Leadership in Organizations is the first in a series of three books written primarily for distance-learning students in online undergraduate and graduate programs with a focus on management, leadership, and organizational development. This first book introduces concepts, theories, and principles of leadership across a broad spectrum and is intended for students in online courses on leadership, management, and business. A signature theme of the book is the distinction between leadership and management. This book presents a real-world view to help students learn to recognize the dynamics of leadership theory in operation so that they can begin to apply these principles to situations in their work environments.
David I. Bertocci, Ph.D., is a retired military officer, CEO of an engineering consulting company, and a professor at Kaplan University. He has been in leadership positions his entire career and brings from those experiences this combination of theory, underlying principles, and practical leadership skills.
Part 1 List of Tables, Preface, Acknowledgments Part 2 Introduction Part 3 Part I: What is Leadership? Part 4 Chapter 1: The Evolving Nature of Leadership Part 5 Chapter 2: Definitions of Leadership Part 6 Chapter 3: Functional Differences between Leaders and Managers; Comparing Leaders and Managers; The Process of Leadership; Strategic Issues; Summary Part 7 Part II: Theories and Principles of Leadership Part 8 Chapter 4: Personality Characteristics or Traits of Leaders; The Emergence of Trait Theories; The Search for Traits; Developing Leadership Skills; Criticism of Trait Theory; Strengths of Trait Theory; Identifying Leaders; Summary Part 9 Chapter 5: Personal Behavior Theories of Leadership; The Research Bases; A Comparison of Research Approaches; Summary Part 10 Chapter 6: Situational Theories of Leadership; Situational Factors; Fiedler's Contigency Theory; Path-Goal Theory; The Hersey-Blanchard Theory; The Vertical Dyad-Linkage Theory/Leader Member Exchange Theory; Summary Part 11 Chapter 7: Charismatic Leadership; Stages of Charismatic Leadership; Charisma and Vision; Charismatic Leadership in Crises; Examples of Charismatic Leaders; Summary Part 12 Chapter 8: Transactional and Transformational Leadership; Transactional Leadership; Transformational Leadership; Summary Part 13 Chapter 9: A Critical Review of Leadership Theories; Trait Theory; Behavioral Theory; Fiedler's Contingency Theory; Path-Goal Theory; Vertical Dyad-Linkage Theory; Transactional Leadership Theory; Transformational Leadership Theory; Summary Part 14 Part III: Leadership: Power, Conflict, and Change Part 15 Chapter 10: Leadership and Power; The Need for Power; Formal and Informal Leaders; Power and Organizations, Summary Part 16 Chapter 11: Leadership and Conflict; What is Conflict?; Dealing With Conflict; Where Does Conflict Come From?; Pondy's Model of Organizational Conflict; Managing Personal Conflict or Conflict Among Individuals; Managing Substantive Conflict; The Dynamics Part 17 Chapter 12: Leadership and Change; The Changing Environment; Reasons for Change; Types of Organizational Change; Change in the Organization-Today; Change in the Workplace-The Next Decade; Resistance to Change; Understanding Change Management; Making Cha Part 18 Findings and Conclusions; Additional Reading Sources; Bibliography; Index; About the Author