Leadership Psychology

How the Best Leaders Inspire Their People

Alan Cutler

• Publisher: Kogan Page
• Year: 2014
• Print ISBN:
  9780749470814
• Edition: 1
• eBook ISBN:
  9780749470821
• Topic: Business
• Subtopic: Leadership
• Index: Business

A better understanding of the psychological relationships at play within current working environments will enable leaders to achieve greater success for themselves and their organizations. Leadership Psychology outlines how inspirational leaders across a range of award-winning companies of all sizes understand their employees' psychological needs and use that knowledge to affect behaviour and enhance performance.
The book showcases examples of leadership best practice in businesses featured in The Sunday Times 100 Best Companies to Work for Survey. Exclusive information gained through interviews with the most highly regarded leaders of a special selection of these winning companies is analyzed and critically evaluated, using the underpinning principles of occupational psychology to reveal modern trends in working practice. Leadership Psychology also includes unique information based on the author's discussions with military professionals at Sandhurst, sharing one-of-a-kind insights about what makes a strong leader under pressure. With updated looks at the unwritten 'psychological contract,' between employers and employees and a new analysis of Herzberg's motivational hygiene theory, Leadership Psychology is an original and timely addition to studies of leadership in the context of motivational factors.
This book provides up-to-the-minute practical guidance, based upon a rigorous psychological foundation, to executives holding operational or strategic leadership positions in businesses of all shapes and sizes.

Index

NB: page numbers in italics indicate figures or tables

10 key leadership traits (i)

360° feedback: benefits for leaders (ii), (iii)

Adair, J (i), (ii), (iii), (iv), (v), (vi), (vii), (viii), (ix), (x), (xi)

and action-centred leadership model (i)

Adams, J S (i) see also equity theory and the psychological contract

adaptability (i), (ii), (iii), (iv), (v), (vi)

Aditya, R (i)

Ahlstrand, B W (i)

Aldehayyat, J S (i)

Alliger, G M (i)

Amundsen, R (i)

Anchor, J R (i)

Arthashastra (i)

articles/papers

on charisma (Patricia Sellars in Fortune, 1996) (i)

‘The Engaged Employee’ (Mind Gym: White Paper, 2011) (i), (ii), (iii), (iv)

‘Leaders in Antarctica’ (Lovegrove) (i) see also studies

‘Leadership & Management in the UK – The Key to Sustainable Growth’ (i)

‘One more time: how do you motivate employees?’ (Herzberg, HBR, 1968) (i)

Arvey, R (i), (ii)

Aspire to Inspire (i)

Aung San Suu Kyi (i)

Authentic Happiness: Using the New Positive Psychology to Realise your Potential for Lasting Fulfilment (i)

authentic leadership (and) (i), (ii) see also case studies

China’s interpretation of (i), (ii)

components of (i)

adaptive self-reflection (i)

balanced processing (i)

internal morality (i)

relationship transparency (i)

current prevalent personality traits/disorders (i)

David Fairhurst; Henry Engelhardt; Simon Cupples; William Rogers see Leadership BEST practice

differences from concept of traditional leaders (i)

Authentic Leadership: Rediscovering the Secrets of Creating Lasting Value (i)

Average to A+ (i)

Avey, B (i)

Avolio, B (i), (ii)

Axelrod, B (i)

Bader, P (i)

Bal, P M (i)

Bar-On, R (i), (ii), (iii) see also model(s)

Bass, B M (i), (i...

Table of contents

• Cover page
• Title page
• Imprint
• Dedication
• Table of contents
• Foreword
• Acknowledgements
• Introduction
• 01 Leadership theory – past and present
• 02 Future challenges – the 21st-century leader
• 03 Motivation – the enduring principles
• 04 The emotionally intelligent leader – identifying and controlling emotions
• 05 Leader development – identifying and promoting the inner self
• 06 The psychological contract – unwritten expectations of leaders and followers
• 07 Strategic leadership – navigating a course into an uncertain future
• 08 Extreme leadership – leading when life is threatened
• 09 Future leadership – the way forward
• A final thought...
• References
• Index
• Full imprint