motivation

• 7.10 Process-Based Theories

• 7.11 Developing Motivation Skills

7.12 Key Terms

7.13 Knowledge Check

Ch. 8: Leadership and the Organization

• 8.1 Organizational Environment and Culture

• 8.2 External Environments and Internal Structures

• 8.3 Organizational Culture

• 8.4 Case in Point: Google Creates Unique Culture

• 8.5 Measuring Organizational Culture

• 8.6 Creating and Maintaining Organizational Culture

• 8.7 Creating a Culture of Diversity

• 8.8 Gender and Sexual Orientation

• 8.9 Case in Point: Uber Pays the Price

• 8.10 Developing Your Personal Skills: Learning to Fit In

8.11 Key Terms

8.12 Knowledge Check

Ch. 9: Global Leadership

• 9.1 Introduction

• 9.2 Importance of International Leadership

• 9.3 Hofstede’s Cultural Framework

• 9.4 Cultural Stereotyping and Social Institutions

• 9.5 The GLOBE Framework

• 9.6 Cross-Cultural Assignments

• 9.7 Strategies for Expanding Globally

• 9.8 The Necessity of Global Markets

9.9 Key Terms

9.10 Knowledge Check

Ch. 10: Leading Teams

• 10.1 Focus on Teamwork

• 10.2 Teamwork in the Workplace

• 10.3 Team Development Over Time

• 10.4 Things to Consider When Leading Teams

• 10.5 Opportunities and Challenges to Team Building

• 10.6 Team Diversity and Multicultural Teams

• 10.7 Social Networks

• 10.8 An Introduction to the Lexicon of Social Networks

• 10.9 How Leaders Can Use Social Networks to Create Value

• 10.10 Personal, Operational, and Strategic Networks

• 10.11 Mapping and Your Own Social Network

10.12 Key Terms

10.13 Knowledge Check

Ch. 11: Leading Innovation and Change

• 11.1 Introduction to Leading Innovation and Change

• 11.2 Creating an Innovative Culture

• 11.3 Failure to Innovate

• 11.4 Social Networks and Innovation

• 11.5 Organizational Change

• 11.6 Planning and Executing Change Effectively

• 11.7 Creating Culture Change

• 11.8 Building Your Change Management Skills

11.9 Key Terms

11.10 Knowledge Check

References

Ancillary Resources

Versioning History

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In the twenty-first century, leaders are having to speak a new language, create fluid organic structures, and recognise organisations as systems with self-renewing capacity.

Rethinking leadership explores what real leadership means, encouraging the reader to look within – examine assumptions and make explicit the trusted mental models, seek out reflective space and embark on the journey of authentic self-expression.

The reader is encouraged to ask such questions as; “What do these issues, these challenges, mean for me and the organisation?” “What action should we take to turn these challenges into limitless possibilities?”

Topics covered in Rethinking leadership include:

• Awareness – The Metaskills of the Leader

• Openness – The Times are a Changing

• Simplicity – New Science and Leadership

• Complexity – Uncertainty and Change

• Connectivity – Communication, Conversation and Dialogue

• Ambiguity – Leadership Incongruities, Tensions and Paradoxes

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Steward leadership is a form of leadership which focuses on others, the community and society at large, rather than the self. Many senior leaders and executives across the globe appear to move into a steward leadership mindset when their careers have matured, or when they are in the second half of their life- or career cycles, whereas executives of around 30 years old are typically focused on their personal self-interests.

The authors of Steward leadership: A maturational perspective, who teach MBA and executive courses around the world, conducted research into the aspects of steward leadership to see if they could develop the tools to mould steward leaders at an earlier age. Working with MBA students, they tested nine stewardship attributes: personal vision, personal mastery, vulnerability and maturity, risk-taking and experimentation, mentoring, raising awareness, shared vision, valuing diversity and delivering results. The authors also interviewed industry leaders internationally to gain qualitative insights into the concept of steward leadership.

The result is a practical framework for steward leadership which provides the theoretical and consulting tools with which organisations can develop stewards, whether through training programmes, mentoring programmes, coaching initiatives and/or personal development practices. The authors present steward leadership as a more viable alternative to current leadership concepts, providing a roadmap by which current and potential leaders can be guided into developing their leadership abilities – and become the mature stewards of the future.

Contents page:

• Introduction: Watching, looking and wondering

• Finding the threads

• Nine pathways to steward leadership

• Assessing yourself

• Maturity, the crucible of stewardship

• The emergence of a mature steward leader

• Achieving maturation

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