LEADERSHIP, ORGANIZATIONS AND CULTURE
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)
 The origins of the leadership concept (p1-4)
2) Contingency models (p15-31)
 Leadership as a personal trait (p4-8)
 Leadership as a behavioral style (p8-11)
 The early models --- a critique (p11-14)
 Leader role emergence and group process (p15-17)
3) Leader style under the surgeon's knife (p32-45)
 Fiedler's contingency theory and LPC research (p17-20)
 The "path-goal" theory of leadership and its derivatives (p21-23)
 The "Vroom-Yetton" decision-making model, Vroom's revised decision model,1984 (p23-26)
Questions about problem attributes: (p25)
 Broader conceptualizations of environmental contingencies (p26-31)
(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?
 Remedy 1 --- Replace leader style measures by measusres of reward and punishment (p32-35)
4) An alternative model of leadership action (p46-62)
 Remedy 2 --- Differentiate between subordinates (p35-37)
 Remedy 3 --- Examine leaders perceptions of subordinates (p37-40)
 Remedy 4 --- Re-examine the basis of subordinates' perceptions of leaders (p41-43)
 Remedy 5 --- Review the circumstances which call for leadership (p43-45)
 Summary (p45)
 Experienced situation (p47-52)
PART 2 --- Leadership in its cultural and organizational context (p63-168)
Motivated and programmed antecedents of leadership behavior choice (p49)
 Choice processes (p53-55)
 Behavioral choices (p55-62)
 Discussion (p56-62)
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)
 Charisma (p114-117)
9) Leadership as negotiation (p131-142)
 The transformation of organizational cultures (p117-126)
 Leaders as power holders (p126-130)
10) Upward influence (p143-155)
 Individual strategies (p143-148)
11) Leadership reconstructed (p156-168)
 Collective strategies (p148-152)
 Two types of influence (p152-155)
 When is a contingency theory not a contingency theory? (p156-160)
 The neglect of self-management (p160-162)
 The training of leaders (p162-165)
 Leadership in a multicultural world (p165-168)
Go to: Achievement Issue at Work
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Go to: Motivation Issue at Work
Go to: Leadership Control Essay
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