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Leadership for Organizations

Leadership for Organizations

First Edition


January 2019 | 256 pages | SAGE Publications, Inc
The need to develop better business leaders has never been greater. Leadership for Organizations provides a brief overview of leadership at the individual, team, and organizational levels. Authors David A. Waldman and Charles O’Reilly expertly cover the foundational leadership approaches with a special emphasis on contemporary issues as well as visionary and strategic leadership. The text is accompanied by more than 40 video cases from Stanford Graduate School of Business’s Leadership in Focus video collection. Students learn through role-modeling as they watch real-world leaders, ranging from first-time managers to CEOs, share stories of their leadership challenges and successes.

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About the Authors
CHAPTER 1. Introduction
Defining Organizational Leadership

Some Important Introductory Questions

Approach and Organization of This Book

CHAPTER 2. Leader Traits and Characteristics
Leader Traits

Leader Behavior Styles

Video Case 2.1: Recovering From Failure

Video Case 2.2: Field of Dreams

Video Case 2.3: Bare Power of Humor


CHAPTER 3. Leader-Member Exchange and Relationship-Building
Leader-Member Exchange

Political Savvy

Video Case 3.1: First-Time Manager

Video Case 3.2: Dealing With a Star

Video Case 3.3: Reaching Generation Y


CHAPTER 4. Followership: Managing Up and Sideways
Types of Followers

Managing Up

Managing Sideways

Video Case 4.1: Managing Up

Video Case 4.2: Managing Your Boss

Video Case 4.3: Positioning for Influence

Video Case 4.4: Igniting Collaboration


CHAPTER 5. The Situational Approach to Leadership
Path-Goal Leadership

Hersey/Blanchard Approach to Decision-Making Based on the Situation

Vroom/Jago Approach to Decision-Making Based on the Situation

Putting Situational Approaches to Leadership in Perspective

Video Case 5.1: Technical Prima Donna

Video Case 5.2: Unmotivated Subordinate


Appendix: Cases in Leader Decision-Making

CHAPTER 6. Ethical and Moral Leadership
The Ethical/Moral Person

Actions as a Leader

Responsible and Accountable Leadership

Additional Considerations of Ethical/Moral Leadership: Some Nagging Questions

Video Case 6.1: Walking the Line

Video Case 6.2: Sharing Bad News

Video Case 6.3: Making Exceptions

Video Case 6.4: Abusive Partner

Video Case 6.5: Paying Bribes

Video Case 6.6: Vision, Values, and Culture


Appendix A: Behavioral Norms and Values Survey

Appendix B: Information Sharing (or Not Sharing at Harmony Inc

CHAPTER 7. Seeking, Receiving, and Giving Feedback
Seeking and Receiving Feedback as a Leader

Giving Feedback as a Leader

Video Case 7.1: Learning From a Mistake

Video Case 7.2: Giving Feedback

Video Case 7.3: Coaching a Direct Report


Appendix: Feedback Orientation Survey

CHAPTER 8. Team and Shared Leadership
Key Elements of Team-Oriented Coaching and Leadership

Leadership and the Stages of Team Development

Shared Leadership

Leading Virtual Teams

Video Case 8.1: Taking on a Struggling Team

Video Case 8.2: Castaway Clinic

Video Case 8.3: Underperforming Team


CHAPTER 9. Men and Women in Leadership Roles
Challenges for Women Who Attempt to Lead

Challenges for Male Leaders in an Increasingly Diverse Environment

Video Case 9.1: Power Challenge

Video Case 9.2: Gender Stereotypes

Video Case 9.3: Pecking Order Games

Video Case 9.4: Navigating in an Alpha World

Capstone Video 9.5: Developing Behaviors to Thrive

Capstone Video 9.6: Advantages of Being a Woman


Appendix: Inclusive Mindset

CHAPTER 10. Global Leadership
Who Are Global Leaders?

Understanding the American Cultural and Business Context

Global Leadership Orientation

Avoiding Misinterpretations

Video Case 10.1: Managing Cultural Diversity

Video Case 10.2: Building Bonds

Video Case 10.3: Leading a Global Team


Appendix: Global Orientation Survey

CHAPTER 11. Inspirational and Visionary Leadership
The Connection between Bases of Power and Influence

Charismatic and Transformational Leadership

Mission as a Basis for Vision

Effective Leader Vision

Capstone Video 11.1: Building Trust

Video Case 11.2: Keeping People Humble

Video Case 11.3: How Do You Keep That Edge?


CHAPTER 12. Strategic Leadership and Shaping Organizational Culture
Environmental Context, Competitive Advantage, and Organizational Culture

What Is Organizational Culture All About?

Aligning Culture With Vision, Mission, and Strategy

How Do Leaders Create and Reinforce Culture?

Video Case 12.1: Culture, Priorities, and Acquisitions

Video Case 12.2: Building Cultural Accountability

Video Case 12.3: Hiring Mistake


CHAPTER 13. Generating Organizational Change Through Strategic Leadership
Why the Leading of Change Has Become So Important

Four Basic Frames of Organizational Change

The Role of the Leader in Change

Capstone Video 13.1: Bare Power of Story

Video Case 13.2: Resistance to Change

Capstone Video 13.3: Getting Buy-In

Video Case 13.4: Gaining Commitment


Appendix: Sixteen Years of Leadership and Organizational Change: The Case of Michael Crow and Arizona State University

Appendix Exhibit 1: ASU Vision and University Goals

Appendix Exhibit 2: Crow’s Vision for ASU: Elements, Accomplishments and Challenges or Setbacks

Appendix Exhibit 3: Crow’s Leadership Approach



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Key features


  • A section on contemporary issues in leadership cover timely issues like moral leadership, giving feedback, and shared leadership. 
  • A section on visionary and strategic leadership covers important topics like how leaders can effectively shape organizational culture and lead change.
  • More than 40 video cases from Stanford Graduate School of Business’s Leadership in Focus video collection illustrate leadership theories and concepts as they challenge students to problem-solve leadership dilemmas. 

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