Global Leadership Attributes. The Dark Side of Leadership. Leadership Snapshot: Michelle Obama. Glossary Terms. Leadership Traits Explained. Leadership Snapshot: Nelson Mandela. Leadership Traits in Practice. Leadership Philosophy Explained. Leadership Styles Explained. Leadership Snapshot: Victoria Ransom.
Leadership Styles in Practice. Task and Relationship Styles Explained. Leadership Snapshot: Ai-jen Poo. Task and Relationship Styles in Practice. Administrative Skills Explained. Interpersonal Skills Explained. Leadership Snapshot: Coquese Washington.
Conceptual Skills Explained. Strengths-Based Leadership Explained. Strengths-Based Leadership in Practice. Leadership Snapshot: Steve Jobs. Vision Explained. Leadership Snapshot: Rosalie Giffoniello.
Vision in Practice. Constructive Climate Explained. Climate in Practice. Leadership Snapshot: Nancy Dubuc. Diversity and Inclusion Explained. Inclusion Framework. Leadership Snapshot: Ursula Burns. Diversity and Inclusion in Practice.
Out-Group Members Explained. Out-Group Members in Practice. Leadership Snapshot: Abraham Lincoln. Conflict Explained. Leadership Snapshot: Humaira Bachal. Managing Conflict in Practice. Leadership Ethics Explained. Leadership Ethics in Practice. In addition, a new profile of Harriet Tubman supersedes the profile of George Washington found in earlier versions of the text. Visit the Chapter 2 tab on this site to download the Harriet Tubman profile if you have an earlier version of the text.
We gratefully acknowledge Peter G. Within MBA programmes, I have come across the text in reading materials for modules such as organizational behaviour, project management, innovation and change management, as well as in my own leadership course reading lists. One of the challenges of MBA programmes is that for a proportion of the subjects covered, such as finance, accounting, project management, there is a wide spread of previously acquired knowledge.
Tutors try to bring the less experienced students up to speed. The hallmark features which contribute to the success of the book become more problematic for students already experienced in leadership responsibilities within professional careers.
Most MBA programmes require students to have several years such experience as a pre-requisite for entry on the course. I find that these students turn to Northouse in the way they also increasingly turn to Google and Wikipedia, that is to say for reliable headline information on the various leadership theories. Without careful complementing of introductory materials, students remain in a comfort-zone of a college course designed to cover the basics.
An additional dilemma facing tutors of MBA programmes is that for a proportion of the subjects covered, such as finance, accounting, project management, there is a wide spread of previously acquired knowledge.
Each component of the course needs materials to help bring the inexperienced students to a base-line of competence for better exchange of ideas within learning sets such as project teams and syndicate discussion sessions. This is where Northouse still plays a valuable part even in graduate courses. It is less able to provide what is needed as a core text on such courses. The additional challenges are to encourage each student to connect up the materials with personal experience and expectations.
Tutors have to find approaches which work for them. This review was prepared during the period when his own text of leadership was being revised for publication.
Its new edition will acknowledge the continued merits of Northouse as a fine introductory book for leadership students who will also be encouraged to evaluate its contents in a process demonstrating critical thinking applied to personal leadership dilemmas.
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You can leave a response , or trackback from your own site. Some managers argue that too much thinking is a bar to decisive action. A co-incidence. Discussion yesterday with MBA student who had a disappointing grade.
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