Tartalomjegyzék

• Leadership – a values-work perspective
• Copyright Page
• Introduction
• chevron_rightPart I. A Brief Review of the History of Leadership Thought
  • chevron_rightChapter 1. Historical Concepts of Organizational Management and Basic Leadership Approaches
    • 1.1. Historical concepts of organizational management
    • chevron_right1.2. Basic leadership approaches
      • 1.2.1. Trait approach
      • 1.2.2. Behaviour approach
      • 1.2.3. Situational approach
      • 1.2.4. ‘New leadership’
    • References, Chapter 1
  • chevron_rightChapter 2. The Evolution and Nature of Transformational Leadership
    • chevron_right2.1. The evolution of the concept of transformational leadership
      • 2.1.1. The characteristics of the socio-economic environment during the development of transformational leadership
      • 2.1.2. A brief review of the history of transformational leadership
      • 2.1.3. Transformational leadership in the context of other theories • Earlier leadership theories
    • 2.2. The nature of transformational leadership
    • 2.3. The concept of transformation within transformational leadership theories
    • chevron_right2.4. Survey results of transformational leadership research in Hungary
      • 2.4.1. Problems of the transfer of the concept of transformational leadership to different cultural environments
      • 2.4.2. Hungarian survey results
      • 2.4.3. Theoretical conclusions and implications for further research
    • References, Chapter 2
• chevron_rightPart II. Leaders as Values Workers
  • chevron_rightChapter 3. Leadership as ‘Values-Work’
    • References, Chapter 3
  • chevron_rightChapter 4. Certain Aspects of the ‘Leaders as Representatives’ Perspective on Leadership
    • References Chapter 4
• chevron_rightPart III. Selected Issues of Values Representation
  • chevron_rightChapter 5. The Issue of Follower Development in the Concept of Transformational Leadership
    • 5.1. The target of, approach to and means of follower development in transformational leadership theories
    • 5.2. Theoretical problems of follower/employee development in transformational leadership
    • References, Chapter 5
  • chevron_rightChapter 6. Organizational Development in Flux – A Review on Debates Around Values and Re- Thinking How to Be Innovative
    • References, Chapter 6
  • chevron_rightChapter 7. Change and Values
    • References, Chapter 7
• chevron_rightAppendix
  • chevron_rightAppendix 1. Certain Aspects of Leadership and Employees’ Psychological Development in Work Organizations
    • Introduction
    • Work and psychological development from a Dynamic Psychiatric perspective
    • A case related to developmental leadership
    • References, Appendix 1
  • chevron_rightAppendix 2. Dimensions of Oppression and Release. A Case on the Evolution and Operation of a Professional Organization in Hungary
    • chevron_rightThe historical background in Hungary before 1990, and some other historical-contextual parameters of the foundation and operation of the organization
      • 1. Macro-political dimension of destructive aggression in the era of political oppression
      • 2. Oppression on a professional policy level
      • 3. Oppression in a regional context
      • 4. Level of dominant professional trends and attitudes
      • 5. The level of social life
      • 6. The level of family life
      • 7. The individual level
    • chevron_rightSome characteristics of the operation of the organization founded after the regime change in Hungary in 1990
      • 1. Some characteristics of ADPP’s foundation and activities
      • 2. Recognition of activities and accomplishments
    • Conclusions
    • Acknowledgements
  • chevron_rightAppendix 3. Applying transformational leadership principles and methods to leadership practice
    • Integrated thinking about management and leadership
    • Transformational aspects of motivating employees

Kiadó: Akadémiai Kiadó

Online megjelenés éve: 2023

ISBN: 978 963 454 874 4

In the final decades of the 20th century, in the era of the birth of the so called ‘new-leadership’ – and at the same time as the growing understanding about organizational culture – work on and through values, as a leverage and component of leadership has gained importance. The issue of values received special emphasis since the GLOBE research identified value-based behaviour as a core element of the (neo-)charisma of leaders. In the light of these conceptual developments, it seems to be paradoxical why values-work has not been more extensively used so far for conceptualizing and defining leadership.

Considering the values context of establishing goals, offering purpose, and meaning, dealing with followers’ perceptions and expectations, promoting a mission, etc., in this book leadership will be dealt with from a values-work perspective.

In the first part some of the underlying and specifically related – including ’transformational’ – leadership historical tendencies will be touched upon.

The subsequent parts will be devoted to conceptual problems of values representation and values-related leadership practices at different, namely interpersonal, organizational, and societal levels.

Beyond theoretical discussions this monograph offers illustrations of some key concepts by including checklists of, survey results about, and examples on values-driven, like transformational and developmental leadership behaviours. This way it can be used not only by academics, students but by leadership practitioners, i.e., ’values workers’ as well.

Hivatkozás: https://mersz.hu/feher-leadership-a-values-work-perspective//