by Peter B. Smith and Mark F. Peterson. Sage Publications, 1998


PART 1 --- An overview of the evolving concept of leadership (p1-62)

1) The search for the philosophers' stone (p1-14)

    [1] The origins of the leadership concept (p1-4)

    [2] Leadership as a personal trait (p4-8)

    [3] Leadership as a behavioral style (p8-11)

    [4] The early models --- a critique (p11-14)

2) Contingency models (p15-31)

    [1] Leader role emergence and group process (p15-17)

    [2] Fiedler's contingency theory and LPC research (p17-20)

    [3] The "path-goal" theory of leadership and its derivatives (p21-23)

    [4] The "Vroom-Yetton" decision-making model, Vroom's revised decision model,1984 (p23-26)

      Questions about problem attributes: (p25)

        (1) Does the problem possess a quality attribute?

        (2) Do I have sufficient information to make a high quality decision?

        (3) Is the problem structured?

        (4) Is acceptance of the decision by subordinates important for effective implementation?

        (5) If I were to make the decision myself, is it reasonably certain that it would be accepted by my subordinates?

        (6) Do subordinates share the organizational goals to be attained in solving this problem?

        (7) Is conflict among subordinates over preferred solutions likely?

        (8) Is there a time constraint upon problem solution?

        (9) How important is subordinate development?

        (10) How valuable is time in this situation?

    [5] Broader conceptualizations of environmental contingencies (p26-31)

3) Leader style under the surgeon's knife (p32-45)

    [1] Remedy 1 --- Replace leader style measures by measusres of reward and punishment (p32-35)

    [2] Remedy 2 --- Differentiate between subordinates (p35-37)

    [3] Remedy 3 --- Examine leaders perceptions of subordinates (p37-40)

    [4] Remedy 4 --- Re-examine the basis of subordinates' perceptions of leaders (p41-43)

    [5] Remedy 5 --- Review the circumstances which call for leadership (p43-45)

    [6] Summary (p45)

4) An alternative model of leadership action (p46-62)

    [1] Experienced situation (p47-52)

      Motivated and programmed antecedents of leadership behavior choice (p49)

    [2] Choice processes (p53-55)

    [3] Behavioral choices (p55-62)

    [4] Discussion (p56-62)

PART 2 --- Leadership in its cultural and organizational context (p63-168)

5) Leadership as the management of conflicting demands (p63-78)

    Graen's model of role-making (p75)

6) A model of event management (p79-93)

7) Leadership as situated action (p94-112)

8) Leadership as the management of meaning (p113-130)

    [1] Charisma (p114-117)

    [2] The transformation of organizational cultures (p117-126)

    [3] Leaders as power holders (p126-130)

9) Leadership as negotiation (p131-142)

10) Upward influence (p143-155)

    [1] Individual strategies (p143-148)

    [2] Collective strategies (p148-152)

    [3] Two types of influence (p152-155)

11) Leadership reconstructed (p156-168)

    [1] When is a contingency theory not a contingency theory? (p156-160)

    [2] The neglect of self-management (p160-162)

    [3] The training of leaders (p162-165)

    [4] Leadership in a multicultural world (p165-168)

REFERENCES (p169-189)

INDEX (p191-195)

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