Normal view MARC view ISBD view

Leadership in education : organizational theory for the practitioner /

by Marion, Russ.
Type: materialTypeLabelBookPublisher: Long Grove, Ill : Waveland Press, [2014]Edition: Second edition.Description: xviii, 374 pages : illustrations ; 24 cm.ISBN: 9781577669517; 1577669517.Subject(s): Educational leadership | Organizational sociology | School management and organization
Contents:
Machine generated contents note: Organization of the Book -- Features that Stimulate Thinking and Exploration -- The Applicability of Leadership Theories -- pt. I Leading Individuals -- 1.Managing Tasks: Scientific Management -- Overview and Chapter Objectives -- Management versus Leadership -- Frederick Taylor and the Scientific Management Movement -- Worker Incentives -- Separating Planning from Doing -- Scientific Management and Social Justice -- Decision Making from a Taylorian Perspective -- Administrative Functions -- Communication and Administration Management -- Bureaucracy Theory -- Critique of Bureaucracy Theory -- Hyperrationality -- Summary -- Diary -- Recommended Reading -- References -- 2.Leading People: Human Relations -- Overview and Chapter Objectives -- Elton Mayo and the Human Relations Movement -- The Hawthorne Plant Studies -- Three Traditions in Human Relations Research -- Motivation and Worker Psychology -- Informal Groups and Communication --
Contents note continued: Organizational Change -- Summary -- Diary -- Recommended Reading -- References -- 3.Leading Tasks and People: Structural-Functionalism -- Overview and Chapter Objectives -- Chester Barnard's Cooperative System -- Philip Selznick and Institutionalism -- Perspectives of Leadership -- Machine Theorists and Management-of-Influence Leadership -- The Tautology Trap -- Different Types of Traits -- Recent Resurrections of Trait Theory -- Triggers -- Heroic Leadership -- Human Relations and Management-of-Influence Leadership -- Relationships in Leadership Theory -- Structural-Functionalist and Management-of-Influence Leadership -- The Ohio State School of Leadership -- Management Styles of Effective Leaders -- Summary -- Diary -- Recommended Reading -- References -- 4.Changing, Motivating, and Leading in Open Systems: Systems Theory -- Overview and Chapter Objectives -- The Open Systems Perspective -- Characteristics of Open Systems -- Mapping the Environment --
Contents note continued: Open Systems Theory: Feedback -- Negative Feedback -- Positive Feedback -- Models of Open Systems -- Open Systems and Change in Practice -- Holistic Analysis of World Dynamics -- Where Is It Now? -- The Getzels-Guba Model of Organization -- Criticism of the Getzels-Guba Model -- Motivation and Open Systems Theory -- Leadership and MBO-Management by Objectives -- Communication and Open Systems -- Information Flow -- Information Overload -- E-mail Flaming -- Summary -- Diary -- Recommended Reading -- References -- 5.How to Lead: Contingency Theory -- Overview and Chapter Objectives -- The Premises Underlying Contingency Theory -- Structural Contingency Theory -- Differentiation -- Conflict and Integration -- Perrow's Contingency Theory Model -- Differentiation in Organizations -- Size Affects Structure -- Formalization and Integration -- Centralization of Authority -- Leadership Contingency Theory -- Managerial Grids -- Fiedler's Contingency Theory --
Contents note continued: Path-Goal Contingency Model -- Hersey and Blanchard's Tri-Dimensional Leader Effectiveness Model -- Contextual Conditions -- Criticisms of Contingency Theory -- A Primer and Caution on Contingency Theory Methodology -- Summary -- Diary -- Recommended Reading -- References -- 6.Leadership as Relationships: LMX Theory -- Overview and Chapter Objectives -- LMX Theory -- LMX Research in the New Century -- Stage 4 LMX -- Being Alike or Being Different -- LMX Scales -- Summary -- Diary -- Recommended Reading -- References -- 7.The Change-Oriented Leader: Transformational Leadership Theory -- Overview and Chapter Objectives -- Situating Transformational Leadership Theory -- What's the Difference? Transformational and Transactional Theories -- Morals not Management -- Transformational and Transactional Leadership Combined -- Background Work and Tools of the Transformational Leader -- Background Work: Self-Reflection --
Contents note continued: The Elements of Transformational Leadership -- Idealized Influence -- Inspirational Motivation -- Individualized Consideration -- Intellectual Stimulation -- Impacts of Transformational Leadership -- Critiques of Transformational Leadership -- Will the Real TL Please Stand Up? -- Transformational Leadership and Founder's Syndrome -- Morality under Fire -- Transformational Leadership's Power Problem -- Summary -- Diary -- Recommended Reading -- References -- pt. II Leading Collectives -- 8.Leading through Conflict -- Overview and Chapter Objectives -- Conflict Theory -- Conflict and the Structural-Functionalist Perspective -- Task and Personal Conflicts -- Conflict and Alliances -- Complexity Theory, Contagion, and Conflict -- Interaction -- Tags -- Triggers -- Summary -- Diary -- Recommended Reading -- References -- 9.Loose Coupling, Decision Making, and Sensemaking -- Overview and Chapter Objectives -- Loose Coupling -- Coupling and Stability --
Contents note continued: Leadership and Change -- Change and Dissemination -- Decision Making -- More on Why Decision-Making Capacity Is Limited -- Decisions in a Garbage Can -- Sensemaking -- Seven Properties of Sensemaking -- Sensemaking and Leadership -- The Mann Gulch Disaster -- Summary -- Diary -- Recommended Reading -- References -- 10.Encouraging Innovation and Building Fitness: Complexity Theory -- Overview and Chapter Objectives -- What Is Complexity? -- What Does Complexity Theory Do That Other Organizational Theories Cannot Do? -- Complex Adaptive Systems -- Emergence -- Organizational Knowledge -- Change -- Leadership of and in Complex Systems -- Administrative Leadership -- Adaptive Leadership -- Enabling Leadership -- Context -- Model of Complexity Leadership -- Complexity Leadership in Schools -- What Does This Mean for Practitioners? -- Examples -- Summary -- Diary -- Recommended Reading -- References --
Contents note continued: 11.Schools as Cultures: Cultural Approaches to Leadership -- Overview and Chapter Objectives -- Conceptualizing Culture -- The Elements of Culture -- Behavioral Regularities -- Climate -- Interpretive versus Postpositivist Approaches to Culture -- Organizational Culture Typologies -- Defining a Culture Inductively -- An Interpretive Framework -- The Functions of Culture -- Dysfunctional Cultures -- Theory Z -- Leadership and Impacting Culture -- The Critique -- Total Quality Management -- Summary -- Diary -- Recommended Reading -- References -- pt. III Three More Explanations Of Leadership Behavior -- 12.Interrogating Organizational Management and Control: Critical Theory -- Overview and Chapter Objectives -- Critical Theory: Marxist Beginnings -- Marxism: Structuralist Underpinnings -- The Frankfurt Contribution and the Import of Ideology -- The Not So Innocent Side of Rationality: An Ideological Tool --
Contents note continued: Surveilling Self: Continuous Improvement and Progress -- The Velvet Gloves: Integration, Family, and Democracy -- Critical Feminist Perspectives -- Early Feminist Theory -- Critical Feminist Theory -- Critical Race Theory -- Summary -- Diary -- Recommended Reading -- Notes -- References -- 13.Leading in a Manufactured Reality: Institutional Theory -- Overview and Chapter Objectives -- Background -- The New Institutionalism -- Socially Constructed Reality -- Fields -- Institutionalism and Legitimacy -- Isomorphism: Why Schools Look So Much Alike -- Coercive Pressures -- Mimicry Pressures -- Normative Pressures -- Early and Late Adopters -- Leadership and Manufacturing Reality -- Institutionalism and Change -- Institutionalism and Critical Theory -- Summary -- Diary -- Recommended Reading -- References -- 14.Evolution of the Organizational Animal: Population Ecology Theory -- Overview and Chapter Objectives -- Population Ecology -- Environment --
Contents note continued: Social Evolution -- Variation -- Selection -- Retention -- Types of Organizations -- Leadership in Professional Bureaucracies -- Shortcomings in the Professional Model -- The Failure of Organizations, Movements, and Ideas -- Leadership -- Summary -- Diary -- Recommended Reading -- References
Item type Location Collection Call number Status Date due
Books-14days Books-14days Eleftheriades Library
Staff Office
Faculty Development Collection 371.2 MAR (Browse shelf) Checked out 2017-08-15

Includes bibliographical references and index

Machine generated contents note: Organization of the Book -- Features that Stimulate Thinking and Exploration -- The Applicability of Leadership Theories -- pt. I Leading Individuals -- 1.Managing Tasks: Scientific Management -- Overview and Chapter Objectives -- Management versus Leadership -- Frederick Taylor and the Scientific Management Movement -- Worker Incentives -- Separating Planning from Doing -- Scientific Management and Social Justice -- Decision Making from a Taylorian Perspective -- Administrative Functions -- Communication and Administration Management -- Bureaucracy Theory -- Critique of Bureaucracy Theory -- Hyperrationality -- Summary -- Diary -- Recommended Reading -- References -- 2.Leading People: Human Relations -- Overview and Chapter Objectives -- Elton Mayo and the Human Relations Movement -- The Hawthorne Plant Studies -- Three Traditions in Human Relations Research -- Motivation and Worker Psychology -- Informal Groups and Communication --

Contents note continued: Organizational Change -- Summary -- Diary -- Recommended Reading -- References -- 3.Leading Tasks and People: Structural-Functionalism -- Overview and Chapter Objectives -- Chester Barnard's Cooperative System -- Philip Selznick and Institutionalism -- Perspectives of Leadership -- Machine Theorists and Management-of-Influence Leadership -- The Tautology Trap -- Different Types of Traits -- Recent Resurrections of Trait Theory -- Triggers -- Heroic Leadership -- Human Relations and Management-of-Influence Leadership -- Relationships in Leadership Theory -- Structural-Functionalist and Management-of-Influence Leadership -- The Ohio State School of Leadership -- Management Styles of Effective Leaders -- Summary -- Diary -- Recommended Reading -- References -- 4.Changing, Motivating, and Leading in Open Systems: Systems Theory -- Overview and Chapter Objectives -- The Open Systems Perspective -- Characteristics of Open Systems -- Mapping the Environment --

Contents note continued: Open Systems Theory: Feedback -- Negative Feedback -- Positive Feedback -- Models of Open Systems -- Open Systems and Change in Practice -- Holistic Analysis of World Dynamics -- Where Is It Now? -- The Getzels-Guba Model of Organization -- Criticism of the Getzels-Guba Model -- Motivation and Open Systems Theory -- Leadership and MBO-Management by Objectives -- Communication and Open Systems -- Information Flow -- Information Overload -- E-mail Flaming -- Summary -- Diary -- Recommended Reading -- References -- 5.How to Lead: Contingency Theory -- Overview and Chapter Objectives -- The Premises Underlying Contingency Theory -- Structural Contingency Theory -- Differentiation -- Conflict and Integration -- Perrow's Contingency Theory Model -- Differentiation in Organizations -- Size Affects Structure -- Formalization and Integration -- Centralization of Authority -- Leadership Contingency Theory -- Managerial Grids -- Fiedler's Contingency Theory --

Contents note continued: Path-Goal Contingency Model -- Hersey and Blanchard's Tri-Dimensional Leader Effectiveness Model -- Contextual Conditions -- Criticisms of Contingency Theory -- A Primer and Caution on Contingency Theory Methodology -- Summary -- Diary -- Recommended Reading -- References -- 6.Leadership as Relationships: LMX Theory -- Overview and Chapter Objectives -- LMX Theory -- LMX Research in the New Century -- Stage 4 LMX -- Being Alike or Being Different -- LMX Scales -- Summary -- Diary -- Recommended Reading -- References -- 7.The Change-Oriented Leader: Transformational Leadership Theory -- Overview and Chapter Objectives -- Situating Transformational Leadership Theory -- What's the Difference? Transformational and Transactional Theories -- Morals not Management -- Transformational and Transactional Leadership Combined -- Background Work and Tools of the Transformational Leader -- Background Work: Self-Reflection --

Contents note continued: The Elements of Transformational Leadership -- Idealized Influence -- Inspirational Motivation -- Individualized Consideration -- Intellectual Stimulation -- Impacts of Transformational Leadership -- Critiques of Transformational Leadership -- Will the Real TL Please Stand Up? -- Transformational Leadership and Founder's Syndrome -- Morality under Fire -- Transformational Leadership's Power Problem -- Summary -- Diary -- Recommended Reading -- References -- pt. II Leading Collectives -- 8.Leading through Conflict -- Overview and Chapter Objectives -- Conflict Theory -- Conflict and the Structural-Functionalist Perspective -- Task and Personal Conflicts -- Conflict and Alliances -- Complexity Theory, Contagion, and Conflict -- Interaction -- Tags -- Triggers -- Summary -- Diary -- Recommended Reading -- References -- 9.Loose Coupling, Decision Making, and Sensemaking -- Overview and Chapter Objectives -- Loose Coupling -- Coupling and Stability --

Contents note continued: Leadership and Change -- Change and Dissemination -- Decision Making -- More on Why Decision-Making Capacity Is Limited -- Decisions in a Garbage Can -- Sensemaking -- Seven Properties of Sensemaking -- Sensemaking and Leadership -- The Mann Gulch Disaster -- Summary -- Diary -- Recommended Reading -- References -- 10.Encouraging Innovation and Building Fitness: Complexity Theory -- Overview and Chapter Objectives -- What Is Complexity? -- What Does Complexity Theory Do That Other Organizational Theories Cannot Do? -- Complex Adaptive Systems -- Emergence -- Organizational Knowledge -- Change -- Leadership of and in Complex Systems -- Administrative Leadership -- Adaptive Leadership -- Enabling Leadership -- Context -- Model of Complexity Leadership -- Complexity Leadership in Schools -- What Does This Mean for Practitioners? -- Examples -- Summary -- Diary -- Recommended Reading -- References --

Contents note continued: 11.Schools as Cultures: Cultural Approaches to Leadership -- Overview and Chapter Objectives -- Conceptualizing Culture -- The Elements of Culture -- Behavioral Regularities -- Climate -- Interpretive versus Postpositivist Approaches to Culture -- Organizational Culture Typologies -- Defining a Culture Inductively -- An Interpretive Framework -- The Functions of Culture -- Dysfunctional Cultures -- Theory Z -- Leadership and Impacting Culture -- The Critique -- Total Quality Management -- Summary -- Diary -- Recommended Reading -- References -- pt. III Three More Explanations Of Leadership Behavior -- 12.Interrogating Organizational Management and Control: Critical Theory -- Overview and Chapter Objectives -- Critical Theory: Marxist Beginnings -- Marxism: Structuralist Underpinnings -- The Frankfurt Contribution and the Import of Ideology -- The Not So Innocent Side of Rationality: An Ideological Tool --

Contents note continued: Surveilling Self: Continuous Improvement and Progress -- The Velvet Gloves: Integration, Family, and Democracy -- Critical Feminist Perspectives -- Early Feminist Theory -- Critical Feminist Theory -- Critical Race Theory -- Summary -- Diary -- Recommended Reading -- Notes -- References -- 13.Leading in a Manufactured Reality: Institutional Theory -- Overview and Chapter Objectives -- Background -- The New Institutionalism -- Socially Constructed Reality -- Fields -- Institutionalism and Legitimacy -- Isomorphism: Why Schools Look So Much Alike -- Coercive Pressures -- Mimicry Pressures -- Normative Pressures -- Early and Late Adopters -- Leadership and Manufacturing Reality -- Institutionalism and Change -- Institutionalism and Critical Theory -- Summary -- Diary -- Recommended Reading -- References -- 14.Evolution of the Organizational Animal: Population Ecology Theory -- Overview and Chapter Objectives -- Population Ecology -- Environment --

Contents note continued: Social Evolution -- Variation -- Selection -- Retention -- Types of Organizations -- Leadership in Professional Bureaucracies -- Shortcomings in the Professional Model -- The Failure of Organizations, Movements, and Ideas -- Leadership -- Summary -- Diary -- Recommended Reading -- References

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