1Preface
1119.2 Defining Authentic Leadership
21 The Basics of Leadership
1129.3 Approach to Authentic Leadership
31.1 Leadership and Leaders
1139.4 Practical Approach: 9.4.1 The Authentic Leadership Approach of Bill George
41.2 Historical Review of ‘Leadership’
1149.5 Theoretical Approach
51.3 How to Define Leadership?: 1.3.1 Definitions of Leadership Through the Century
1159.5.1 Theoretical Approach’s Background
61.4 How to Conceptualize Leadership?
1169.5.2 The Constituents of Authentic Leadership
71.5 Components of Leadership
1179.5.3 Aspects which Affect Authentic Leadership
81.6 Description of Leadership
1189.6 The Working Process of the Authentic Leadership Theory
91.6.1 Process Versus Trait
1199.7 The Strengths of Authentic Leadership
101.6.2 Emergent Versus Assigned
1209.8 The Criticisms Related to Authentic Leadership
111.6.3 Power and Leadership
1219.9 The Application of Authentic Leadership
121.6.4 Coercion and Leadership
1229.10 References
131.6.5 Management and Leadership
12310 Servant Leadership
141.7 Myths Regarding Leadership
12410.1 An Introduction to Servant Leadership
151.8 The Three Levels of Leadership
12510.1.1 Servant Leadership Defined
161.9 Styles of Leadership
12610.1.2 Servant Leadership’s Historical Basis
171.10 References
12710.1.3 The Servant Leader’s Top 10 Attributes
182 Trait Theory of Leadership
12810.1.4 Coming Up with a Theory Based on Servant Leadership
192.1 Introduction
12910.2 Servant Leadership Model
202.2 Theories of Leadership: Role and Significance
13010.2.1 The Conditions of the Antecedents
212.3 Trait Theory: History
13110.2.2 The Behaviors of the Servant Leaders
222.4 Concept of Trait Theory
13210.2.3 The Outcomes of Servant Leadership
232.5 Attributes or Qualities of Trait Theory
13310.3 The Working Mechanism of Servant Leadership
242.6 Overview of Traditional and Modern Trait Theory of Leadership
13410.4 The Strengths of Servant Leadership
252.7 Practical Application of Trait Theory of Leadership
13510.5 The Criticisms Related to Servant Leadership
262.8 Arguments Against Trait Theory of Leadership
13610.6 The Application of Servant Leadership
272.9 Great Man Theory and Trait Theory
13710.7 References
282.10 References
13811 Adaptive Leadership
293 Skills Approach: An Overview
13911.1 Introduction: 11.1.1 Defining Adaptive Leadership
303.1 Introduction
14011.2 Adaptive Leadership Model
313.2 Three Skill Approach
14111.2.1 Circumstantial Challenges
323.2.1 Technical Skill
14211.2.2 Procedural Challenges
333.2.2 Human Skills
14311.2.3 Adaptive and Technical Challenges
343.2.3 Conceptual Skill
14411.2.4 Adaptive Challenges
353.3 Three-Skill Approach: A Summary
14511.2.5 The Behavior of the Leaders
363.4 Competencies
14611.2.6 Adaptive Work
373.5 Individual Attributes
14711.3 Working Mechanism of Adaptive Leadership
383.6 Leadership Outcomes
14811.4 References
393.6.1 Environmental Influences
14912 Psychodynamic Approach on Leadership
403.6.2 Career Experiences
15012.1 Introduction
413.7 Summary of the Skills Model
15112.2 The Medico-clinical Pattern of Analysis
423.8 The Operations of Skills Approach
15212.3 History Behind the Development of the Psychodynamic Approach
433.9 Skills Approach: Strengths
15312.4 Basic Factors and Concepts of the Psychoanalytical Approach
443.10 Criticism
15412.4.1 Highlighting the Inner Dimension of Experience
453.11 References
15512.4.2 Focus on Executive Subordinate Relationship
464 Behavioral Approach to Leadership
15612.5 Social Protection Mechanisms
474.1 Introduction
15712.6 Idealizing and Imitating
484.2 Behavioral Approach
15812.7 Identification of Aggressor and Subsequent Metamorphosis to Aggression
494.2.1 Employee Centered Leadership
15912.7.1 Folie à Deux
504.2.2 Production Centered Leadership
16012.7.2 Highlighting the Darker Side of Leadership
514.2.3 Criticism of the Behavioral Approach
16112.8 Working Mechanism of the Psychodynamic Approach
524.3 Theories of Behavioral Approaches
16212.9 Specific Strength and Advantages
534.3.1 Michigan Studies
16312.10 Specific Criticism and Disadvantages
544.3.2 Ohio State University Leadership Studies
16412.11 Application of the Psychodynamic Approaches
554.4 Leadership in Work Place
16512.12 Group Coaching
564.5 Modern Leadership
16612.13 References
574.6 References
16713 Ethical Leadership
585 Situational leadership
16813.1 Introduction
595.1 Introduction
16913.2 Attributes of Ethical Leadership
605.2 Types of Approach to a Situation
17013.3 Leader and His Role in Promoting Ethical Behavior
615.3 Stages of Maturity
17113.4 Ethical Theories
625.4 Working Principles of Situational leadership
17213.5 Ethical Code of Conduct and Ethical Leadership
635.4.1 Potency of Situational Approach
17313.6 Pros and Cons of Ethical Leadership
645.4.2 Drawbacks of the Situational Approach
17413.7 Perspective of Ethical Leadership
655.5 Various Applications of Situational Leadership
17513.8 References
665.6 References
17614 Leading a Team with Efficiency
676 Importance of Path Goal Theory of Leadership
17714.1 Introduction
686.1 Introduction
17814.2 Advancement of Leadership: 14.2.1 Styles of Specific Leadership
696.2 Distributed or Shared Leadership
17914.3 Model of Team Leadership
706.2.1 Factors Impacting the Team Leadership
18014.3.1 Expansion of Leadership Skills in a Team
716.2.2 Effectiveness of a Team
18114.3.2 Effectiveness of Team
726.3 Components of the Path Goal Theory
18214.4 References
736.3.1 Behavior of the Leader
18315 Roles of Gender in Determining Leadership
746.3.2 Characteristics of Follower
18415.1 Introduction
756.3.3 Task Characteristics
18515.2 Gender
766.4 Working Principle of the Path Goal Theory
18615.3 Leadership
776.4.1 Strength of the Path Goal Theory
18715.4 Character
786.4.2 Criticisms Surrounding the Path Goal Theory
18815.5 Gender and Character
796.4.3 Applications of the Path Goal Theory
18915.5.1 Gender Stereotypes
806.5 Environmental Characteristics of the Workplace
19015.5.2 Style of the Leadership
816.6 References
19115.6 Character, PITO, and Gender
827 The Theory of Leader Member Exchange
19215.7 Competence
837.1 Introduction
19315.7.1 Gender and Competence
847.2 Advances in the LMX Leadership Theory
19415.7.2 PITO, Gender, and Competence
857.3 Procedure of the LMX Theory
19515.8 Context
867.4 Consequences of the LMX Theory
19615.8.1 Context and Styles of Leadership
877.5 Various Aspects of LMX
19715.8.2 Gender with Stress
887.5.1 Relations of the Organization in LMX
19815.9 Communication: 15.9.1 Gender and Communication
897.5.2 Organizational Support and LMX
19915.10 References
907.5.3 Commitment and LMX
20016 Culture and Leadership
917.6 Relative LMX and LMX Differentiation
20116.1 Introduction
927.7 Strengths of LMX
20216.2 Defining Work Culture
937.8 Criticisms of LMX Theory
20316.3 Dimension of Culture
947.9 Applications of LMX theory
20416.3.1 Gender Egalitarianism
957.10 Requirement of Further Research for LMX
20516.3.2 Performance Direction
967.11 References
20616.3.3 The Influence of Power
978 Transformational Leadership in the Contemporary Perspective
20716.3.4 Risk Avoiding Nature
988.1 Introduction
20816.3.5 Humane Orientation
998.2 Transformational Leadership: Definition
20916.3.6 Collective Contribution
1008.3 Transformational Leadership Versus Transactional Leadership
21016.3.7 Far-sightedness
1018.4 Charisma and Transformational Leadership
21116.3.8 In-group Collectivism
1028.5 A Transformational Leadership Model
21216.3.9 Assertiveness
1038.6 Transformational Leadership Elements
21316.4 Culture Clusters and Leadership Behavior
1048.7 Other Perspectives of Transformational Leadership
21416.5 Change of Organization Through Effective Leadership
1058.8 Operations in Transformational Approach in Leadership
21516.6 Cultural Disadvantages of Leadership Styles
1068.9 Strengths of the Transformational Leadership
21616.7 Creating a Conceptual Categories and a Common Language
1078.10 Criticism of Transformational Leadership
21716.8 Leadership Instrument
1088.11 References
21816.9 Evolution of Leadership and Culture
1099 Authentic Leadership
21916.10 References
1109.1 Introduction
220Index
