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The Resource Leadership : theory and practice, Peter G. Northouse, Western Michigan University
Leadership : theory and practice, Peter G. Northouse, Western Michigan University
Resource Information
The item Leadership : theory and practice, Peter G. Northouse, Western Michigan University represents a specific, individual, material embodiment of a distinct intellectual or artistic creation found in Boston University Libraries.This item is available to borrow from all library branches.
Resource Information
The item Leadership : theory and practice, Peter G. Northouse, Western Michigan University represents a specific, individual, material embodiment of a distinct intellectual or artistic creation found in Boston University Libraries.
This item is available to borrow from all library branches.
- Summary
- "Now with an all-new chapter on Followership! Adopted at more than 1600 institutions in 89 countries and translated into 13 different languages, this market-leading text successfully combines an academically robust account of the major theories and models of leadership with an accessible style and special emphasis on how leadership theory can inform leadership practice. Peter G. Northouse uses a consistent structure for each chapter, allowing students to easily compare and contrast the various theories. Case studies and questionnaires provide students with practical examples and opportunities to deepen their personal understanding of their own leadership style. Leadership: Theory and Practice, Eighth Edition provides readers with a user-friendly account of a wide range of leadership research in a clear, concise, and interesting manner"--The publisher
- Language
- eng
- Edition
- Eighth edition.
- Extent
- xxxii, 493 pages
- Note
- Revised edition of the author's Leadership, 2015
- Contents
-
- 1. Introduction : Leadership defined : Ways of conceptualizing leadership ; Definition and components -- Leadership described : Trait versus process leadership ; Assigned versus emergent leadership ; Leadership and power ; Leadership and coercion ; Leadership and management -- 2. Trait approach : Description : Intelligence ; Self-confidence ; Determination ; Integrity ; Sociability ; Five-factor personality model and leadership ; Emotional intelligence -- How does the trait approach work? -- Case studies : Choosing a new director of research ; A remarkable turnaround ; Recruiting for the bank -- Leadership instrument : Leadership trait questionnaire (LTQ) -- 3. Skills approach : Description : Three-skill approach : Technical skills ; Human skills ; Conceptual skills ; Skills model : Competencies ; Individual attributes ; Leadership outcomes ; Career experiences ; Environmental influences -- How does the skills approach work?--
- Case studies : A strained research team ; A shift for Lieutenant Colonel Adams ; Andy's recipe ; Leadership instrument : Skills inventory -- 4. Behavioral approach : Description : The Ohio State studies ; The University of Michigan studies ; Blake and Mouton's managerial (leadership) grid : Authority-compliance; Country-club management; Impoverished management; Middle-of-the-road management; Team management ; Paternalism/maternalism ; Opportunism -- How does the behavioral approach work? -- Case studies : A drill sergeant at first ; Eating lunch standing up ; We are family -- Leadership instrument : Leadership behavior questionnaire -- 5. Situational approach : Description : Leadership style ; Development levels -- How does the situational approach work? -- Case studies : Marathon runners at different levels ; Why aren't they listening? ; Getting the message across -- Leadership instrument : Situational Leadership® Questionnaire: sample items--
- 6. Path-goal theory : Description : Leader behavior : Directive leadership; Supportive leadership; Participative leadership; Achievement-oriented leadership ; Follower characteristics ; Task characteristics -- How does path-goal theory work? -- Case studies : Three shifts, three supervisors ; Direction for some, support for others ; Playing in the orchestra -- Leadership instrument : Path-goal leadership questionnaire -- 7. Leader-member exchange theory : Description : Early studies ; Later studies ; Leadership making -- How does LMX theory work? -- Case studies : His team gets the best assignments ; Working hard at being fair ; Taking on additional responsibilities -- Leadership instrument : LMX 7 questionnaire--
- 8. Transformational leadership : Description : Transformational leadership defined ; Transformational leadership and charisma ; A model of transformational leadership : Transformational leadership factors; Transactional leadership factors ; Nonleadership factor ; Other transformational perspectives : Bennis and Nanus; Kouzes and Posner -- How does the transformational leadership approach work? -- Case studies : The vision failed ; An exploration in leadership ; Her vision of a model research center -- Leadership instrument : Sample items from the Multifactor Leadership Questionnaire (MLQ) form 5X-Short--
- 9. Authentic leadership : Description : Authentic leadership defined ; Approaches to authentic leadership : Practical approaches; Theoretical approaches -- How does authentic leadership work? -- Case studies : Am I really a leader? ; A leader under fire ; The reluctant first lady -- Leadership instrument : Authentic leadership self-assessment questionnaire -- 10. Servant leadership : Description : Servant leadership defined ; Historical basis of servant leadership ; Ten characteristics of a servant leader ; Building a theory about servant leadership -- Model of servant leadership : Antecedent conditions ; Servant leader behaviors ; Outcomes -- How does servant leadership work? -- Case studies : Everyone loves Mrs. Noble ; Doctor to the poor ; Servant leadership takes flight -- Leadership instrument : Servant leadership questionnaire -- 11. Adaptive leadership : Description : Adaptive leadership defined--
- A model of adaptive leadership : Situational challenges ; Technical challenges ; Technical and adaptive challenges ; Adaptive challenges ; Leader behaviors ; Adaptive work -- How does adaptive leadership work? -- Case studies : Silence, stigma, and mental illness ; Taming Bacchus ; Redskins no more -- Leadership instrument : Adaptive leadership questionnaire -- 12. Followership : Description : Followership defined ; Role-based and relational-based perspectives ; Typologies of followership : The Zaleznik typology ; The Kelley typology ; The Chaleff typology ; The Kellerman typology--
- Theoretical approaches to followership : Reversing the lens ; The leadership co-created process ; New perspectives on followership : Followers get the job done; Followers work in the best interest of the organization's mission; Followers challenge leaders; Followers support the leader; Followers learn from leaders ; Followership and destructive leaders : Our need for reassuring authority figures; Our need for security and certainty ; Our need to feel chosen or special; Our need for membership in the human community; Our fear of ostracism, isolation, and social death; Our fear of powerlessness to challenge a bad leader -- How does followership work? -- Case studies : Bluebird care ; Olympic rowers ; Penn State sexual abuse scandal -- Leadership instrument : Followership questionnaire--
- 13. Leadership ethics : Description : Ethics defined : Preconventional morality; Conventional morality; Postconventional morality ; Ethical theories ; Centrality of ethics to leadership ; Heifetz's perspective on ethical leadership ; Burn's perspective on ethical leadership ; The dark side of leadership ; Principles of ethical leadership : Ethical leaders respect others; Ethical leaders serve others; Ethical leaders are just; Ethical leaders are honest; Ethical leaders build community -- Case studies : Choosing a research assistant ; How safe is safe? ; Reexamining a proposal -- Leadership instrument : Ethical leadership style questionnaire (short form) -- 14. Team leadership / Susan E. Kegler Hill : Description : Team leadership model : Team effectiveness; Leadership decisions; Leadership actions -- How does the team leadership model work? -- Case studies : Can this virtual team work? ; Team crisis within the gates ; Starts with a bang, ends with a whimper--
- Leadership instrument : Team excellence and collaborative team leader questionnaire -- 15. Gender and leadership / Stefanie Simon and Crystal L. Hoyt : Description : The glass ceiling turned labyrinth : Evidence of the leadership labyrinth; Understanding the labyrinth -- Gender differences in leadership styles and effectiveness : Navigating the labyrinth -- Case studies : The "glass ceiling" ; Lack of inclusion and credibility ; Pregnancy as a barrier to job status -- Leadership instrument : The gender-leader implicit association test--
- 16. Culture and leadership : Description : Culture defined ; Related concepts : Ethnocentricism; Prejudice ; Dimensions of culture : Uncertainty avoidance; Power distance; Institutional collectivism; In-group collectivism; Gender egalitarianism; Assertiveness; Future orientation; Performance orientation; Humane orientation ; Clusters of world cultures ; Characteristics of clusters : Anglo; Confucian Asian; Eastern European; Germanic Europe; Latin America; Latin Europe; Middle East; Nordic Europe; Southern Asia; Sub Saharan Africa ; Leadership behavior and culture clusters : Eastern Europe leadership profile; Latin America leadership profile; Latin Europe leadership profile; Confucian Asia leadership profile; Nordic Europe leadership profile; Anglo leadership profile; Sub-Saharan Africa leadership profile; Southern Asia leadership profile; Germanic Europe leadership profile; Middle East leadership profile ; Universally desirable and undesirable leadership attributes--
- Case studies : A challenging workplace ; A special kind of financing ; Whose Latino center is it? -- Leadership instrument : Dimensions of culture questionnaire
- Isbn
- 9781506362311
- Label
- Leadership : theory and practice
- Title
- Leadership
- Title remainder
- theory and practice
- Statement of responsibility
- Peter G. Northouse, Western Michigan University
- Language
- eng
- Summary
- "Now with an all-new chapter on Followership! Adopted at more than 1600 institutions in 89 countries and translated into 13 different languages, this market-leading text successfully combines an academically robust account of the major theories and models of leadership with an accessible style and special emphasis on how leadership theory can inform leadership practice. Peter G. Northouse uses a consistent structure for each chapter, allowing students to easily compare and contrast the various theories. Case studies and questionnaires provide students with practical examples and opportunities to deepen their personal understanding of their own leadership style. Leadership: Theory and Practice, Eighth Edition provides readers with a user-friendly account of a wide range of leadership research in a clear, concise, and interesting manner"--The publisher
- Cataloging source
- DLC
- http://library.link/vocab/creatorName
- Northouse, Peter Guy
- Illustrations
- illustrations
- Index
- index present
- LC call number
- HM1261
- LC item number
- .N67 2019
- Literary form
- non fiction
- Nature of contents
- bibliography
- http://library.link/vocab/subjectName
-
- Leadership
- Leadership
- Leadership
- Leadership
- Führung
- Leiderschap
- Label
- Leadership : theory and practice, Peter G. Northouse, Western Michigan University
- Note
- Revised edition of the author's Leadership, 2015
- Bibliography note
- Includes bibliographical references and index
- Carrier category
- volume
- Carrier category code
-
- nc
- Carrier MARC source
- rdacarrier
- Content category
- text
- Content type code
-
- txt
- Content type MARC source
- rdacontent
- Contents
-
- 1. Introduction : Leadership defined : Ways of conceptualizing leadership ; Definition and components -- Leadership described : Trait versus process leadership ; Assigned versus emergent leadership ; Leadership and power ; Leadership and coercion ; Leadership and management -- 2. Trait approach : Description : Intelligence ; Self-confidence ; Determination ; Integrity ; Sociability ; Five-factor personality model and leadership ; Emotional intelligence -- How does the trait approach work? -- Case studies : Choosing a new director of research ; A remarkable turnaround ; Recruiting for the bank -- Leadership instrument : Leadership trait questionnaire (LTQ) -- 3. Skills approach : Description : Three-skill approach : Technical skills ; Human skills ; Conceptual skills ; Skills model : Competencies ; Individual attributes ; Leadership outcomes ; Career experiences ; Environmental influences -- How does the skills approach work?--
- Case studies : A strained research team ; A shift for Lieutenant Colonel Adams ; Andy's recipe ; Leadership instrument : Skills inventory -- 4. Behavioral approach : Description : The Ohio State studies ; The University of Michigan studies ; Blake and Mouton's managerial (leadership) grid : Authority-compliance; Country-club management; Impoverished management; Middle-of-the-road management; Team management ; Paternalism/maternalism ; Opportunism -- How does the behavioral approach work? -- Case studies : A drill sergeant at first ; Eating lunch standing up ; We are family -- Leadership instrument : Leadership behavior questionnaire -- 5. Situational approach : Description : Leadership style ; Development levels -- How does the situational approach work? -- Case studies : Marathon runners at different levels ; Why aren't they listening? ; Getting the message across -- Leadership instrument : Situational Leadership® Questionnaire: sample items--
- 6. Path-goal theory : Description : Leader behavior : Directive leadership; Supportive leadership; Participative leadership; Achievement-oriented leadership ; Follower characteristics ; Task characteristics -- How does path-goal theory work? -- Case studies : Three shifts, three supervisors ; Direction for some, support for others ; Playing in the orchestra -- Leadership instrument : Path-goal leadership questionnaire -- 7. Leader-member exchange theory : Description : Early studies ; Later studies ; Leadership making -- How does LMX theory work? -- Case studies : His team gets the best assignments ; Working hard at being fair ; Taking on additional responsibilities -- Leadership instrument : LMX 7 questionnaire--
- 8. Transformational leadership : Description : Transformational leadership defined ; Transformational leadership and charisma ; A model of transformational leadership : Transformational leadership factors; Transactional leadership factors ; Nonleadership factor ; Other transformational perspectives : Bennis and Nanus; Kouzes and Posner -- How does the transformational leadership approach work? -- Case studies : The vision failed ; An exploration in leadership ; Her vision of a model research center -- Leadership instrument : Sample items from the Multifactor Leadership Questionnaire (MLQ) form 5X-Short--
- 9. Authentic leadership : Description : Authentic leadership defined ; Approaches to authentic leadership : Practical approaches; Theoretical approaches -- How does authentic leadership work? -- Case studies : Am I really a leader? ; A leader under fire ; The reluctant first lady -- Leadership instrument : Authentic leadership self-assessment questionnaire -- 10. Servant leadership : Description : Servant leadership defined ; Historical basis of servant leadership ; Ten characteristics of a servant leader ; Building a theory about servant leadership -- Model of servant leadership : Antecedent conditions ; Servant leader behaviors ; Outcomes -- How does servant leadership work? -- Case studies : Everyone loves Mrs. Noble ; Doctor to the poor ; Servant leadership takes flight -- Leadership instrument : Servant leadership questionnaire -- 11. Adaptive leadership : Description : Adaptive leadership defined--
- A model of adaptive leadership : Situational challenges ; Technical challenges ; Technical and adaptive challenges ; Adaptive challenges ; Leader behaviors ; Adaptive work -- How does adaptive leadership work? -- Case studies : Silence, stigma, and mental illness ; Taming Bacchus ; Redskins no more -- Leadership instrument : Adaptive leadership questionnaire -- 12. Followership : Description : Followership defined ; Role-based and relational-based perspectives ; Typologies of followership : The Zaleznik typology ; The Kelley typology ; The Chaleff typology ; The Kellerman typology--
- Theoretical approaches to followership : Reversing the lens ; The leadership co-created process ; New perspectives on followership : Followers get the job done; Followers work in the best interest of the organization's mission; Followers challenge leaders; Followers support the leader; Followers learn from leaders ; Followership and destructive leaders : Our need for reassuring authority figures; Our need for security and certainty ; Our need to feel chosen or special; Our need for membership in the human community; Our fear of ostracism, isolation, and social death; Our fear of powerlessness to challenge a bad leader -- How does followership work? -- Case studies : Bluebird care ; Olympic rowers ; Penn State sexual abuse scandal -- Leadership instrument : Followership questionnaire--
- 13. Leadership ethics : Description : Ethics defined : Preconventional morality; Conventional morality; Postconventional morality ; Ethical theories ; Centrality of ethics to leadership ; Heifetz's perspective on ethical leadership ; Burn's perspective on ethical leadership ; The dark side of leadership ; Principles of ethical leadership : Ethical leaders respect others; Ethical leaders serve others; Ethical leaders are just; Ethical leaders are honest; Ethical leaders build community -- Case studies : Choosing a research assistant ; How safe is safe? ; Reexamining a proposal -- Leadership instrument : Ethical leadership style questionnaire (short form) -- 14. Team leadership / Susan E. Kegler Hill : Description : Team leadership model : Team effectiveness; Leadership decisions; Leadership actions -- How does the team leadership model work? -- Case studies : Can this virtual team work? ; Team crisis within the gates ; Starts with a bang, ends with a whimper--
- Leadership instrument : Team excellence and collaborative team leader questionnaire -- 15. Gender and leadership / Stefanie Simon and Crystal L. Hoyt : Description : The glass ceiling turned labyrinth : Evidence of the leadership labyrinth; Understanding the labyrinth -- Gender differences in leadership styles and effectiveness : Navigating the labyrinth -- Case studies : The "glass ceiling" ; Lack of inclusion and credibility ; Pregnancy as a barrier to job status -- Leadership instrument : The gender-leader implicit association test--
- 16. Culture and leadership : Description : Culture defined ; Related concepts : Ethnocentricism; Prejudice ; Dimensions of culture : Uncertainty avoidance; Power distance; Institutional collectivism; In-group collectivism; Gender egalitarianism; Assertiveness; Future orientation; Performance orientation; Humane orientation ; Clusters of world cultures ; Characteristics of clusters : Anglo; Confucian Asian; Eastern European; Germanic Europe; Latin America; Latin Europe; Middle East; Nordic Europe; Southern Asia; Sub Saharan Africa ; Leadership behavior and culture clusters : Eastern Europe leadership profile; Latin America leadership profile; Latin Europe leadership profile; Confucian Asia leadership profile; Nordic Europe leadership profile; Anglo leadership profile; Sub-Saharan Africa leadership profile; Southern Asia leadership profile; Germanic Europe leadership profile; Middle East leadership profile ; Universally desirable and undesirable leadership attributes--
- Case studies : A challenging workplace ; A special kind of financing ; Whose Latino center is it? -- Leadership instrument : Dimensions of culture questionnaire
- Dimensions
- 23 cm
- Edition
- Eighth edition.
- Extent
- xxxii, 493 pages
- Isbn
- 9781506362311
- Lccn
- 2017049134
- Media category
- unmediated
- Media MARC source
- rdamedia
- Media type code
-
- n
- Other physical details
- illustrations
- System control number
-
- (OCoLC)1014011023
- (OCoLC)on1014011023
- Label
- Leadership : theory and practice, Peter G. Northouse, Western Michigan University
- Note
- Revised edition of the author's Leadership, 2015
- Bibliography note
- Includes bibliographical references and index
- Carrier category
- volume
- Carrier category code
-
- nc
- Carrier MARC source
- rdacarrier
- Content category
- text
- Content type code
-
- txt
- Content type MARC source
- rdacontent
- Contents
-
- 1. Introduction : Leadership defined : Ways of conceptualizing leadership ; Definition and components -- Leadership described : Trait versus process leadership ; Assigned versus emergent leadership ; Leadership and power ; Leadership and coercion ; Leadership and management -- 2. Trait approach : Description : Intelligence ; Self-confidence ; Determination ; Integrity ; Sociability ; Five-factor personality model and leadership ; Emotional intelligence -- How does the trait approach work? -- Case studies : Choosing a new director of research ; A remarkable turnaround ; Recruiting for the bank -- Leadership instrument : Leadership trait questionnaire (LTQ) -- 3. Skills approach : Description : Three-skill approach : Technical skills ; Human skills ; Conceptual skills ; Skills model : Competencies ; Individual attributes ; Leadership outcomes ; Career experiences ; Environmental influences -- How does the skills approach work?--
- Case studies : A strained research team ; A shift for Lieutenant Colonel Adams ; Andy's recipe ; Leadership instrument : Skills inventory -- 4. Behavioral approach : Description : The Ohio State studies ; The University of Michigan studies ; Blake and Mouton's managerial (leadership) grid : Authority-compliance; Country-club management; Impoverished management; Middle-of-the-road management; Team management ; Paternalism/maternalism ; Opportunism -- How does the behavioral approach work? -- Case studies : A drill sergeant at first ; Eating lunch standing up ; We are family -- Leadership instrument : Leadership behavior questionnaire -- 5. Situational approach : Description : Leadership style ; Development levels -- How does the situational approach work? -- Case studies : Marathon runners at different levels ; Why aren't they listening? ; Getting the message across -- Leadership instrument : Situational Leadership® Questionnaire: sample items--
- 6. Path-goal theory : Description : Leader behavior : Directive leadership; Supportive leadership; Participative leadership; Achievement-oriented leadership ; Follower characteristics ; Task characteristics -- How does path-goal theory work? -- Case studies : Three shifts, three supervisors ; Direction for some, support for others ; Playing in the orchestra -- Leadership instrument : Path-goal leadership questionnaire -- 7. Leader-member exchange theory : Description : Early studies ; Later studies ; Leadership making -- How does LMX theory work? -- Case studies : His team gets the best assignments ; Working hard at being fair ; Taking on additional responsibilities -- Leadership instrument : LMX 7 questionnaire--
- 8. Transformational leadership : Description : Transformational leadership defined ; Transformational leadership and charisma ; A model of transformational leadership : Transformational leadership factors; Transactional leadership factors ; Nonleadership factor ; Other transformational perspectives : Bennis and Nanus; Kouzes and Posner -- How does the transformational leadership approach work? -- Case studies : The vision failed ; An exploration in leadership ; Her vision of a model research center -- Leadership instrument : Sample items from the Multifactor Leadership Questionnaire (MLQ) form 5X-Short--
- 9. Authentic leadership : Description : Authentic leadership defined ; Approaches to authentic leadership : Practical approaches; Theoretical approaches -- How does authentic leadership work? -- Case studies : Am I really a leader? ; A leader under fire ; The reluctant first lady -- Leadership instrument : Authentic leadership self-assessment questionnaire -- 10. Servant leadership : Description : Servant leadership defined ; Historical basis of servant leadership ; Ten characteristics of a servant leader ; Building a theory about servant leadership -- Model of servant leadership : Antecedent conditions ; Servant leader behaviors ; Outcomes -- How does servant leadership work? -- Case studies : Everyone loves Mrs. Noble ; Doctor to the poor ; Servant leadership takes flight -- Leadership instrument : Servant leadership questionnaire -- 11. Adaptive leadership : Description : Adaptive leadership defined--
- A model of adaptive leadership : Situational challenges ; Technical challenges ; Technical and adaptive challenges ; Adaptive challenges ; Leader behaviors ; Adaptive work -- How does adaptive leadership work? -- Case studies : Silence, stigma, and mental illness ; Taming Bacchus ; Redskins no more -- Leadership instrument : Adaptive leadership questionnaire -- 12. Followership : Description : Followership defined ; Role-based and relational-based perspectives ; Typologies of followership : The Zaleznik typology ; The Kelley typology ; The Chaleff typology ; The Kellerman typology--
- Theoretical approaches to followership : Reversing the lens ; The leadership co-created process ; New perspectives on followership : Followers get the job done; Followers work in the best interest of the organization's mission; Followers challenge leaders; Followers support the leader; Followers learn from leaders ; Followership and destructive leaders : Our need for reassuring authority figures; Our need for security and certainty ; Our need to feel chosen or special; Our need for membership in the human community; Our fear of ostracism, isolation, and social death; Our fear of powerlessness to challenge a bad leader -- How does followership work? -- Case studies : Bluebird care ; Olympic rowers ; Penn State sexual abuse scandal -- Leadership instrument : Followership questionnaire--
- 13. Leadership ethics : Description : Ethics defined : Preconventional morality; Conventional morality; Postconventional morality ; Ethical theories ; Centrality of ethics to leadership ; Heifetz's perspective on ethical leadership ; Burn's perspective on ethical leadership ; The dark side of leadership ; Principles of ethical leadership : Ethical leaders respect others; Ethical leaders serve others; Ethical leaders are just; Ethical leaders are honest; Ethical leaders build community -- Case studies : Choosing a research assistant ; How safe is safe? ; Reexamining a proposal -- Leadership instrument : Ethical leadership style questionnaire (short form) -- 14. Team leadership / Susan E. Kegler Hill : Description : Team leadership model : Team effectiveness; Leadership decisions; Leadership actions -- How does the team leadership model work? -- Case studies : Can this virtual team work? ; Team crisis within the gates ; Starts with a bang, ends with a whimper--
- Leadership instrument : Team excellence and collaborative team leader questionnaire -- 15. Gender and leadership / Stefanie Simon and Crystal L. Hoyt : Description : The glass ceiling turned labyrinth : Evidence of the leadership labyrinth; Understanding the labyrinth -- Gender differences in leadership styles and effectiveness : Navigating the labyrinth -- Case studies : The "glass ceiling" ; Lack of inclusion and credibility ; Pregnancy as a barrier to job status -- Leadership instrument : The gender-leader implicit association test--
- 16. Culture and leadership : Description : Culture defined ; Related concepts : Ethnocentricism; Prejudice ; Dimensions of culture : Uncertainty avoidance; Power distance; Institutional collectivism; In-group collectivism; Gender egalitarianism; Assertiveness; Future orientation; Performance orientation; Humane orientation ; Clusters of world cultures ; Characteristics of clusters : Anglo; Confucian Asian; Eastern European; Germanic Europe; Latin America; Latin Europe; Middle East; Nordic Europe; Southern Asia; Sub Saharan Africa ; Leadership behavior and culture clusters : Eastern Europe leadership profile; Latin America leadership profile; Latin Europe leadership profile; Confucian Asia leadership profile; Nordic Europe leadership profile; Anglo leadership profile; Sub-Saharan Africa leadership profile; Southern Asia leadership profile; Germanic Europe leadership profile; Middle East leadership profile ; Universally desirable and undesirable leadership attributes--
- Case studies : A challenging workplace ; A special kind of financing ; Whose Latino center is it? -- Leadership instrument : Dimensions of culture questionnaire
- Dimensions
- 23 cm
- Edition
- Eighth edition.
- Extent
- xxxii, 493 pages
- Isbn
- 9781506362311
- Lccn
- 2017049134
- Media category
- unmediated
- Media MARC source
- rdamedia
- Media type code
-
- n
- Other physical details
- illustrations
- System control number
-
- (OCoLC)1014011023
- (OCoLC)on1014011023
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<div class="citation" vocab="http://schema.org/"><i class="fa fa-external-link-square fa-fw"></i> Data from <span resource="http://link.bu.edu/portal/Leadership--theory-and-practice-Peter-G./FIheQy7jgvQ/" typeof="Book http://bibfra.me/vocab/lite/Item"><span property="name http://bibfra.me/vocab/lite/label"><a href="http://link.bu.edu/portal/Leadership--theory-and-practice-Peter-G./FIheQy7jgvQ/">Leadership : theory and practice, Peter G. Northouse, Western Michigan University</a></span> - <span property="potentialAction" typeOf="OrganizeAction"><span property="agent" typeof="LibrarySystem http://library.link/vocab/LibrarySystem" resource="http://link.bu.edu/"><span property="name http://bibfra.me/vocab/lite/label"><a property="url" href="http://link.bu.edu/">Boston University Libraries</a></span></span></span></span></div>
