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Books on the topic 'Situational leadership'

Author: Grafiati

Published: 4 June 2021

Last updated: 27 April 2022

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1

Weaver, Duldt Bonnie, ed. Situational leadership in nursing. Norwalk, Conn: Appleton & Lange, 1989.

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2

Blanchard, Kenneth H. Leadership and the one miunute manager: Increasing effectiveness through situational leadership. New York, NY: Morrow, 1985.

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3

Patricia, Zigarmi, and Zigarmi Drea, eds. Leadership and the one minute manager: Increasing effectiveness through situational leadership. New York: Morrow, 1985.

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4

The situational leader: The Other 59 Minutes. New York, NY: Warner Books, 1985.

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5

Mujtaba, Bahaudin. The ethics of management and situational leadership in Afghanistan. Hallandale Beach, Fla: Aglob Publishing, 2005.

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6

Tyler, Ken. Using the situational leadership model as a training instrument with PGCE primary students. Loughborough: Loughborough University, Department of Education, 1993.

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7

1951-, Fowler Susan, and Hawkins Laurence, eds. Self-leadership and the one minute manager: Discover the magic of no excuses! : increasing effectiveness through situational self leadership. New York: Morrow, 2005.

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8

Holenweger, Michael, Michael Karl Jager, and Franz Kernic, eds. Leadership in Extreme Situations. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-55059-6.

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9

Extreme leadership: Leaders, teams, and situations outside the norm. Cheltenham, UK: Edward Elgar, 2013.

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10

Hersey, Paul. Le leader situationnel. Montréal: Actualisation, 1995.

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11

Hersey, Paul. Le leader situationnel. Paris: Éditions d'Organisation, 1989.

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12

DeCoske, Michael A., Jennifer E. Tryon, and Sara J. White. The pharmacy leadership field guide: Cases and advice for everyday situations. Bethesda, Md: American Society of Health-System Pharmacists, Inc., 2011.

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13

The leader's pocket guide: 101 indispensable tools, tips, and techniques for any situation. New York, NY: American Management Association, 2012.

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14

Effective multi-unit leadership: Commitment, control, and change in multi-site situations. Burlington, VT: Gower, 2012.

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15

V, Mitullah W., and Centre for Law and Research International, eds. Gender and leadership in Kenya: A post-2007 general elections' situation analysis. Nairobi: Centre for Law and Research International (CLARION), 2010.

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16

Yu, Yu-lin. Communist China's political and economic situation under the leadership of Jiang Zemin. (Taipei: World League for Freedom and Democracy, Republic of China Chapter, 1992.

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17

Yu-Lin, Yu. Communist China's political and economic situation under the leadership of Jiang Zemin. Taiwan: World League for freedom and Democracy Republic of China chapter, 1992.

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18

Communist China's political and economic situation under the leadership of Jiang Zemin. [Taipei: World League for Freedom and Democracy, Republic of China Chapter, 1992.

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19

U.S. DEPT. OF THE ARMY. U.S. Army leadership handbook: Skills, tactics, and techniques for leading in any situation. New York: Skyhorse Pub., 2012.

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20

Leadership in dangerous situations: A handbook for the Armed Forces, emergency services, and first responders. Annapolis, Md: Naval Institute Press, 2011.

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21

A, Joyce Teddi, ed. Effective leadership communication: A guide for department chairs and deans for managing difficult situations and people. Bolton, Mass: Anker Pub., 2007.

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22

E, Quinn Robert, ed. Lift: Becoming a positive force in any situation. San Francisco, Calif: Berrett-Koehler Publishers, 2009.

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23

Kenney, Garrett C. Leadership in John: An analysis of the situation and strategy of the Gospel and the epistles of John. Lanham, Md: University Press of America, 2000.

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24

Centre for African Family Studies. Une analyse de la situation sur la gouvernance et le leadership des ONG en Afrique au Sud du Sahara. Lomé, Togo: Centre d'études de la famille africaine, 2001.

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25

Acord, David. What would Lincoln do?: Lincoln's most inspired solutions to challenging problems and difficult situations. Naperville, IL: Sourcebooks, Inc., 2009.

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26

Finlayson, Andrew. Questions that work: How to ask questions that will help you succeed in any business situation. New York: AMACOM, 2001.

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27

Blanchard, Kenneth H. Situational Leadership (SLII). Pfeiffer Wiley, 1997.

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28

Blanchard, Kenneth H. Situational Leadership (SLII). Pfeiffer Wiley, 1998.

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29

Blanchard, Kenneth H. Situational Leadership (SLII). Pfeiffer Wiley, 1998.

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30

Hersey, Paul. Situational Leader. 4th ed. Pfeiffer & Co, 1992.

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31

Situational Leadership Sampler/Pbn 203Le. Pfeiffer & Co, 1990.

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32

Hersey. Situational Leadership Sampler/Pbn 203Le. Pfeiffer & Co, 1990.

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33

Cronrath, Pamela R. Chief nursing executives' leadership style and effectiveness: Application of situational leadership theory. 1990.

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34

Fowler, Susan, Ken et al Blanchard, and Laurence Hawkins. Self Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Self Leadership. William Morrow, 2005.

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35

author, Zigarmi Patricia, and Zigarmi Drea author, eds. Leadership and the one minute manager: Increasing effectiveness through situational leadership® II. William Morrow, 2013.

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36

Fowler, Susan, Ken et al Blanchard, and Laurence Hawkins. Self Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Self Leadership. William Morrow, 2005.

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37

Müller, Ralf, Nathalie Drouin, and Shankar Sankaran. Balanced Leadership. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780190076122.001.0001.

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This book describes balanced leadership in projects. Based on an award winning global program of research studies on leadership reality in projects, this book shows that leadership changes constantly and is not as static as existing literature may suggests. Instead, leadership in projects is dynamically shifted between project managers, individual team members, and subteams, all balanced in situational contingency. Their leadership may be exercised through a vertical, horizontal, shared, or distributed leadership approach. However, it is balanced leadership that ensures the best suitable leadership approach is used in any given situation. For that, the book presents a project-specific leadership approach called horizontal leadership, a theory of balanced leadership, and the five building blocks that enable balanced leadership. These are nomination of team members, identification of potential leaders, selection and empowerment of leaders, empowered leadership and its governance, as well as leadership transition. Emphasis is also given to the coordination of these building blocks through the socio-cognitive space, shared by project manager and team. The book finishes with three real-life case studies that exemplify how balanced leadership unfolds in projects.

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38

Poston, Laura Iona. RELATIONSHIP OF WORK BEHAVIOR TYPES AND SITUATIONAL LEADERSHIP WITHIN COLLEGES OF NURSING. 1988.

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39

Platow, Michael J., S. Alexander Haslam, and Stephen D. Reicher. The Social Psychology of Leadership. Edited by Stephen G. Harkins, Kipling D. Williams, and Jerry Burger. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780199859870.013.14.

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Leadership is the process of influencing others in a manner that enhances their contribution to the realization of group goals. We demonstrate how social influence emerges from psychological in-group members, particularly highly in-group prototypical ones. Through leader fairness, respect, and other rhetorical behaviors, leaders become entrepreneurs of identity, creating a shared sense of “us.” Personality research reveals contextual variability in correlations with leadership outcomes, suggesting that situational parameters exert their own influence over the influence of would-be leaders. Successful transactional leadership is predicated upon a shared social identity, and transformational leadership can help create that identity. Group members have shared beliefs about what makes a leader, with these beliefs themselves fluctuating with changes in the group and intergroup context. Approaching the analysis of leadership from a psychological group perspective allows us to understand leadership literature as an integrated oeuvre that provides insight into leadership’s foundation.

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40

Nye, Richard Joseph. Situational leadership: Its relationship to the innovative performance of selected secondary school principals. 1986, 1986.

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41

Situational leadership and personal effectiveness: Profile of managerial functionaries in development organisations in India. Anand: Institute of Rural Management Anand, 2011.

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42

Butcher, Brad W. Leadership and Crisis Management (DRAFT). Edited by Raghavan Murugan and Joseph M. Darby. Oxford University Press, 2018. http://dx.doi.org/10.1093/med/9780190612474.003.0003.

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Medical errors were recently identified as the third leading cause of death in the United States. Many of these errors result from deficiencies in nontechnical skills (NTS), including effective communication and appropriate task delegation. Rapid response teams (RRTs) operate in error-prone, high-stakes environments where elevated clinical risk, substantial time pressure, and the need to perform multiple actions in parallel coexist. Borrowing from the aviation industry and the military, medicine is placing a growing emphasis on instructing healthcare providers, particularly members of teams, in the NTS of crisis management. Barriers to developing these skills can be overcome through encouraging standardization and practice using realistic simulation. When directing a team in the care of a deteriorating patient, RRT leaders must introduce team members and their roles, maintain an assertive yet inclusive tone, practice closed loop communication, control the crowd, maintain situational awareness, promote a flattened hierarchy, and perform regular debriefing sessions.

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43

Bogert, Sheryl Anne. An analysis of teaching styles in higher education using situational leadership theory: a field study. 1986.

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44

Lobban, Stephen J. An analysis of the relationship between clinical supervision and situational leadership: The development of a process to increase clinical supervision effectiveness. 1988.

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45

Kondy, Stephanie M. The relationship of situational variables to the leadership styles of developmental disabilities administrators within state institutions of Florida. 1987.

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46

Müller, Henriette. Political Leadership and the European Commission Presidency. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780198842002.001.0001.

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The EU’s pluralistic, nonhierarchical system of multilevel governance lacks clear structures of both government and opposition. According to the EU treaties, the presidency of the European Commission is thus not explicitly expected to exercise political leadership. However, the position cannot effectively be exercised without any demonstration of such leadership due to its many leadership functions. Examining this curious mix of strong political demands, weak institutional powers, and need for political leadership, this book systematically analyzes the political leadership performance of the presidents of the European Commission throughout the process of European integration. The basic argument is that Commission presidents matter not only in the process of European integration, but that their impact varies according to how the different incumbents deal with the institutional structure and the situational circumstances, and thus their available strategic choices. The primary research question is thus: What makes political leadership in European governance successful and to what extent (and why) do Commission presidents differ in their leadership performance? In addressing this question, this book departs from existing research on EU leadership, which has to date often analyzed either the EU’s institutional structure and its potential for leadership or mainly focused on only the most recent incumbents in case study analyses. Focusing on the multiterm European Commission presidents Walter Hallstein, Jacques Delors, and José Manuel Barroso, this book conceptualizes their political leadership as a performance, and thus systematically analyzes their agenda-setting, mediative-institutional, and public outreach performance over the entire course of their presidential terms.

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47

Evans, Charlotte, Anne Creaton, Marcus Kennedy, and Terry Martin, eds. Crisis resource management. Oxford University Press, 2016. http://dx.doi.org/10.1093/med/9780198722168.003.0007.

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Integral to the delivery of excellence in retrieval medicine is crisis resource management. These concepts are comprehensively discussed in a ‘theory’ and ‘application’ format for ease of use by the reader. Examples and advice on how to improve team-working, leadership, planning skills, communication, and situational awareness, therefore minimizing patient risk and improving outcomes are discussed. Planning for unexpected complications in the austere environment negates risk. Concepts such as error wisdom, mindfulness, and situational and risk awareness are introduced for the reader to gain additional perspective of situation and self. The chapter ends with a brief overview of the application and benefits of simulation use in CRM.

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48

Li, Yuan, and Wen Haiming. Confucius (551–479 BC). Edited by Jenny Helin, Tor Hernes, Daniel Hjorth, and Robin Holt. Oxford University Press, 2014. http://dx.doi.org/10.1093/oxfordhb/9780199669356.013.0004.

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This chapter argues that Confucianism sheds some lights on modern organization leadership from a processual perspective. The cosmological foundation of Confucianism is the dao and its processual nature. Confucian leaders, such as sages and exemplary persons, apply the dao of nature in their art of leadership. Self-cultivation is one of the Confucian core values because people living in a processual organization need to cultivate themselves to be able to deal with changing situations. For a Confucian leader, it is necessary to bring people’s behaviours and thinking onto the proper tracks, and to inspire the people’s moral self-rule. Put another way, the leaders’ art of leading appropriately is to rule between the extremes and handle things according to situational median degree.

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49

Kernic, Franz, Harald Haas, and Andrea Plaschke. Leadership in Challenging Situations. Lang Publishing, Incorporated, Peter, 2012.

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50

Leadership in Challenging Situations. Lang GmbH, Internationaler Verlag der Wissenschaften, Peter, 2012.

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