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By H. Skipton Leonard, Rachel Lewis, Arthur M. Freedman, Jonathan Passmore

A state of the art reference, drawing on key modern examine to supply an in-depth, foreign, and competencies-based method of the psychology of management, switch and OD

Puts state-of-the-art facts on the fingertips of organizational psychology practitioners who want it so much, yet who don't regularly have the time or assets to take care of with scholarly research
Thematic chapters hide management and worker health, organizational creativity and innovation, optimistic psychology and Appreciative Inquiry, and leadership-culture fit
Contributors contain David Cooperrider, Manfred Kets de Vries, Emma Donaldson-Feilder, Staale Einarsen, David Day, Beverley Alimo-Metcalfe, Michael Chaskalson and Bernard Burnes

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Additional resources for The Wiley-Blackwell Handbook of the Psychology of Leadership, Change and Organizational Development

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G. , 1986; Rueb & Foti, 1990). 1; that is, we attribute leadership ability to individuals who are seen as possessing the characteristics that are consistent with our notions of what a leader should be like. For many people, these characteristics reflect aspects of being charismatic. Hogan et al. (1994) warn of the potentially damaging consequences of not guarding against the inordinate influence of the attraction of charismatic candidates in selection processes. 24 Leadership Further criticism, voiced by Yukl (1999), is that the transformational model is elitist and antidemocratic, and suffers from “heroic leadership” bias, because the theory stresses that it is the leader who influences the followers to do exceptional things—a perspective it shares in common with both “charismatic” and “visionary” models.

Ethical leaders are characterized as honest, caring individuals who make decisions based on fairness, and who not only frequently refer to ethical standards, but also use appropriate rewards and punishments (a transactional approach) to reinforce them. , 2000, 2003). Brown & Treviño (2006) propose a range of individual and contextual variables that influence the behaviors of ethical leadership and its impact on follower motivation, satisfaction, and commitment. , 2000, 2003) into the nature of ethical leadership, which involved asking 20 senior executives and 20 ethics/compliance officers, using structured interviews, to consider an ethical leader with whom they had worked and “to answer broad questions about the characteristics, behaviors, and motives of that leader” (Brown & Treviño, 2006, p.

1994; Hogan & Hogan, 2001). House & Howell (1992) distinguish between two kinds of charismatic leadership: personalized (self-aggrandizing, exploitative, authoritarian) and socialized (altruistic, collectively oriented, egalitarian) (House & Aditya, 1997). ” Yukl (1999) warns that some charismatic leaders use manipulative behaviors such as “exaggerating positive achievements and taking unwarranted credit for achievements,” “covering up mistakes and failures,” and “blaming others for mistakes” (p.

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The Wiley-Blackwell Handbook of the Psychology of Leadership, Change and Organizational Development by H. Skipton Leonard, Rachel Lewis, Arthur M. Freedman, Jonathan Passmore

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