Leading Organizations: Perspectives for a New Era » (2nd Edition)

Gill Robinson Hickman (Ph.D., University of Southern California) is currently a Professor of Leadership Studies in the Jepson School of Leadership Studies at the University of Richmond. Her previous experience includes founding Dean in the School of Health at California State University, acting Associate Dean at Virginia Commonwealth University, Professor of Public Administration and Director of Human Resources for two organizations. She was also a founding partner in a small California retail business.

Dr. Hickman has published two other books titled Leading Organizations: Perspectives for a New Era for Sage Publications and Managing Personnel in the Public Sector: A Shared Responsibility with Dalton Lee for Harcourt College Publishers. In addition, she has published a number of book chapters and articles on leadership studies. Her current research and book project with Dr. Georgia Sorenson focuses on The Power of Invisible Leadership, which examines leadership in settings where dedication to a powerful purpose is the motivating force for people to take action.

Dr. Hickman was an invited presenter at the China Executive Leadership Academy Pudong (CELAP), Shanghai, China, the Leadership in Central Europe Conference at Palacky University in Olomouc, Czech Republic, the Salzburg Seminar in Salzburg, Austria, and the University of the Western Cape in South Africa. She has participated as a panel member at international conferences in Amsterdam, The Netherlands, Guadalajara, Mexico and Vancouver and Toronto, Canada. At the Jepson School, she teaches courses on leading change, theories and models of leadership, leadership in organizations, and leadership in adiverse society.

An integrated perspective on leadership for a new era.

The purpose of the book is to help prepare individuals in any role for leading and participating in new era organizations. Leadership can and does make a meaningful difference in every aspect of an organization. Organizations can become better by focusing on the development of human capacity and by basing their actions on a foundation of values and ethics. A major role of leadership in this context is to engage participants in the work of identifying, developing, and employing a foundation of values that are responsive and accountable to participants, stakeholders, and society. The interchange of roles between leaders and participants in this process is a fundamental shift in the functioning and philosophy of organizational leadership. Leading Organizations provides a framework for examining and practicing organizational leadership for the twenty-first century.

Booknews

Some 65 contributors express their views of and visions for the new structure of organizations operating under recent developments in the theory and practice of leadership. Most authors are academics with a large minority representing management and consulting.

	Preface
	Introduction
1	Toward the New Millennium	5
2	The Corporate Identity Crisis	8
3	From the Pendulum to the Fire: Coming to Terms With Irreversible Change	19
4	Paradigm Shift: Introduction	26
5	The Virtual Organization	44
6	Bureaucracy Versus Leadership	55
7	Large-Scale Organized Systems	60
8	The Paradoxes of Leadership	68
9	Reforming Institutionalized Organizations	79
10	Leadership and Management	97
11	Servant Leadership in Business	115
12	What Is Leadership?	130
13	Transactional and Transforming Leadership	133
14	Improving Organizational Effectiveness Through Transformational Leadership: Introduction	135
15	Contingency Theories of Leadership	141
16	Chaos and the Strange Attractor of Meaning	158
17	The Ethics of Charismatic Leadership: Submission or Liberation?	166
18	Tyrannosaurus Rex: The Boss as Corporate Dinosaur	181
19	Leadership Secrets From Exemplary Followers	193
20	The Empowering Leader: Unrealized Opportunities	202
21	Customers Take Charge	214
22	Strategic Customers or Strategic Citizens? Public Leadership and Resistant Followership	217
23	Why Does Vision Matter?	231
24	Organizational Vision and Visionary Organizations	234
25	The Dark Side of Leadership	250
26	Strategic Management: Mission and the General Environment	261
27	From Bureaucracies to Networks: The Emergence of New Organizational Forms	283
28	Is a Network Perspective a Useful Way of Studying Organizations?	287
29	Self-Directed Work Teams: What Are They and Where Did They Come From?	302
30	The Strategy Team: Teams at the Top - The Operating Committee: The Core of the Strategy Team	309
31	Strong Cultures: The New "Old Rule" for Business Success	327
32	On the Role of Top Management	336
33	Values in Leadership	343
34	The Strategy Team: Teams at the Top - Core Values as a Strategic Driver	357
35	Moral Leadership and Business Ethics	360
36	Business Ethics as Moral Imagination	372
37	Changing the Conditions of Work: Responding to Increasing Work Force Diversity and New Family Patterns	378
38	Going Beyond the Rhetoric of Race and Gender	390
39	Leading and Empowering Diverse Followers	397
40	Personal Mastery	411
41	Building Individual Learning	424
42	The Leader's New Work: Building Learning Organizations	439
43	Successful Change and the Force That Drives It	458
44	Collaboration: The Constructive Management of Differences	467
45	Recognize Contributions: Linking Rewards With Performance	481
46	The Merchants and Their Visions	499
47	A New Wave	503
48	The Fire This Time?	511
49	Environmental Leadership: From Compliance to Competitive Advantage	522
50	The Seven (Almost) Deadly Sins of High-Minded Entrepreneurs	534
51	The Age of Social Transformation	538
52	Leadership and the Social Imperative of Organizations in the 21st Century	559
53	Leadership in the 21st Century	572
	Index	581
	About the Editor	609
	List of Contributors	611