The art and science of leadership 6th afsaneh nahavandi test bank

1. The Art and Science of Leadership 6e Afsaneh Nahavandi test bank
For undergraduate and graduate courses in leadership.
ISBN-10: 013254458X • ISBN-13: 9780132544580
©2012 • Prentice Hall • Paper, 416 pp
Published 01/04/2011
Table of Contents
PART I: BUILDING BLOCKS
Chapter 1. Definition and Significance of Leadership
Chapter 2. The Global and Cultural Contexts
Chapter 3. Early Theories: The Foundations of Modern Leadership
Chapter 4. Individual Differences and Traits
Chapter 5. Power
PART II: CONTEMPORARY CONCEPTS
Chapter 6. New Models of Leadership: Neo-Charisma, Inspiration and the Relationship with Followers
Chapter 7. Other Leadership Perspectives: Upper Echelon and Leadership of Nonprofits
PART III: LEADING
Chapter 8. Participative Management and Leading Teams
Chapter 9. Leading Change
Chapter 10. Developing Leaders
Features
For graduate and undergraduate courses in leadership.
Nahavandi's text has an application emphasis with a cross cultural perspective on leadership.
Application Focus

2. Along with strong theoretical coverage and introduction of cutting-edge research, this book continues to
be application focused and encourages students to apply the theory to their own development and into
their current organizations.
Cross-Cultural Focus
One of the goals for this text is to include cross-cultural, racial, and gender-based analyses of leadership
as a major part of the discourse about leadership effectiveness. The changing demographics within the
United States and the globalization of the world economy make such analysis essential.
Looking at Changing Organizations
The text focuses on the future by addressing the dramatic changes that organizations are undergoing.
Some of the changes include:
Throughout the chapters, the authors establish the link between new and old trends in leadership,
particularly the focus on teams and non hierarchical organizations.
Self-Assessments and exercises
This text includes many end-of-chapter exercises and self-assessments with several additions and
revisions to maintain its currency.
Three chapters unique to this book consider what can be learned from leadership in atypical work
contexts (e.g., the political arena, schools, sports), explain the methods that researchers use to develop
new knowledge on leadership, and challenge the traditional view of passive followership, offering in its
place the view that leadership works best when followers are active participants in the leadership
process. The book ends with a consideration of the social, political, and organizational implications of an
evidenced-based knowledge of leadership, as well as what it means for everyday leadership
behaviors.The science of leadership: Lessons from research for organizational leaders takes an
evidenced-based approach, relying primarily on knowledge generated from psychological research on
organizational leadership conducted around the world, with some personal reflections from two
decades of involvement in leadership research and leadership development with executives.
The focus of research changed around that time, with attention given primarily to transformational
leadership, charismatic leadership, inspirational leadership, leader-member exchange (LMX), authentic
leadership, servant leadership and ethical leadership. Collectively, these theories are referred to as
"new-genre" leadership theories, and emphasize the inspirational, relational, and ethical nature of
organizational leadership. Bernie Bass' transformational leadership theory stands out, attracting more
research attention than all other leadership theories since the mid-1990's.

3. What type of leadership is most effective? Most of this research has focused on transformational
leadership behaviors, high quality leadership at all levels of the organization is associated with employee
attitudes (e.g., organizational commitment), well-being and safety, and company performance (e.g.,
sales performance, financial performance) and environmental sustainability. Positive aspects of CEO
leadership (e.g., transformational leadership, charisma) are associated with higher levels of financial
performance, while negative aspects (e.g., CEO narcissism) are negatively associated with important
organizational outcomes.
Instead, high quality leadership works by first changing how individuals feel about themselves (e.g., self-
efficacy, mood), their work (e.g., meaningfulness at work, team cohesion, organizational commitment),
and their relationships with their leaders(e.g., trust in the leader, identification with the leader).
Leadership also works better in some contexts than others, for example in periods of environmental
uncertainty.Thus, leadership effects are invariably indirect, and delayed.
Transformational leadership remains the most extensively researched leadership theory. Leadership
researchers use a wide range of social science methodologies, most typically surveys and cross-sectional
data. The chapter closes with a discussion of measurement issues in studying leadership, and an
invitation to the reader to access an online site and complete several leadership questionnaires.
Some of the most interesting and provocative recent research findings have shown that genetic factors
are also implicated in the question of who emerges as a leader, and on leadership behaviors. While most
of this research focuses on high quality leadership, the role of family influences in the development of
destructive leadership has also been identified.
Closely related to the question of whether leadership is "born or made" is whether leadership can be
taught. Ideas to strengthen leadership interventions that emanate from research on the process and
outcomes of psychotherapy, including relapse training and booster sessions, are suggested.
Labor unions involve leadership when follower behaviors are voluntary, and military leadership takes
place in extreme contexts. Leadership in the academic context shows that high quality leadership affects
school teachers and their students. Extensive individual and team performance data in the sports
context allow a rigorous examination of the effects of leadership.

4. The effects of gender of leader emergence (or role occupancy), leader behavior (especially
transformational leadership) and leader effectiveness have been extensively studied. When women do
find themselves in positions of leadership, evidence supports the existence of the "glass cliff", whereby
they are more likely to be promoted to precarious positions than males. Meta analyses show that
women score higher than men on transformational leadership.
Destructive leadership can be manifest through active (abusive supervision, interactional unfairness),
passive (laissez faire) and unethical (moral disengagement, pseudo-transformational leadership)
behaviors. Like high quality leadership, destructive leadership exerts its negative effects by initially
changing the way in which followers think about themselves, their jobs and their relationship with their
leaders.
Leadership is invariably studied in isolation from followership, precluding a full understanding of
leadership, and limiting the potential effectiveness of leadership. This chapter considers several aspects
of followership. Leaders usuallyperceive followers in general positively(e.g., active, trustworthy) or
negatively (e.g., passive, untrustworthy), and these perceptions influence leadership behaviors. Second,
followers are susceptible to the "romance of leadership" in which they overemphasize the importance
of leadership, and devalue other factors in evaluating the effectiveness of leadership. During crises and
disasters (such as 9/11), when followers turn to thoughts of "mortality salience", the tendency to
romanticize the leader (e.g., Mayor Giuliani) becomes even more pronounced, which is intensified by
media stories of "heroic" leadership. Third, employees' performance is a function ofboth leader (e.g.,
extraversion) and follower (e.g., proactivity) characteristics. Last, leader behaviors can be a response to
followers' job performance.
Despite the many advances in knowledge of leadership in organizations, and sometimes because of
these advances, several issues need to be confronted in future research on leadership. For example,
research on leadership selection, especially executive leadership selection, is urgently needed.
Followership needs to be integrated fully into research on leadership. Understanding the persistent bias
against women leaders questions whether possible biases against leaders based on ethnicity or sexual
orientation might also exist. Initial lessons for leadership based on neuroscience and genetics raises
critical social, ethical, legal and practical questions. The chapter ends with practical implications for
everyday leadership behaviors.
Three chapters unique to this book consider what can be learned from leadership in atypical work
contexts (e.g., the political arena, schools, sports), explain the methods that researchers use to develop
new knowledge on leadership, and challenge the traditional view of passive followership, offering in its

5. place the view that leadership works best when followers are active participants in the leadership
process. The book ends with a consideration of the social, political, and organizational implications of an
evidenced-based knowledge of leadership, as well as what it means for everyday leadership
behaviors.The science of leadership: Lessons from research for organizational leaders takes an
evidenced-based approach, relying primarily on knowledge generated from psychological research on
organizational leadership conducted around the world, with some personal reflections from two
decades of involvement in leadership research and leadership development with executives.
The focus of research changed around that time, with attention given primarily to transformational
leadership, charismatic leadership, inspirational leadership, leader-member exchange (LMX), authentic
leadership, servant leadership and ethical leadership. Leadership is invariably studied in isolation from
followership, precluding a full understanding of leadership, and limiting the potential effectiveness of
leadership. Second, followers are susceptible to the "romance of leadership" in which they
overemphasize the importance of leadership, and devalue other factors in evaluating the effectiveness
of leadership.