David Waldman & Charles A. O′Reilly 
Leadership for Organizations 

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.




A Complete Teaching & Learning Package

Inhaltsverzeichnis

Preface

About the Authors

Acknowledgments

PART I. FOUNDATIONS FOR EFFECTIVE LEADERSHIP

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

Conclusion

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

Conclusion

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

Conclusion

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

Conclusion

Appendix: Cases in Leader Decision-Making

PART II. CONTEMPORARY ISSUES IN LEADERSHIP

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

Conclusion

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

Conclusion

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

Conclusion

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

Conclusion

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

Conclusion

Appendix: Global Orientation Survey

PART III. VISIONARY AND STRATEGIC LEADERSHIP

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?

Conclusion

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

Conclusion

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

Conclusion

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

Index

Über den Autor

  Charles O’Reilly B.S. (Chemistry), University of Texas at El Paso; M.B.A. (Information Systems), Ph.D. (Organizational Behavior) University of California at Berkeley (Frank E. Buck Professor of Management). He has taught at UCLA, Berkeley, and been a visiting professor at the Harvard Business School. His teaching has concentrated on strategy, leadership, and the management of human resources. He has won teaching awards at Berkeley and Stanford and recently received both a Lifetime Achievement Award and the Distinguished Scholarly Contribution Award from the Academy of Management. Charles’ research focuses on leadership, innovation, and organizational culture and change. He has also developed and served as faculty director of several Executive Education programs, including Leading Change and Organizational Renewal and The Human Resources Executive Program. He has consulted widely with firms in the U.S., Europe, and Asia. Charles has published more than 100 articles and several books. His most recent research focuses on organizational culture, the impact of senior management on innovation and change. His latest book, Lead and Disrupt: How to Solve the Innovator’s Dilemma (Stanford University Press, 2016), explores why successful firms sometimes fail—and what it takes for leaders to help their organizations survive and prosper over long time periods. He is a Fellow of the American Psychological Society and American Psychological Association, as well as a member of the Academy of Management.