Overview

`I found this book to be a real treat. It has the rare quality of being both profound and light at the same time…. It has the potential for appealing to a large audience, including managers, consultants, trainers, students, and researchers. It will make a difference in their life and work′ - Boas Shamir, Hebrew University of Jerusalem

Full Product Details

Author:   Bruce J. Avolio
Publisher:   SAGE Publications Inc
Imprint:   SAGE Publications Inc
Dimensions:   Width: 15.20cm , Height: 1.30cm , Length: 22.80cm
Weight:   0.340kg
ISBN:  

9780761906032

ISBN 10:   0761906037
Pages:   248
Publication Date:   29 April 1999
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Paperback
Publisher's Status:   Out of Print
Availability:   Out of stock  

Table of Contents

Building a Leadership Relationship Developing a Compact of Understanding Many Sides and Levels to Leadership Processes A Full Range View of Leadership Development and Potential Are Leaders Born Versus Made? Well, Yes Viewing Leadership at Its Many Levels If We Really Need to Do It, Then What Is Shared Leadership? Building the Context to Embed a Transformational Leadership System Four Principles at the Base of the Full Range Model - Which Rose to the Top Over and Over Again Its Not Leadership If It Affects Performance - Directly Several Strange Places to Learn About Full Leadership Development This Is the Last Chapter! The End/The Beginning

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Author Information

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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