000			04943nam a22003137a 4500
999			_c55886 _d55886
003			CITU
005			20220406110338.0
008			210201b ||||| |||| 00| 0 eng d
020			_a9781260092530
040			_aCITU LRAC _beng
041			_aeng
082			_a303.34
100			_aHughes , Richard L. _eauthor _d 1946-
245	1	0	_aLeadership : _benhancing the lessons of experience / _cRichard L. Hughes , Robert C. Ginnett, Gordon J. Curphy.
250			_aNinth edition
264		1	_aNew York , New York : _bMcGraw-Hill Higher Education , _c[2019]
264		4	_cc2019
300			_axvi , 768 pages : _billustrations ; _c24 cm.
336			_2rdacontent _atext _btxt
337			_2rdamedia _aunmediated _bn
338			_2rdacarrier _avolume _bnc
500			_aAbout the Author Richard Hughes Senior Enterprise Associate at the Center for Creative Leadership, an international organization devoted to behavioral science research and leadership education. He works primarily with senior executives in the areas of strategic leadership and organizational culture change. He joined the Center in 1995 after having served for the previous decade as Head of the Department of Behavioral Sciences and Leadership at the U.S. Air Force Academy. He is a clinical psychologist, and a graduate of the U.S. Air Force Academy. He has an M.A. from the University of Texas and a Ph.D. from the University of Wyoming. Robert Ginnett Partner with Impact, a leadership consulting organization. He also worked for many years at the Center for Creative Leadership, where he conducted research on high-performance teams and organizations and also taught in the Leadership at the Peak course. He has worked with hundreds of organizations including General Motors, Novartis, FMC, Prudential, Masterfoods, GlaxoSmithKlein, Daimler Benz, NASA, the Central Intelligence Agency, United Airlines, and Delta Airlines. He also served earlier in his career as a tenured professor at the U.S. Air Force Academy and as its director of leadership and counseling. He also served in numerous line and staff positions in the Air Force, including leadership of an 875-man combat force during the Vietnam War. Robert is an organizational psychologist whose education includes master of business administration, Master of Arts, and master of philosophy degrees, and a PhD from Yale University. Gordon Curphy President of C3, a human resource consulting firm that helps public and private sector clients achieve better results through people. Gordy has over 25 years of leadership and technical expertise in job analysis and competency modeling; hourly staffing systems; multirater feedback systems; performance management design and implementation; leadership development design, delivery, and evaluation; survey construction, administration, and analysis; assessment center methodology; executive coaching, training, and team building; succession planning; team and organizational effectiveness; and strategic and business planning. Prior to forming his own consulting firm, Gordy spent 10 years as a Vice President of Institutional Leadership at The Blandin Foundation and as a VicePresident and General Manager at Personnel Decisions International. He is an industrial/organizational psychologist and a graduate of the U.S. Air Force Academy. He has an MA from the University of St. Mary?s and a PhD in industrial/organizational psychology from the University of Minnesota.
505	0		_aPart 1: Leadership Is a Process, Not a Position Chapter 1: What Do We Mean by Leadership? Chapter 2: Leader Development Chapter 3: Skills for Developing Yourself as a Leader Part 2: Focus on the Leader Chapter 4: Power and Influence Chapter 5: Values, Ethics, and Character Chapter 6: Leadership Attributes Chapter 7: Leadership Behavior Chapter 8: Skills for Building Personal Credibility and Influencing Others Part 3: Focus on the Followers Chapter 9: Motivation, Performance, and Effectiveness Chapter 10: Satisfaction, Engagement, and Potential Chapter 11: Groups, Teams, and Their Leadership Chapter 12: Skills for Developing Others Part 4: Focus on the Situation Chapter 13: The Situation Chapter 14: Contingency Theories of Leadership Chapter 15: Leadership and Change Chapter 16: The Dark Side of Leadership Chapter 17: Skills for Optimizing Leadership as Situations Change
520			_aThe 9th edition continues to be personally relevant, interesting, and scholarly. The authors' unique quest for a careful balancing act of leadership materials helps students apply theory and research to their real-life experiences. Leadership: Enhancing the Lessons of Experience, 9e, consists of 16 chapters, four of which cover specific leadership skills and qualities covered in each of the books four sections.
650			_aLeadership
700			_aGinnett , Robert C. _eauthor
700			_aCurphy , Gordon J. _eauthor
942			_2ddc _cBK