000			04153nam a22003017a 4500
003			CUTN
005			20230721174419.0
008			230721b |||||||| |||| 00| 0 eng d
020			_a9781138284333
020			_a9781138284319
020			_a9781315269573
041			_aEnglish
082	0	0	_a658.409 _223 _bMUM
100			_aMumford, Michael D. (ed.)
245	0	0	_aLeader thinking skills : _bcapacities for contemporary leadership / _cedited by Michael D. Mumford and Cory A. Higgs.
250			_a1st ed.
260			_aNew York : _bRoutledge, _c2020.
300			_axiv, 389 p. ; _c24 cm.
504			_aIncludes bibliographical references and index.
505			_aIntroduction Michael D. Mumford and Cory Higgs Chapter 1: Intelligence and Leadership John Antonakis, Dean Keith Simonton and Jonathan Wai Chapter 2: Leadership and Information Processing: A Dynamic System, Dual-Processing Perspective Robert G. Lord Chapter 3: Uncertainty and Problem-Solving: The Role of Leader in Information Gathering Strategies Jay J. Caughron, Teresa Ristow and Alison L. Antes Chapter 4: Are Satisfied Employees Productive or Productive Employees Satisfied?: How Leaders Think About and Apply Causal Information David R. Peterson Chapter 5: Thinking About Causes: How Leaders Identify the Critical Variables to Act On Michael D. Mumford, Cory A. Higgs, Erin Michelle Todd and Samantha Elliot Chapter 6: Leaders’ Shifts in Attention During an Organizational Crisis: Longitudinal Evidence of Responses to a Crisis Within a Top Management Team Ian A. Combe and David J. Carrington Chapter 7: Creative Problem Solving: Processes, Strategies, and Considerations for Leaders Kelsey E. Medeiros, Belinda C. Williams and Adam Damadzic Chapter 8: Seeing the Future Through the Past: Forecasting Skill as a Basis for Leader Performance Michael D. Mumford, Mark Fichtel, Tanner Newbold, Samantha England and Cory A. Higgs Chapter 9: Leader Decision Making Capacity: An Information Processing Perspective Shing Kwan Tam, Dawn L. Eubanks and Tamara L. Friedrich Chapter 10: Making Sense of Leaders Making Sense Peter Gronn Chapter 11: Leaders, Teams, and their Mental Models Jensine Paoletti, Denise L. Reyes and Eduardo Salas Chapter 12: Leader Social Acuity Stephen J. Zaccaro and Elisa M. Torres Chapter 13: Leadership and Monitoring Skills David V. Day, Ronald E. Riggio and Rowan Y. Mulligan Chapter 14: Wisdom, Foolishness and Toxicity in Leadership: How Does One Know Which is Which? Robert J. Sternberg
520			_aThis book examines the various thinking skills that leaders may need to find success in contemporary organizations and institutions, covering a wide array of skills that are held to be important by key leadership scholars. Bridging theory and practice, chapters summarize major findings with respect to a particular ability, knowledge, or skill, providing theoretical frameworks for understanding how these contribute to leader emergence and performance, and considering implications for leader selection, assessment, and development. The text appraises the existing research on the critical cognitive capabilities that underlie leader problem-solving and implications for the assessment and development of leadership potential in real-world settings. The role of creative thinking skills on leader performance is also addressed, bearing on the importance of processes such as problem definition and idea generation, but also using constraints to potentially stimulate creative thought. With contributions from some of the most eminent scholars working in the field of leadership, this book will be in invaluable resource to academics, researchers, graduate students, and professionals interested in leadership and leader skills, I/O psychology, and business management.
650		0	_aLeadership.
650		0	_aDecision making.
650		0	_aProblem solving.
700	1		_aHiggs, Cory A. (ed.)
776	0	8	_iOnline version: _tLeader thinking skills _b1 Edition. _dNew York : Routledge, 2020 _z9781315269573 _w(DLC) 2019015509
942			_2ddc _cBOOKS
999			_c39396 _d39396