New PDF release: Contemporary Leadership Theories: Enhancing the

By Ingo Winkler

Asisthecasewithmostbooks,thisbookalsotooksometimetoevolve. Withthe ?rstideasaboutwritingitbeginningin2004,itwasaratherlongandbusyprocess. However,itwasalsoaprocessfullofacquiringnewknowledge,discussingtopics
withinterestingpeople,gainingpersonalinsights,and?nallyresultinginpersonal improvement. Particularly,IwouldliketothankRainhartLang,whocontributedto myunderstandingofleadershipandtheorybyprovidingmanysuggestionsandalot
ofadvice. Furthermore,IwouldliketothankthestudentsatChemnitzUniversityof Technologywhopatientlytookpartinmycoursesoncontemporaryleadership thought. FromthemIlearnedhownewcomerstothesubjectunderstandwhatIhave
writteninselectedchaptersandwhatshouldbeconsequentlyamended. Additi- ally,ElisabethSchumannandJuliaHeiberdidagreatjobwithproofreadingthe bookandadvancingtheleveloflanguage. AsEnglishisnotmy?rstlanguageitwas
sometimesnecessarytoremindmethatexpressingsomethinginEnglishisrather differentfromtellingitinGerman. Finally,Iamalsogratefultothepeopleat Springer,whohelpedmepublishingthisbook. v Contents 1 AimsandOutlineoftheBook . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 2 CharacteristicsofContemporaryTheoreticalApproaches inLeadershipResearch. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . five three AttributionTheoryinLeadershipResearch. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . nine IntroductionandBackground. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . nine LeadershipasAttributedQuality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Leader'sAttributionsBasedonObservedBehavior . . . . . . . . . . .
. . . . . . . . . . . . . 15 StageofDiagnosis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . sixteen StageofDecision. . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 AnInteractiveModeloftheLeader/MemberAttributionProcess. . . . . . . . . . 20 SelectedProsandCons . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . 22 four PsychodynamicLeadershipApproach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 IntroductionandBackground. . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . 23 BasicConcepts. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 FamilyofOrigin . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 ProcessofMaturationandIndividualization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
DependenceandIndependence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Regression. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . 25 SuppressionandShadowoftheEgo. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Identi?cationandtheEmergenceofLeadership . . . . . . . . . . . . . . . . . . . . . . . .
. . . . 26 AnalysisofLeadershipRelations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 TypesofLeaders. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . .

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Contemporary Leadership Theories: Enhancing the Understanding of the Complexity, Subjectivity and Dynamic of Leadership (Contributions to Management Science) by Ingo Winkler


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