Social and Behavioral Sciences Commons^™

[Introduction To] Leading Organizations: Perspectives For A New Era, Gill Robinson Hickman

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This text offers 50 short chapters from the most prominent international scholars of leadership who dispense invaluable overviews, insights, and perspectives on the key components of leadership in new era organizations. An organizing framework shows how these key components work together to form a holistic view of leadership within organizations. This framework is provided at the beginning of each of the eight parts of the book, to highlight the particular topic to be covered. The eight parts of the book include definitions and new perspectives of leadership in a global era; a review of the major concepts and theories of …

[Introduction To] Lincoln's Legacy Of Leadership, George R. Goethals, Gary L. Mcdowell

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Through this in-depth look at Abraham Lincoln, both before and during his presidency, we can learn through his leadership in times of confusion, war, and dissent. The set of chapters included in this volume are based on papers that constituted part of the 2008-2009 Jepson Leadership Forum at the Jepson School of Leadership Studies at the University of Richmond. The chapters consider Lincoln’s intellectual, moral, political, and military leadership. The authors include the world’s foremost Lincoln scholars, including Pulitzer Prize winner Daniel Walker Howe, and Lincoln Prize winners Richard Carwardine and Douglas Wilson.

[Introduction To] Leading Change In Multiple Contexts: Concepts And Practices In Organizational, Community, Political, Social, And Global Change Settings, Gill Robinson Hickman

Bookshelf

The first book to bring together both leadership and change theories, concepts, and processes, Leading Change in Multiple Contexts uses a consistent framework and the latest research to help readers understand and apply the concepts and practices of leading change.

Key Features

Brings together leadership and change concepts and practices in five distinct contexts—organizational, community, political, social change, and global

Draws from a wide range of classic and recent scholarship from multiple disciplines

Includes the perspectives of change and leadership experts

Offers real-life vignettes that provide examples of leading change in every context

Provides readers with application and reflection exercises …

Leadership And The More-Important-Than-Average Effect: Overestimation Of Group Goals And The Justification Of Unethical Behavior, Crystal L. Hoyt, Terry L. Price, Alyson E. Emrick

Jepson School of Leadership Studies articles, book chapters and other publications

This research investigates the empirical assumptions behind the claim that leaders exaggerate the importance of their group’s goals more so than non-leaders and that they may use these beliefs to justify deviating from generally accepted moral requirements when doing so is necessary for goal achievement. We tested these biased thought processes across three studies. The results from these three studies established the more-important-than-average effect, both for real and illusory groups. Participants claimed that their group goals are more important than the goals of others, and this effect was stronger for leaders than for non-leading group members. In Study 3, …

Political Economy, Sandra J. Peart, David M. Levy

Jepson School of Leadership Studies articles, book chapters and other publications

Political economy describes how human societies are organized by exchange. The critical issue for political economists is the interaction between self-directed decision making and the incentives that turn decisions into approved outcomes. In this interaction, political economists see a key role for leadership, a role that depends upon our common concern for others (Robbins, 1981). There are three roles, then, for leadership in the political economist’s model: self-directed decision making, incentive making, and establishing the criteria for approved outcomes.

Group Processes, Donelson R. Forsyth, Jeni Burnette

Jepson School of Leadership Studies articles, book chapters and other publications

Social behavior is often group behavior. People are in many respects individuals seeking their personal, private objectives, yet they are also members of social collectives that bind members to one another. The tendency to join with others is perhaps the most important single characteristic of humans. The processes that take place within these groups influence, in fundamental ways, their members and society-at-large. Just as the dynamic processes that occur in groups--such as the exchange of information among members, leading and following, pressures put on members to adhere to the group's standards, shifts in friendship alliances, and conflict and collaboration-change the …

Groups And Teams, Crystal L. Hoyt, Donelson R. Forsyth

Jepson School of Leadership Studies articles, book chapters and other publications

To understand leaders and leadership, one must understand groups and their dynamics. Leadership can occur across great distances, as when a leader influences followers who are distributed across differing contexts, but in many cases leadership occurs in an intact group that exists in a specific locale: Teams, boards, advisory councils, and classrooms arc all examples of groups that work toward shared goals with, in many cases, the help and guidance of a leader. Leadership can be considered a set of personality traits or a specific set of behaviors enacted by an individual, but an interpersonal, group-level conceptualization considers Ieadership to …

Political Traditions: Conservatism, Liberalism, And Civic Republicanism, Thad Williamson

Jepson School of Leadership Studies articles, book chapters and other publications

How unequal authority and power can be justified is a central question of political theory and of leadership studies (Price & Hicks, 2006). Indeed, while in everyday language leadership is commonly viewed as a positive term and the word leader connotes respect, in some political vernaculars, the very idea of leadership is suspect, if not embarrassing. For instance, one of the most influential public intellectuals of the late 20th century, Noam Chomsky, consistently refers to leadership in disparaging way. In Chomsky's (2005) view, leadership is a code word intended to justify class rule, vastly unequal political and economic power, and …