Leadership and Organizational Culture and Leadership

Leadership: Enhancing the Lessons of Experience

Author: Richard L Hughes

Leadership: The Art of Experience, Fifth Edition, is written for the general student to serve as a stand-alone introduction to the subject of leadership. The text consists of 13 chapters and a final section on Basic and Advanced Leadership Skills. Authors Hughes, Ginnett, and Curphy have drawn upon three different types of literature: empirical studies; interesting anecdotes, stories and findings; and leadership skills to create a text that is personally relevant, interesting and scholarly. The authors' unique quest for a careful balancing act of leadership materials help students apply theory and research to their real-life experiences.

Table of Contents:

1	Leadership Is Everyone's Business	3
2	Leadership Is Developed through Education and Experience	30
3	Leadership Involves an Interaction between the Leader, the Followers, and the Situation	59
4	Assessing Leadership and Measuring Its Effects	86
5	Power and Influence	117
6	Intelligence and Creativity	142
7	Personality	169
8	Values and Attitudes	195
9	Leadership Behavior	216
10	Leadership Skills I	242
11	Charisma and Transformational Leadership	276
12	Followers and Followership	313
13	Groups, Teams, and Their Effectiveness	333
14	Motivation, Satisfaction, and Performance	369
15	Leadership Skills II	401
16	Characteristics of the Situation	425
17	Lea dership Skills III	458
18	Contingency Theories of Leadership	487
19	Changing Contexts and Conditions of Leadership	517
	Name Index	594
	Subject Index	603

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Organizational Culture and Leadership

Author: Edgar H Schein

In this third edition of his classic book, Edgar Schein shows how to transform the abstract concept of culture into a practical tool that managers and students can use to understand the dynamics of organizations and change. Organizational pioneer Schein updates his influential understanding of culture--what it is, how it is created, how it evolves, and how it can be changed. Focusing on today's business realities, Schein draws on a wide range of contemporary research to redefine culture, offers new information on the topic of occupational cultures, and demonstrates the crucial role leaders play in successfully applying the principles of culture to achieve organizational goals. He also tackles the complex question of how an existing culture can be changed--one of the toughest challenges of leadership. The result is a vital resource for understanding and practicing organizational effectiveness.

Booknews

Refreshed with new research and new case examples, the second edition of the 1985 work defining organizational culture expands on the concept and its application to the dilemmas of corporate management. Despite its being hard to define, analyze, measure, and manage, the concept continues to attract attention for the light it sheds on the workplace. Annotation c. Book News, Inc., Portland, OR (booknews.com)

Table of Contents:

< TD WIDTH="10%" ALIGN="RIGHT">111

Pt. 1	Organizational culture and leadership defined	1
1	The concept of organizational culture : why bother?	3
2	The levels of culture	25
3	Cultures in organizations : two case examples	39
4	How culture emerges in new groups	63
Pt. 2	The dimensions of culture	85
5	Assumptions about external adaptation issues	87
6	Assumptions about managing internal integration
7	Deeper cultural assumptions about reality and truth	137
8	Assumptions about the nature of time and space	151
9	Assumptions about human nature, activity, and relationships	171
10	Cultural typologies	189
11	Deciphering culture	203
Pt. 3	The leadership role in culture building, embedding, and evolving	223
12	How leaders begin culture creation	225
13	How leaders emb ed and transmit culture	245
14	The changing role of leadership in organizational "midlife"	273
15	What leaders need to know about how culture changes	291
16	A conceptual model for managed culture change	319
17	Assessing cultural dimensions : a ten-step intervention	337
18	A case of organizational (cultural?) change	365
19	The learning culture and the learning leader	393