MARC details
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09326cam a2200385 i 4500 |
| 003 - CONTROL NUMBER IDENTIFIER |
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CUTN |
| 005 - DATE AND TIME OF LATEST TRANSACTION |
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20250425153740.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
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| fixed length control field |
220513t20232023caua b 001 0 eng d |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
1529793610 |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
9781529793611 |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
9781529793604 |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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1529793602 |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| Cancelled/invalid ISBN |
9781529613247 |
| 041 ## - LANGUAGE CODE |
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| Language |
English |
| 042 ## - AUTHENTICATION CODE |
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| Authentication code |
lccopycat |
| 082 04 - DEWEY DECIMAL CLASSIFICATION NUMBER |
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| Classification number |
658.409 |
| Edition number |
23 |
| Item number |
BRA |
| 245 00 - TITLE STATEMENT |
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| Title |
Organizational leadership / |
| Statement of responsibility, etc |
edited by John Bratton ; with a foreword by Mary Robinson. |
| 250 ## - EDITION STATEMENT |
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| Edition statement |
Second edition. |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) |
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| Place of publication, distribution, etc |
UK : |
| Name of publisher, distributor, etc |
Sage Publications Ltd, |
| Date of publication, distribution, etc |
©2023. |
| 300 ## - PHYSICAL DESCRIPTION |
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| Extent |
xxiv, 455 pages : |
| Other physical details |
illustrations ; |
| Dimensions |
25 cm |
| 505 ## - FORMATTED CONTENTS NOTE |
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| Title |
Your Guide to Using this Book<br/>About the Contributors<br/>Acknowledgements<br/>List of Case Studies<br/>Foreword by Mary Robinson<br/>Prologue: Leadership in the Shadow of the Pandemic<br/>The origins and spread of the pandemic<br/>Failures of leadership<br/>Objectives of this book<br/>A framework for studying leadership<br/>The organization of this book<br/>Further reading<br/>PART I CONTEXTUALIZING LEADERSHIP<br/>1 The Nature of Leadership<br/>Chapter outline<br/>Learning outcomes<br/>Introduction<br/>Defining leadership<br/>Leadership and management<br/>Mapping the changing study of leadership<br/>Critical leadership studies<br/>The employment relationship<br/>Conclusion<br/>Chapter review questions<br/>Further reading<br/>2 Power and Leadership<br/>Chapter outline<br/>Learning outcomes<br/>Introduction<br/>Conceptualizing power<br/>Different perspectives on power<br/>Power and management<br/>Conclusion<br/>Chapter review questions<br/>Further reading<br/>3 Culture and Leadership<br/>Chapter outline<br/>Learning outcomes<br/>Introduction<br/>The nature of national cultures<br/>Understanding organizational culture<br/>Dimensions of organizational culture<br/>Perspectives on organizational culture<br/>Organizational culture and leadership<br/>Evaluation and criticism<br/>Conclusion<br/>Chapter review questions<br/>Further reading<br/>4 Strategic Management, Innovation, and Leadership<br/>Chapter outline<br/>Learning outcomes<br/>Introduction<br/>Strategic management<br/>Shareholder value maximizing and strategy<br/>Strategy and stakeholders<br/>The nature of innovation<br/>The external and internal contexts driving innovation<br/>Leaders’ roles in innovation processes<br/>Conclusion<br/>Chapter review questions<br/>Further reading<br/>PART II LEADERSHIP THEORIES<br/>5 Trait, Behaviour, and Contingency Theories of Leadership<br/>Chapter outline<br/>Learning outcomes<br/>Introduction<br/>Leader traits and attributes<br/>Leader behaviour and styles<br/>Contingency theories of leadership<br/>Conclusion<br/>Chapter review questions<br/>Further reading<br/>6 Charismatic and Transformational Leadership<br/>Chapter outline<br/>Learning outcomes<br/>Introduction<br/>The nature of charismatic leadership<br/>Neo-theories of charismatic leadership<br/>Transformational leadership<br/>Critiquing charismatic and transformational leadership<br/>Conclusion<br/>Chapter review questions<br/>Further reading<br/>7 Relational and Distributed Theories of Leadership<br/>Chapter outline<br/>Learning outcomes<br/>Introduction<br/>Classical relational studies<br/>Contemporary theories of relational leadership<br/>Positivist dyadic relational perspectives<br/>Social constructionist group-level relational perspectives<br/>Practising relational leadership<br/>The growth of distributed leadership<br/>Practising distributed or shared leadership<br/>Evaluation and criticism<br/>Conclusion<br/>Chapter review questions<br/>Further reading<br/>8 Followership<br/>Chapter outline<br/>Learning outcomes<br/>Introduction<br/>The nature of followership<br/>Theorizing followership<br/>Followership typologies<br/>Follower personality and self-identity<br/>Follower perception and motivation<br/>Evaluation and criticism<br/>Conclusion<br/>Chapter review questions<br/>Further reading<br/>PART III MANAGING PEOPLE AND LEADERSHIP<br/>9 Ethics and Leadership<br/>Chapter outline<br/>Learning outcomes<br/>Introduction<br/>The nature of ethical leadership<br/>Philosophical approaches to ethical leadership<br/>Dimensions of ethical leadership<br/>Organizations behaving badly: Failures in ethical leadership<br/>Context, the rhetoric, and reality<br/>Whistleblowing: Is it responsible behaviour?<br/>Conclusion<br/>Chapter review questions<br/>Further reading<br/>10 Human Resource Management and Leadership<br/>Chapter outline<br/>Learning outcomes<br/>Introduction<br/>The nature of human resource management<br/>Scope and functions of human resource management<br/>Theorizing human resource management<br/>Human resource management and leadership<br/>Critiquing the human resource management discourse<br/>Conclusion<br/>Chapter review questions<br/>Further reading<br/>11 Leadership Development<br/>Chapter outline<br/>Learning outcomes<br/>Introduction<br/>Leader and leadership development in organizations<br/>Reflection and critical thinking for leadership development<br/>What capabilities should leaders develop?<br/>Approaches to leaders’ development<br/>Approaches to developing collective leadership abilities<br/>Conclusion<br/>Chapter review questions<br/>Further reading<br/>12 Gender and Diversity in Leadership<br/>Chapter outline<br/>Learning outcomes<br/>Introduction<br/>The nature of diversity<br/>The glass ceiling, the labyrinth, and the glass cliff<br/>The role of gender and diversity in crisis leadership<br/>Women in global leadership<br/>Future challenges for gender diversity and inclusion practices<br/>Supporting women to lead<br/>Conclusion<br/>Chapter review questions<br/>Further reading<br/>PART IV CONTEMPORARY LEADERSHIP<br/>13 Team Leadership<br/>Chapter outline<br/>Learning outcomes<br/>Introduction<br/>The nature of work teams<br/>Understanding team dynamics<br/>Technology and teamwork<br/>Teams and leadership theory<br/>Critical perspectives on teams<br/>Conclusion<br/>Chapter review questions<br/>Further reading<br/>14 Artificial Intelligence and Leadership<br/>Chapter outline<br/>Learning outcomes<br/>Introduction<br/>The nature of technology<br/>Capitalism and waves of technology<br/>The rise of AI and big data<br/>The effects of AI on the employment relationship<br/>Leadership in the age of artificial intelligence<br/>Critical debates on artificial intelligence<br/>Conclusion<br/>Chapter review questions<br/>Further reading<br/>15 Leading Pro-environmental Change<br/>Chapter outline<br/>Learning outcomes<br/>Introduction<br/>The nature of environmental sustainability<br/>Environmental leadership, organizational change, and culture<br/>Creating a sustainable workplace through human resource practices<br/>Employee voice in environmental sustainability<br/>Critical perspectives on corporate-oriented sustainability<br/>Conclusion<br/>Chapter review questions<br/>Further reading<br/>16 Leadership in Public Sector Organizations<br/>Chapter outline<br/>Learning outcomes<br/>Introduction<br/>Framing public sector leadership<br/>Distinctive challenges associated with public sector leadership<br/>The new public management and the rise of transformational leadership<br/>Beyond transformational leadership: Shared and distributed leadership<br/>Challenges of distributed leadership in public sector organizations<br/>Leadership and performance in public sector organizations<br/>Lessons for public sector leadership from the COVID-19 crisis<br/>Conclusion<br/>Chapter review questions<br/>Further reading<br/>17 Leading Post-industrial Urban and Regional Renewal<br/>Chapter outline<br/>Learning outcomes<br/>Introduction<br/>The nature of place-based leadership for urban and regional renewal<br/>Regional innovation systems and strategies<br/>Place-based leadership<br/>Place-based leaders, knowledge producers, and decision-makers<br/>Generative leadership – a missing link in transformative efforts<br/>Criticism and exemplary research for place-based leadership<br/>Conclusion<br/>Chapter review questions<br/>Further reading<br/>References<br/>Index<br/> |
| 520 ## - SUMMARY, ETC. |
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| Summary, etc |
Organizational Leadership<br/>Understand the reality of contemporary organizational leadership with the second edition of this thought-provoking textbook. Through an analysis of key theories and topical issues such as innovation, gender, power, ethics and environmental sustainability, the authors deftly illustrate how leadership cannot be extricated from the wider organizational context and why leadership is increasingly seen as a shared endeavour between leaders and followers. The book has been fully updated, with a new introduction discussing the challenges faced by leaders during the Covid-19 pandemic as well as a Foreword by Mary Robinson. NEW to this edition: A new chapter on Team Leadership looks at team dynamics, the role of technology in teamworking and the challenges arising for virtual teams A new chapter on Leadership and Artificial Intelligence covers the rise of AI and big data, and how AI affects the employment relationship and leader-follower relations A new Ethical Spotlight feature in all chapters explores ethical issues faced by leaders and encourages reflection Suitable for undergraduate and postgraduate students studying leadership. John Bratton is Honorary Professor in the Management School at Queen′s University Belfast, Northern Ireland. |
| 650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Leadership. |
| 650 #6 - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Leadership. |
| 650 #7 - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Leadership |
| 700 1# - ADDED ENTRY--PERSONAL NAME |
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| Personal name |
Bratton, John, |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) |
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| Source of classification or shelving scheme |
Dewey Decimal Classification |
| Koha item type |
General Books |
| 504 ## - BIBLIOGRAPHY, ETC. NOTE |
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| Bibliography, etc |
Includes bibliographical references (pages 375-446) and index. |
| 650 #7 - SUBJECT ADDED ENTRY--TOPICAL TERM |
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fast |
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4 |
| 700 1# - ADDED ENTRY--PERSONAL NAME |
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editor. |
| 775 08 - OTHER EDITION ENTRY |
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| Display text |
Revision of (expression): |
| Main entry heading |
Bratton, John. |
| Title |
Organizational leadership |
| Place, publisher, and date of publication |
Mason, Ohio : Thomson/South-Western, c2005 |
| 776 08 - ADDITIONAL PHYSICAL FORM ENTRY |
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ebook version : |
| International Standard Book Number |
9781529613247 |
| 906 ## - LOCAL DATA ELEMENT F, LDF (RLIN) |
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7 |
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cbc |
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copycat |
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2 |
| e |
ncip |
| f |
20 |
| g |
y-gencatlg |
