(PDF Download) Bass & Stogdill's Handbook of Leadership: Theory Research & Managerial Applications by Aaasrqr. Follow 0. Bass & Stogdill's Handbook of Leadership: Chapter 1 Concepts of Leadership Leadership is one of the world's oldest preoccupations. The understanding of leadership has.
Bass & Stogdills Handbook Of Leadership Theory Research & Managerial Applications: Bernard Bass: Hardcover: 9. Powell's Books. For seventeen years and through two editions, this Handbook has been the indispensable "bible" for every serious student of leadership. This third edition reflects the growth and changes in the study of leadership since the 1. There have been shifts in both content and method. Senior managers, for example, have become an increasing subject of inquiry.
Distinctly separate fields of inquiry, such as political science and psychology, have been joined in this edition to build a broader appreciation of the phenomenon of leadership. Throughout the Handbook, the contributions from cognitive social psychology and the social, political, communications, and administrative sciences have been expanded. As in the second edition, Bernard Bass begins with a consideration of the definitions and concepts used, and a brief review of some of the better- known theories.
Overview. For seventeen years and through two editions, this Handbook has been the indispensable 'bible' for every serious student of leadership. For seventeen years and through two editions, this 'Handbook' has been the indispensable 'bible' for every serious student of leadership. This third edition reflects. The Bass Handbook of Leadership: Theory, Research, and Managerial Applications. Bass & Stogdill's Handbook of Leadership: Theory, Research & Managerial Applications. Review: Bass & Stogdill's Handbook of Leadership: Theory, Research & Managerial Applications Avis d'utilisateur - David Thompson - Goodreads. I need that topic. Some more Bass Stogdill S Handbook Of Leadership Bernard M Bass Books that we helped to sell: Bass Stogdill S Handbook Of Leadership Bernard M Bass Books. BASS & STOGDILL'S Handbook of Leadership THEORY, RESEARCH, AND MANAGERIAL APPLICATIONS Third Edition by Bernard M. Bass?] Y THE FREE PRESS New York London Toronto.
Professor Bass then focuses on the personal traits, tendencies, attributes, and values of leaders and the knowledge, intellectual competence, and technical skills required for leadership. Next, he looks at leaders' socioemotional talents, interpersonal competencies, and the differences in these characteristics in leaders who are imbued with ideologies, especially authoritarianism, Machiavellianism, and self- aggrandizement.
A fuller examination of the values, needs, and satisfactions of leaders follows, and singled out for special attention are competitiveness and the preferences for taking risks. In his chapters on personal characteristics, Bass examines the esteem that others generally accord to leaders as a consequence of the leaders' personalities. The more general examination of the personal factors associated with leadership has been extensively reorganized and expanded, and increased attention has been paid to knowledge, information, and intellectual ability, as well as to power and political tactics. The many developments in theory and research about charisma since 1.
Bass argues that a new paradigm of leadership - - transformational leadership - - has arisen that makes possible the inclusion of a much wider range of phenomena than when theory and modeling are limited to reinforcement strategies. Studies of women increased dramatically during the 1. Accordingly, Chapter 3. Completely new to this edition are studies by European and Japanese investigators on the accelerating internationalization of management. Finally, a glossary has been included in this edition to assist specialists in a particular academic discipline who may be unfamiliar with terms used in other fields. Naval War College Review. The author has hit the mark in this magnificent effort toward reducing the current confusion in the study of leadership..
Highly recommended for reading by those who are required to practice leadership, for those who wish to seriously study it, and for those who are responsible for the teaching of the subject. Journal of Education for Social Work.
Ranges widely in its selections, drawing upon research findings derived from the small group, as well as from larger institutions and organizations.. Without a doubt this volume will continue to be a definitive source for understanding leadership for many years.
Sociology. Encyclopedic.. Industrial Bookshelf. Comprehensive, factual and reflects a lot of hard work. It is an antidote for books of speculation and personal opinion that often mislead a manager more than help him. For 1. 5 years and through two editions, this handbook has been indispensable for serious students of leadership.
Now, in this third edition, Bass introduces a decade of new findings on the newest theories and models of leadership. With over 1,2. 00 pages of essential information, Bass & Stogdill's Handbook of Leadership will continue to be the definitive resource for managers for years to come.
Includes bibliographical references (p. Bernard M. Bass is Distinguished Professor of Management at the State University of New York, Binghamton, and author of numerous articles and books, including Leadership and Performance Beyond Expectations (The Free Press). Contents. Preface to the Third Edition.
PART I Introduction to Concepts and Theories of Leadership. Concepts of Leadership. The Beginnings. The Meaning of Leadership.
Leadership and Headship. An Evolving, Expanding Conceptualization. Summary and Conclusions. Typologies and Taxonomies of Leadership. Examples of Classifications. Commonalities in Taxonomies. Summary and Conclusions.
An Introduction to Theories and Models of Leadership. Personal and Situational Theories. Interaction and Social Learning Theories. Theories and Models of Interactive Processes. Perceptual and Cognitive Theories.
Hybrid Explanations. Methods and Measurements. Summary and Conclusions. PART II Personal Attributes of Leaders. Traits of Leadership: 1. Methods. Results.
Summary and Conclusions. Traits of Leadership: A Followup. Improvements in Methods and Measurements.
Comparison of the Reviews of 1. Factor Analysis of the Traits of Leadership. Summary and Conclusions. Leadership and Activity Level. Energy and Assertiveness. Talking and Leading.
Time and Effort. Summary and Conclusions. Task Competence and Leadership. The Meaning and Effects of Competence. Competence and Leadership. Summary and Conclusions. Interpersonal Competence and Leadership.
Basic Interpersonal Skills. Social Insight, Empathy, and Leadership. Summary and Conclusions. Authoritarianism, Power Orientation, Machiavellianism, and Leadership. The Authoritarian Personality. Authoritarianism and Leadership. Power, Interpersonal Competence, and Leadership.
Machiavellianism. Summary and Conclusions. Values, Needs, and Well- being of Leaders. Values. Achievement Motivation and Task Orientation.
Risk Taking. Concepts of the Self. Health, Well- being, and Leadership.
Leaders' Organizational Values, and Orientation. Satisfaction with the Leadership Role. Summary and Conclusions. Accorded Status, Esteem, and Leadership. Meaning of Status and Esteem.
Status. Esteem. Summary and Conclusions. Charismatic, Charismalike, and Inspirational Leadership. The Concept of Charismatic Leadership. The Charismatic Relationship. The Charismatic Leader in Complex Organizations: A Conceptual Examination.
Empirical Studies of Charismatic Effects. Inspirational Leadership. Transformational Leadership: Charisma, Inspiration, and Intellectual Stimulation. Summary and Conclusions.
PART III Power and Legitimacy. Power and Leadership.
Definitions of Social Power. Sources of Power. Power and Emergence as a Leader.
The Bases of Power. Comparisons of the Bases of Power. Summary and Conclusions.
Leadership and the Distribution of Power. Importance of Differences in Power. Distribution of Power in Communities and Organizations.
The Power of the Group. Power, Leadership, and Structure. Industrial Democracy. Power Sharing at the Immediate Work- Group Level.
Summary and Conclusions. Conflict and Legitimacy in the Leadership Role. Sources of Conflict. Incongruities in Status, Esteem, and Ability. Within- Role Conflict.
Resolving Conflict. Managing Conflict. Legitimation and Conflict. Summary and Conclusions.
Authority, Responsibility, and Leadership. Authority. Responsibility. Studies of Organizational Authority, Responsibility, and Delegation. Summary and Conclusions. PART IV The Transactional Exchange. Leadership as Contingent Reinforcement. Leadership as a Social Exchange.
Reinforcement Leadership and Followership. Reinforcement and the Emergence of Leaders. The Dynamics of the Exchange Relationship. Summary and Conclusions. Leader- Follower Interactive Effects. Contributions of Leadership to the Transactional Relationship.
Followers' Impact on Leaders. Mutual Influence of Leaders and Followers. Summary and Conclusions. Moderators of the Use and Effects of Contingent- Reinforcement Leadership.
Limits to Contingent Reinforcement. Constraints on the Use and Impact of Feedback.
Constraints on the Performance- Appraisal Interview. Implicit Theories of Leadership as Moderators. Summary and Conclusions. PART V Leadership and Management. The Work of Leaders and Managers. What Leaders and Managers Do.
Methods of Studying What Managers Do. Time Spent and Work Done by Managers.
Mintzberg's Managerial Roles. Characteristics of the Managerial Processes.
Moderators of the Manager's Work, Function, and Roles. Effective Managerial Activities and Role Taking. Summary and Conclusions. Autocratic and Authoritarian versus Democratic and Egalitarian Leadership. The Two Opposing Approaches. Authoritarian and Democratic Leadership. Effects of Authoritarian and Democratic Leadership.
Antecedent Conditions That Moderate the Effects. Large- scale, Long- term Comparisons of Autocratic and Democratic Systems. Interpretive Problems and Issues. Summary and Conclusions.
Directive versus Participative Leadership. The Continuum. Antecedents of Direction and Participation. General Effects of Directive and Participative Leaders. Contingent Effects of Directive and Participative Leadership. A Deduced Model for Achieving Decision Quality or Subordinate Acceptance. Summary and Conclusions.
Task- versus Relations- Oriented Leadership. Meanings. Antecedents Contributing to Task Orientation and Relations Orientation.
General Consequences of Relations- Oriented and Task- Oriented Leadership. Blake and Mouton's Grid Theory. Situational Contingencies Affecting Outcomes. The Hersey- Blanchard Situational Leadership Model. Fiedler's Contingency Model of Leadership.
Summary and Conclusions. Consideration, Initiating Structure, and Related Factors for Describing the Behavior of Leaders. A Behavioral Approach. Psychometric Properties. Alternative and Additional Scales. Behavioral Descriptions of the Ideal Leaders' Antecedents and Correlates of Consideration and Initiation of Structure.
General Effects on Productivity, Satisfaction, and Other Criteria. Contingencies in the Effects of Consideration and Initiation.
Causal Effects. Summary and Conclusions.