How can managers bring about optimum performance from the individuals in their organizations? What leadership techniques produce the most effective organizations? This book examines the theory and practice of the dynamic and innovative style of transformational leadership. The transformational leader encourages followers by acting as a role model, motivating through inspiration, stimulating intellectually, and giving individualized consideration to their needs and goals. Chapters explore how transformational leadership affects important issues in today's organizations such as delegation, teamwork, decision making, total quality management and corporate reorganization.
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Book Description
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About the Author
Bruce J. Avolio
Marion B. Ingersoll Professor, Executive Director, Center for Leadership and Strategic Thinking
Michael G. Foster School of Business, University of Washington
Dr. Avolio has an international reputation as a researcher and practitioner in leadership. He has consulted with public and private organizations in North and South America, Africa, Europe, and Southeast Asia, as well as in Australia, New Zealand, Saudi Arabia and Israel. His research and consulting includes work with the militaries of the United States of America, Singapore, Sweden, Finland, Israel, and South Africa.
Dr. Avolio is a fellow of the Academy of Management, American Psychological Society, American Psychological Association and the Gerontological Society. He is the former President of the Society for Human Resource Management Foundation and the Organizational Behavior Division of the Academy of Management.
Dr. Avolio has published 10 books and over a 125 articles on leadership and related areas. His books include Transformational and Charismatic Leadership: The Road Ahead (Elsevier Science, 2002), Full Leadership Development: Building the Vital Forces in Organizations (Sage Publications, 1999), and Developing Potential Across a Full Range of Leadership: Cases on Transactional and Transformational Leadership (Lawrence Erlbaum Associates, 2000). His newest books are Leadership Development in Balance: Made/Born (Lawrence Erlbaum Associates, February 2005), The High Impact Leader: Moments Matter in Authentic Leadership Development (McGraw-Hill 2006) and Psychological capital: Developing the human competitive edge (Oxford Press, 2007) with Fred Luthans and Carolyn Youssef.
Dr. Avolio has worked with government agencies on national leadership development projects, and with governments at the state and local level. His current projects include:
- Working with public healthcare leaders to design a leadership institute for healthcare providers and educators.
- Working on a 4 year project with the U.S. Veteran’s Administration on strategic leadership development and ownership.
- Current projects include a 300k contract with the U.S. Military Academy at West Point to investigate ethical leadership development; a 730k contract to conduct a longitudinal investigation of leadership development with military officers, and a 186k contract with the VA to examine how taking ownership and developing leadership produce better healthcare results.
Dr. Avolio’s latest interest and presentations focus on the following:
- How do we accelerate authentic leadership development for maximum impact on performance?
- How do we use the positive psychological capacities of leaders to accelerate change?
- How do we show decision makers the ‘return on development’ investment in leadership?
- How can we develop leaders and leadership to effectively operate in extreme contexts?
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11 of 11 people found the following review helpful:
5.0 out of 5 stars
A Four-Point Model for Transformational Leadership,
By
This review is from: Improving Organizational Effectiveness through Transformational Leadership (Paperback)
The authors of this book provide an easy to implement model of transformational leadership based on four points, which they call the four I's. The focus of their full-range leadership model is a long-term transformational change, as opposed to short-term transactional models. The author's model reflects the importance of leadership and vision in creating organizational "buy-in," driving competitive change, and creating self-sustaining organizations through the growth of like-minded leaders.I found this book to be well-written and easy to read. The authors apply the model to a wide-range of organizational situations. The only limitation to this book that I found, was a question that I posed to the model, which questions the validity of the model if the culture does nor support the leadership and vision. I suppose though, that the authors would counter argue that if the culture did not support the leadership and vision, that the basis of their model, the four I's were not being implmented properly.
1.0 out of 5 stars
worst book ever,
This review is from: Improving Organizational Effectiveness through Transformational Leadership (Paperback)
this is a horrible book. please look for a better one. this was boring, hard to read, and just regurgitated everything i already knew about leadership
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Inside This Book
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Browse Sample Pages:
Front Cover | Table of Contents | First Pages | Index | Back Cover | Surprise Me!
Front Cover | Table of Contents | First Pages | Index | Back Cover | Surprise Me!
Citations (learn more)
22
books
cite this book:
See all 22 books citing this book
- Understanding Leadership (Paperback) by Gayle C Avery in Back Matter (1), Back Matter (2), and Back Matter (3)
- The High Impact Leader by Bruce J. Avolio in Back Matter (1), and Back Matter (2)
- The New Age Movement: The Celebration of the Self and the Sacralization of Modernity by Paul Heelas on page 104, and Back Matter
- Managing the Human Side of Information Technology: Challenges and Solutions by Edward Szewczak on page 28, and page 33
- School Effectiveness And School-Based Management: A Mechanism For Development (Student Outcomes and the Reform of Education) by Yin Cheong Cheng Associate Director Hong Kong Institute of Educational Research. in Back Matter
See all 22 books citing this book
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