The Leadership Experience 8th Edition by Richard L. Daft, ISBN-13: 978-0357716304

Description

The Leadership Experience 8th Edition by Richard L. Daft, ISBN-13: 978-0357716304

[PDF eBook eTextbook]

• Publisher: ‎ Cengage Learning; 8th edition (March 28, 2022)
• Language: ‎ English
• ISBN-10: ‎ 0357716302
• ISBN-13: ‎ 978-0357716304

Give students the critical leadership skills and solid understanding of theory to become effective leaders during turbulent times with Richard Daft’s THE LEADERSHIP EXPERIENCE, 8E. This edition combines extensive, in-depth scholarly research with examples from hundreds of leaders in real organizations and dozens of new experiential exercises. Students explore the latest insights in leadership theory and contemporary leader behavior. Revisions address traditional leadership topics as well as emerging developments, including leading agile, hybrid and remote work teams; establishing growth mindsets; encouraging mindfulness; embracing diversity and leading with love versus fear. Content also addresses moral awareness, optimism bias, leading with grit, a leader’s responsibility to followers, creating a healthy culture and collective activism. Memorable examples and unique thoughts behind actual leadership decisions make topics further come alive.

Master critical leadership skills and gain an understanding of the theory needed to become an effective business leader in today’s turbulent times with Richard Daft’s THE LEADERSHIP EXPERIENCE, 8E. In this edition you explore the latest thinking in leadership theory and contemporary practices in organizations throughout the world. New content addresses emerging topics from how to lead agile, hybrid and remote work teams to establishing a growth mindset, encouraging mindfulness and embracing diversity. New discussions also examine moral awareness, optimism bias, leading with grit, the leader’s responsibility to followers, creating a healthy culture and collective activism. You find approximately 30 brief real leader examples in each chapter as well as new “Put It Into Practice” short exercises and more than 32 new experiential exercises in this edition. Unique insights behind actual leadership decisions make topics come alive.

Table of Contents:

Brief Contents

Contents

About the Author

Preface

Part 1: Introduction to Leadership

Chapter 1: What Does It Mean to Be a Leader?

1-1 Why We Need Effective Leadership

1-2 The New Reality for Leaders

1-3 How Leadership Differs from Management

1-4 Evolving Theories of Leadership

1-5 Leadership Can Be Learned

1-6 How to Use This Book to Learn Leadership Competencies

1-7 Organization of This Book

Discussion Questions

Leadership Skill-Building Exercises

Leadership Skills Application: Cases for Analysis

References

Part 2: Research Perspectives on Leadership

Chapter 2: Traits, Behaviors, and Relationships

2-1 The Trait Approach

2-2 Know Your Strengths

2-3 Behavior Approaches

2-4 Individualized Leadership

2-5 Leadership Traits during a Crisis

Discussion Questions

Leadership Skill-Building Exercises

Leadership Skills Application: Cases for Analysis

References

Chapter 3: Contingency Approaches to Leadership

3-1 The Contingency Approach

3-2 Hersey and Blanchard’s Situational Theory

3-3 Fiedler’s Contingency Model

3-4 Path-Goal Theory

3-5 The Vroom-Jago Contingency Model

3-6 Substitutes for Leadership

Discussion Questions

Leadership Skill-Building Exercises

Leadership Skills Application: Cases for Analysis

References

Part 3: The Personal Side of Leadership

Chapter 4: The Leader as an Individual

4-1 The Secret Ingredient for Leadership Success

4-2 Personality and Leadership

4-3 Values and Attitudes

4-4 Social Perception and Attributions

4-5 Cognitive Differences

4-6 Working with Different Personality Types

Discussion Questions

Leadership Skill-Building Exercises

Leadership Skills Application: Cases for Analysis

References

Chapter 5: Leading with Head and Heart

5-1 Mental Models and Systems Thinking

5-2 Developing a Leader’s Mind

5-3 Emotional Intelligence

5-4 Positive Leadership: Leading with Love versus Leading with Fear

Discussion Questions

Leadership Skill-Building Exercises

Leadership Skills Application: Cases for Analysis

References

Chapter 6: Courage and Moral Leadership

6-1 Moral Leadership Today

6-2 Acting Like an Ethical Leader

6-3 Becoming a Moral Leader

6-4 Servant Leadership

6-5 Leading with Courage

Discussion Questions

Leadership Skill-Building Exercises

Leadership Skills Application: Cases for Analysis

References

Chapter 7: Creating Vision and Purpose

7-1 The Leader’s Job: Looking Forward

7-2 Leadership Vision

7-3 Leaders Ignite Individual Purpose in Others

7-4 Mission

7-5 The Leader as Strategist

Discussion Questions

Leadership Skill-Building Exercises

Leadership Skills Application: Cases for Analysis

References

Part 4: The Leader as a Relationship Builder

Chapter 8: Motivation and Engagement

8-1 Leadership and Motivation

8-2 Needs-Based Theories of Motivation

8-3 Other Motivation Theories

8-4 Empowering People to Meet Higher Needs

8-5 Giving Meaning to Work through Purpose and Engagement

8-6 New Ideas for Motivation

Discussion Questions

Leadership Skill-Building Exercises

Leadership Skills Application: Cases for Analysis

References

Chapter 9: Leadership Communication

9-1 How Leaders Communicate

9-2 Leading Strategic Conversations

9-3 Communicating to Persuade and Influence

9-4 Selecting the Correct Communication Channel

9-5 Nonverbal Communication

Discussion Questions

Leadership Skill-Building Exercises

Leadership Skills Application: Cases for Analysis

References

Chapter 10: Leading Teams

10-1 The Value of Teams

10-2 Leading a Team to High Performance

10-3 Leading Team Processes

10-4 What Team Members Contribute

10-5 Leading Virtual/Remote Teams

10-6 Handling Team Conflict

Discussion Questions

Leadership Skill-Building Exercises

Leadership Skills Application: Cases for Analysis

References

Chapter 11: Leading Diversity and Inclusion

11-1 Leading People Who Aren’t Like You

11-2 Factors Shaping Personal Bias

11-3 Ways Women Lead

11-4 Becoming an Inclusive Leader

11-5 How Leaders Encourage the Advancement of Underrepresented Employees

Discussion Questions

Leadership Skill-Building Exercises

Leadership Skills Application: Cases for Analysis

References

Chapter 12: Leadership Power and Influence

12-1 Four Kinds of Influential Leadership

12-2 Using Hard versus Soft Power

12-3 Increasing Power through Political Activity

12-4 Don’t Abuse Leadership Power

Discussion Questions

Leadership Skill-Building Exercises

Leadership Skills Application: Cases for Analysis

References

Part 5: The Leader as Social Architect

Chapter 13: Setting the Stage for Followership

13-1 The Leader’s Higher Duty to Followers

13-2 The Art of Followership

13-3 What Your Leader Wants from You

13-4 Styles of Followership

13-5 Strategies for Managing Up

13-6 The Power and Courage to Manage Up

13-7 What Followers Want from Leaders

Discussion Questions

Leadership Skill-Building Exercises

Leadership Skills Application: Cases for Analysis

References

Chapter 14: Shaping Culture and Values

14-1 Organizational Culture

14-2 Culture Strength and Performance

14-3 Cultural Leadership

14-4 The Competing Values Approach to Culture Types

14-5 Values-Based Leadership

Discussion Questions

Leadership Skill-Building Exercises

Leadership Skills Application: Cases for Analysis

References

Chapter 15: Leading Change

15-1 Leadership Means Leading Change

15-2 A Framework for Change

15-3 Using Appreciative Inquiry

15-4 Leading Creativity for Change

15-5 Implementing Change

Discussion Questions

Leadership Skill-Building Exercises

Leadership Skills Application: Cases for Analysis

References

Glossary

Name Index

Index of Organizations

Subject Index

Richard L. Daft, Ph.D., is the Brownlee O. Currey, Jr., Professor of Management in the Owen Graduate School of Management at Vanderbilt University. Dr. Daft specializes in the study of organization theory and leadership and is a fellow of the Academy of Management. He has served on the editorial boards of the Academy of Management Journal, Administrative Science Quarterly and Journal of Management Education. He has been the associate editor-in-chief of Organization Science and served for three years as associate editor of Administrative Science Quarterly. Dr. Daft has authored or co-authored 14 books and written dozens of scholarly articles, papers and chapters in academic books. A noted expert in organization behavior and organization design, Dr. Daft is one of today’s most highly cited academics in the fields of economics and business.

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