Leaders and Managers. International Perspectives on Managerial Behavior and Leadership

Content: 
Pergamon Titles of Related Interest, Page ii
Front Matter, Page iii
Copyright, Page iv
Dedication, Page v
List of Tables, Pages xiii-xiv
List of Figures, Pages xv-xvi
Preface, Pages xvii-xxi, J.G. Hunt, Dian-Marie Hosking, Chester A. Schriesheim, Rosemary Stewart
1 - International Managerial Behavior/Leadership Perspectives: An Introduction, Pages 1-4, James G. Hunt, Dian-Marie Hosking, Chester A. Schriesheim, Rosemary Stewart
Introduction, Pages 5-9, James G. Hunt, Dian-Marie Hosking, Chester A. Schriesheim, Rosemary Stewart
2 - Applying the Competing Values Approach to Leadership: Toward an Integrative Framework, Pages 10-27, Robert E. Quinn
3 - A Multiple-Constituency Framework of Managerial Reputational Effectiveness, Pages 28-44, Anne S. Tsui
4 - Functionalism: Basis for an Alternate Approach to the Study of Leadership, Pages 45-62, Charles F. Rauch Jr., Orlando Behling
5 - Refocusing Leadership: A Modest Proposal, Pages 63-81, Janet Fulk, Thomas G. Cummings
Chapter 2 Commentary - A Further Consideration of Competing Values, Pages 82-89, Peter M. Storm
Chapter 3 Commentary - How Does One Become an Effective Manager?, Pages 90-94, Alfred Kieser
Chapter 4 Commentary - A Look at Functionalism as an Alternative Approach to Studying Leadership, Pages 95-99, Michael Argyle
Chapter 5 Commentary - On Refocusing Leadership from a Social Systems Perspective of Management, Pages 100-108, H. Peter Dachler
Part 1 Integrative Comments - On Paradigms and Pigs, Pages 109-111, Dian-Marie Hosking
Introduction, Pages 113-116, James G. Hunt, Dian-Marie Hosking, Chester A. Schriesheim, Rosemary Stewart
7 - Toward an Observation System for Measuring Leader Behavior in Natural Settings, Pages 117-141, Fred Luthans, Diane Lee Lockwood
8 - The Observation of High-Performing Educational Managers: Methodological Issues and Managerial Implications, Pages 142-162, Mark J. Martinko, William L. Gardner
9 - An Experiential Approach to Understanding Managerial Action, Pages 163-178, John G. Burgoyne, Vivien E. Hodgson
10 - Microskills of Leadership: A Detailed Analysis of the Behaviors of Managers in the Appraisal Interview, Pages 179-199, Beverly Alban Metcalfe
Chapter 7 Commentary - Observation for What?, Pages 200-203, Peter Forsblad
Chapter 8 Commentary - On Qualitative Methods and Leadership Research, Pages 204-208, Philip M. Strong
Chapter 9 Commentary - Understanding Managerial Behavior/Leadership: Research Approaches and the Development of New Knowledge, Pages 209-213, Peter Weissenberg
Chapter 10 Commentary - Micro Leadership Skills Reconsidered, Pages 214-219, Bert King
Part 2 Integrative Comments - A Look at Research Methodologies for Exploring Managerial Behavior, Pages 220-222, Rosemary Stewart
Introduction, Pages 223-226, James G. Hunt, Dian-Marie Hosking, Chester A. Schriesheim, Rosemary Stewart
12 - The Role of Symbolic Management: How Can Managers Effectively Transmit Organizational Culture?, Pages 227-239, Caren Siehl, Joanne Martin
13 - Leadership Among Bank Managers: A Structural Comparison of Behavioral Responses and Metaphorical Imagery, Pages 240-252, Larry F. Moore, Brenda E.F. Beck
14 - Situation Interpretation, Leader Behavior, and Effectiveness, Pages 253-262, Anne S. Huff
Chapter 12 Commentary - Organizational Culture, Ideology, and Management, Pages 263-268, Nigel Nicholson
Chapters 13 and 14 Commentary - On Imagery and the Cycling of Decision Making, Pages 269-274, Ian E. Morley
Part 3 Integrative Comments - Managerial Behavior from a “Radical” Perspective, Pages 275-277, James G. Hunt
Introduction, Pages 279-282, James G. Hunt, Dian-Marie Hosking, Chester A. Schriesheim, Rosemary Stewart
16 - The Role of Longitudinal Method in Management Decision-Making Studies, Pages 283-302, Frank A. Heller
17 - A Contingency Approach to Participative Leadership: How Good?, Pages 303-315, Pieter J.D. Drenth, Paul L. Koopman
18 - Leadership in Participative Organizations, Pages 316-332, Edward E. Lawler III
Chapters 16 and 17 Commentary - Problems with Contingency Models of Leader Participation, Pages 333-340, John W. Slocum Jr.
Part 4 Integrative Comments - Leadership, Participation, and Nontrivial Decision Making, Pages 341-346, Bernard M. Bass
Introduction, Pages 347-349, James G. Hunt, Dian-Marie Hosking, Chester A. Schriesheim, Rosemary Stewart
20 - Leader Discretion as a Key Component of a Manager's Role, Pages 350-359, Ilene F. Gast
21 - Emerging Technologies: The Challenge to Leadership Theory, Pages 360-365, Richard N. Osborn, Frederic A. Morris, Patrick E. Connor
22 - Managing Managers: The Work of Top Management, Pages 366-374, C.K. Prahalad, Yves L. Doz
Part 5 Integrative Comments - Leadership Theory: The Search for a Reformulation, Pages 375-381, Peter A. Clark
Introduction, Page 383, James G. Hunt, Dian-Marie Hosking, Chester A. Schriesheim, Rosemary Stewart
24 - Managerial Behavior/Leadership Perspectives: An International Epilog, Pages 384-416, Chester A. Schriesheim, James G. Hunt, Dian-Marie Hosking, Rosemary Stewart
25 - Conclusions: On Paradigm Shifts in Studying Leadership, Pages 417-424, Dian-Marie Hosking, James G. Hunt, Chester A. Schriesheim, Rosemary Stewart
References, Pages 425-454
Abstracts and Works in Progress, Pages 455-468
Author Index, Pages 469-479
Subject Index, Pages 481-483
About the Contributors, Pages 485-487