Clearings in the Forest: On the Study of LeadershipPurdue University Press, 2007 - 240 страници Reading about leadership is like walking through dense forest. The literature goes in so many different directions, a person can become lost. As a result, leadership studies struggles for academic credibility while it tries to bring some kind of order to this fascinating, complex, and important social phenomenon. Let Nathan Harter be your guide. As an Associate Professor of Organizational Leadership, he has found it helpful to orient students using the metaphor of a forest, where you can follow the streams down toward analysis or climb the peaks toward synthesis. The book reveals itself to be a work of philosophy. Specifically, it relies on Pragmatism to resolve thorny theoretical issues, since leadership studies must be eminently practical. The reader acquires analytical skills along the way, while touring different paths of the forest. This book targets an emergent market comprised of scholars and educators, as well as the libraries that serve them. People come to study leadership from different disciplines and expect to find an integrated, theoretical treatment of the subject. Despite the growing popularity of leadership programs, however, theoretical works are rare. As a few post-secondary programs introduce graduate programs in leadership, this book could also serve as their textbook. |
Съдържание
WHAT IS LEADERSHIP STUDIES? | 1 |
A A IS FOR APPLE | 3 |
B POLITICS SOCIETY AND THE ORGANIZATION | 4 |
C FOUR UMBRELLAS | 5 |
D CHAPTER SUMMARY | 18 |
PRAGMATISM IN LEADERSHIP STUDIES | 19 |
B DESCRIBING THE APPROACH | 21 |
C CHAPTER SUMMARY | 29 |
C GEORG SIMMEL | 123 |
D SUMMARY OF PART I | 126 |
B ERIC VOEGELIN | 128 |
C THE CHALLENGE FOR ETHICAL LEADERS | 129 |
E WANTING TO ESCAPE THE TENSION | 130 |
F OPENNESS TO THE GROUND | 132 |
G DEFORMING THE TRUTH | 133 |
H CONCLUSION TO PART II | 134 |
LEADERSHIP AS EXPERIENCETHEORYSYMBOL | 31 |
A MORE PRECISELY THEN WHAT IS LEADERSHIP? | 32 |
B WHATS IN A WORD? | 34 |
C THATS WHAT YOU SAY | 40 |
D CHAPTER SUMMARY | 43 |
LEADERSHIP AS IMAGE | 45 |
B VOEGELINS TOOLKIT | 51 |
C CHAPTER SUMMARY | 66 |
LETS STOP FOR A MOMENT | 67 |
LEADERSHIP AS FORM PART I | 75 |
B WHAT IS A SOCIOLOGICAL FORM? | 82 |
LEADERSHIP AS FORM PART II | 89 |
B WHAT THEN ARE THE CONDITIONS UNDER WHICH LEADERSHIP EMERGES? | 93 |
C CHAPTER SUMMARY | 101 |
SLICING THE APPLE | 105 |
A BASIC DIMENSIONS | 106 |
B POWER | 108 |
C THE MORAL DIMENSION | 112 |
D CHAPTER SUMMARY | 117 |
TREAD A THORNY PATH | 119 |
B MICHAEL OAKESHOTT | 121 |
WEBS OF INFLUENCE | 137 |
A MULTIPLE LEADERS | 138 |
B EXCURSUS ON THE LEADERSHIP OF FOLLOWERS BENEFICIARIES AND NONEXISTENT LEADERS | 141 |
C ELITES | 145 |
D CHAPTER SUMMARY | 150 |
TIME TO CATCH OUR BREATH | 151 |
SYSTEMS ALL THE WAY DOWN | 155 |
THE CASE FOR SYSTEMS THINKING | 156 |
B SYSTEMS THEORY | 157 |
C FINDING A PLACE FOR SYSTEMS THEORY | 160 |
D CHAPTER SUMMARY | 163 |
VOEGELINS LADDER | 165 |
A THE HORIZONTAL | 166 |
B THE VERTICAL | 169 |
C A PRESCRIPTION | 176 |
D CHAPTER SUMMARY | 178 |
LEADERSHIP IN THE FLUX | 179 |
NOTES | 187 |
REFERENCES | 203 |
213 | |
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