Leadership : classical, contemporary, and critical approaches / edited by Keith Grint.

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Table of Contents for: Leadership : classical, contemporary, and critical approaches / edited by Keith Grint. 97-163604

Leadership : classical, contemporary, and critical approaches / edited by Keith Grint.

Bibliographic record and links to related information available from the Library of Congress catalog



	List of Figures	xiv
	List of Tables	xv
	Abbreviations
	List of Contributors	xvii
	Introduction: Reading Tolstoy's Wave	1

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1. CLASSICAL LEADERSHIP
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1.The Republic
          Plato                                                       27
Originally written 2,000 years ago, this is the original defence of
expertise as the basis for leadership and incorporates a stinging
critique of democracy-a  large and dangerous animal-as a
method for selecting leaders.

2.The Art of War
          Sun Tzu                                                     38
The Eastern parallel to Plato's account of leadership, Sun Tzu's
review of Chinese military and political leadership, written between
500 and 300 BC, has, if anything, increased in popularity in the
last decade with many contemporary business leaders adopting it
as a guide to action.

3.The Prince
          Niccol•  Machiavelli                                         55
Machiavelli's treatise on power remains as relevant today as it
was for its original sixteenth-century Florentine princes. Condemned
by many as the work of the devil, The Prince embodies lessons
in leadership that are as uncomfortable as they are important.


4.The Treatise on General Sociology
     Vilfredo Pareto 70
One of the original elite theorists, the Italian Pareto provides a
pivotal account of the enduring requirement for leadership and
a crucial analysis of the inevitable cycle of birth and decline that
haunts all leaders.

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II. TRADITIONAL LEADERSHIP
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5.The Nature of Leadership
     Chester Barnard 89
Barnard's early post-war summary of leadership is an early challenge
to the popular assumption that Leaders are the only critical
component of leadership. Instead Barnard surveys his own vast
business experience to suggest that followers and the conditions Of
action are equally relevant.

6.Leadership, Membership, and Organization
     R.     M. Stogdill 112
Stogdill was a leading member of the Ohio State Leadership
Studies; which attempted to develop a scientific approach to
leadership but one embedded in its organizational context. In this
piece he introduces the approach and attempts to demonstrate the
way leadership can be contextually measured and explained.

7.Situational Control and a Dynamic Theory of Leadership
     Fred E. Fiedler 126
Fiedler was one of the original exponents of a contingency or
situational approach to leadership and this piece reviews his
application of the method to group behaviour under quasi-scientific
controlled conditions.

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 111. MODERN LEADERSHIP
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8.A Definition and Illustration of Democratic Leadership
     John Gastil 155
Gastil's chapter introduces us to some contemporary issues in
leadership and it will be apparent that this takes us straight back
to Plato. For Gastil the 'large and dangerous animal' has its place,
but it is not a universal solution to organizational control problems.

9.Top Management Styles in Europe: implications for Business and
   Cross-National Teams
A. Kakabadse, A. Myers, T McMahon, and G. Spony                      179
The development of Europe as an identifiable economic and political
unit and the rise of global companies poses questions about the
cultural identity and leadership style of corporate leaders. This
chapter suggests that, although identifiably different styles of
leadership do exist, there is little prospect in the immediate
future of a European form breaking out.

10.Shatter the Glass Ceiling: Women May Make Better Managers
          Bernard M. Bass and Bruce J. Avolio                                   199
The rise of women leaders and their general invisibility-reveals
another important concern of modern leadership and in this piece
Bass and Avolio suggest that women's 'transformational' leadership
style, is better suited to the developing organization of the next century
than the traditional 'transactional' style adopted by men.

11. Sexual Static
          Judy B. Rosener                                                       211
Rosener takes this argument a stage further by considering the way
the very term 'leadership' is conventionally associated with male
'attributes', and that, for women to rise to the top of the corporate
ladder, both genders need to take a closer look at how they
communicate with each other through the 'sexual static'.

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IV. MYTHICAL LEADERSHIP
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12.The Gentleman and the Hero: Wellington and Napoleon in the
     Nineteenth Century
          lain Pears                                                            231
Pears opens the section on the myths of leadership by considering the
way the characters of national leaders are configured through the
prism of national cultures-and vice versa. The result is a
remarkable reconstruction of Napoleon and Wellington against the
formative background of French and British military and political
antagonism-and yet another problem for those trying to discover
the 'real' leaders.


13.The Leadership Mystique
           Manfred R. R Kets de Vries                                250
Kets de Vries has a different problem to plague us with: this one
concerns the nature of leaders as individuals with scores to settle
with-or against the world. If leaders are as narcissistic as
de Vries maintains, then we should be ever-more vigilant for
signs of alienation.

14.Leadership: An Alienating Social Myth?
                 Gary Gemmill and Judith Oakley                            272
Alienation is also the subject of the work by Gemmill and Oakley,
but their approach is to suggest that the entire edifice of leadership
can be construed as a myth designed to persuade us mere followers
that leaders are both necessary and very often disturbingly
authoritarian.

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                              V. ALTERNATIVE LEADERSHIP
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15.Organizing, Leadership, and Skilful Process
                           Dian Marie Hosking                                        293
Hosking introduces the last section by asking us to abandon
organization as a noun and introduce organizing as a verb. In this
approach it is the bringing-off of leadership that is critical, and
this is an active and ski!ful process not the inevitable result of
static hierarchies of command and control.

16.Correspondents' Images of Martin Luther King, Jr.: An
     Interpretive Theory of Movement Leadership
               Stephen J. Lilley and Gerald M. Platt                      319
Martin Luther King poses an example of the approach that
Hosking is concerned with for King's actions appear to generate
movement rather than merely follow movement. However,
Lilley and Platt's argument suggests that the interpretive accounts
of King's followers constructed a leader who appears to embody a
positively ambiguous image.


17.Voicing Seduction to Silence Leadership
          Marta B. Cal s and Linda Smircich                              338
This final chapter introduces feminist and postmodernist approaches
to the leadership problem by demonstrating the way different
readings of texts are possible and plausible. The result is not to
provide the solution to the question 'what is leadership?' but to
suggest that the question is far more complex that we may have
thought in the first place.

                             381