leadership guide book

7/23/2019 Leadership Guide Book

1/5

BASS STOGDILL S

Handbook of

Leadership

THEORY, RESEARCH,

AND

MANAGERIAL APPLICATIONS

Third dition

by

Bernard M. Bass

]

THE

FREE

PRESS

New

York

London

Toronto Sydney


2/5

Contents

Preface

to the Third Edition x

PARTI

Introduction

to

Concepts

and

Theories

of

Leadership

1 . Concepts of Leadership

3

The

Beginnings

The

Meaning

of

Leadership Leadership

and

Headship An Evolving, Expanding

Conceptualization Summary

and Conclusions

2. Typologies and T axonomies of Leadership

2

Examples of Classifications

Commonalities in Taxonomies

Summary

and Conclusions

3 .

A n

Introduction to Theories and

Models

of

Leadership 37

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

^\4.

Traits

of

Leadership:

1904-47 59

Methods Results Summary and

Conclusions

5. Traits of Leadership:

A Followup

7 8

Improvements in Methods and

Measurements Comparison

of

the Reviews of 1948 and 1970 Factor

Analysis of the

Traits

of Leadership

Summary

and

Conclusions

6. L eadership and A ctivity

Level 8

Energy and Assertiveness Talking

and

Leading

Time

and

Effort Summary and

Conclusions

7.

Task Competence and Leadership

9

The

Meaning

and Effects of Competence

Competence

and

Leadership

Summary and Conclusions

8 .

Interpersonal Competence and Leadership

11

Basic

Interpersonal

Skills Social

Insight,

Empathy,

and Leadership Summary and

Conclusions

9 . Authoritarianism, Power

Orientation,

M a c h i a v e l l i a n i s m

a n d

L e a d e r s h i p 2

The

Authoritarian Personality

Authoritarianism and Leadership

Power, Interpersonal

Competence,

and

Leadership Machiavellianism Summary

and Conclusions

10. Values, Needs, and Well-being of Leaders 14

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

11 .

A ccorded Status,

Esteem,

and Leadership 16

Meaning

of

Status and Esteem

Status Esteem

Summary and

Conclusions

Vl2. Charismatic, Charismalike, and

Inspirational

Leadership

8

The

Concept of Charismatic Leadership

The

Charismatic

Relationship The

Charismatic

Leader in Complex

Organizations: A

Conceptual

Examination

Empirical Studies

of


3/5

Contents

Charismatic

Effects Inspirational

Leadership Transformational Leadership:

Charisma, Inspiration,

and Intellectual

Stimulation


PART III

P ower and

Legitimacy

13 . P ower and L eadership 225

Definitions of

Social

Power Sources of

Power Power

and

Emergence

as

a

Leader The Bases of Power

Comparisons

of

the

Bases of

Power


14.

Leadership

and the Distribution of Power 252

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


15 . Conflict and Legit imacy in the

Leadership

Role

274

Sources^of

Conflict

Incongruities

in

Status, Esteem,

and Ability Within-Role

Conflict

Resolving

Conflict Managing

Conflict

Legitimation and Conflict

Summary and

Conclusions

16.

Authority,

Responsibility,

and L eadership 305

Authority

Responsibility Studies of

Organizational

Authority,

Responsibility,and

Delegation Summary and Conclusions

PART IV

The

Transactional

Exchange

17 . Leadership

a s

Contingent

Reinforcement 3 9

Leadership

as

a

Social

Exchange

Reinforcement Leadership

and

Followership Reinforcement

and

the

Emergence of

Leaders The Dynamics

of

the Exchange Relationship

Summary

and

Conclusions

. L eader-Follower I nteractive

Effects

3

Contributions

of Leadership

to the

Transactional

Relationship

Followers

Impact on Leaders Mutual Influence of

Leaders and

Followers

Summary and

Conclusions

19 .

Moderators

of

the Use and

Effects of

Contingent-Reinforcement

Leadership 3

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

20. T h e Work of

Leaders

and Managers 3

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

21 .

Au tocratic and Au thoritarian versus Democrati

and Egalitarian Leadership

4

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

22. Directive versus

P articipative L eadership

4

The Continuum Antecedents of Direction

and

Participation General

Effects of

Directive and Participative Leaders

Contingent

Effects

of

Directive and

Participative

Leadership

A

Deduced


4/5

Contents

Model for Achieving Decision Quality or

Subordinate Acceptance Summary and

Conclusions

23. Task-

versus

Relations-Oriented Leadership

473

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

24. Consideration, Initiating Struc ture, and Related

Factors

for

Describing the

Behavior

of Leaders 5

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

Othjr

Criteria Contingencies in the

Effects of Consideration and Initiation

Causal

Effects Summary and Conclusions

25. Laissez-faire Leadership

versus

M otivation to

Manage

544

Relations among Leadership Styles

Laissez-faire Leadership Motivation to

Lead and to Manage Summary and

Conclusions

PART

VI

Situational

Moderators

26. Leadership,

Environment,

and Organization

563

Leadership

Situations

Leadership and the

External

Environment

Organizations and

Leadership Leadership

and

Organizational

Constraints Leadership

and

Organizational Culture Summary and

Conclusions

27 .

L eaders and

Their Immediate

Groups

Importance of

the Group The

Group s

Development Effects of Groups on Their

Leaders

Impact of

the

Leader on

the

Group s

Drive

and Cohesiveness Impact

of the Leader on the

Assembly

Bonus

Effect


28. L eadership, Ta sk, a nd Technology

The

Leader s

Competence

and the

Requirements

of Tasks

Important

Dimensions of Tasks

Path-Goal

Theory:

The Explanation

of Task

Effects on

Leadership Summary

and

Conclusions

29. Stress and L eadership

The

Nature

of

Stress

A

Model

of

Group

Responses

to

Stress

Leadership Under

Stress

Successful

but

Not

Necessarily

Effective Leadership

Stress

and

Effectiveness

as a Leader

Transformational Leadership

and Dealing

with Stress Summary

and Conclusions

30.

Space, Networks, Leadership,

and Its Substitutes

Importance of

Spatial

and Social

Arrangements Leadership and Physical

Space Leadership and Psychological

Space Leadership and Psychosocial

Distance Networks Leadership in

Experimental

Communication

Networks

Substitutes for

Leadership Summary and

Conclusions

31 .

Persistence,

Transfer, and Succession of

Leadership

Persistence

Transfer of

Leadership

Succession

Summary

and

Conclusions

PART VII

Diverse Groups

32 . Women and Leadership

The

Rise in Women

Leaders

and

Managers

Constraints on Opportunities

for Leadership Male-Female

Differences

in Leadership Potential

Male-Female

707

59

61

63

65

68


5/5

X

Contents

V

Differences in Leadership Style

Success

and

Effectiveness

of

Women

Leaders

Moderating Effects of

Subordinates,

Task, and

Situation Career

Advancement of

Women Leaders

and

Managers


33 .

Leadership, Blacks, Hispanics, and Other

Minorities

Blacks and Leadership Performance of

Blacks and

Whites

as

Leaders

Other

Minorities and Leadership Summary

and

Conclusions

34.

Leadership in Different

Countries

and

Cultures

The

Importance and Pace

of

Internationalization

Issues

of

Consequence Origins

of Leaders

Culture, Country,

and

Attributes of

Leadership Differences

in

Leadership

Across

Cultures

Styles of

Leadership Leadership in

the

Multinational

Firm

Summary and

Conclusions

Methods of Leadership Training On-the-

job Leadership Training and Development

Purposes and Content of Leadership

Training Programmatic Applications

Factors That Affect

Training

Outcomes Summary

and Conclusions

36. Assessment

and Forecasting of

Leaders' and

738

Managers' Performance

Judgmental Approaches

Mechanical

Methods Judgments Integrated with

Mechanical Methods Assessment

Centers Summary

and

Conclusions

37.

Leadership Issues

for

the

760 Twenty-first

Century

Considerations in Looking

Ahead

Methodological Issues Substantive

Issues

Summary

and

Conclusions

Glossary

References

Author Index

Sub ject Index

915

925

5

4 9

PART

VIII

Improving Leadership

and

Leadership

Research

35.

Development,

Education,

and

Training

for

Leadership

and Management 807

Development Issues Educational Issues

Career Issues Value of Training

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