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基本説明
A unique collection of 32 real-world leadership cases from Ivey Publishing, plus 16 practitioner readings from the Ivey Business Journal.
Full Description
Richard Ivey School of Business and Sage have come together again to provide a distinctive collection of real-world leadership cases. Cases in Leadership, Third Edition is a unique collection of 32 real-world leadership cases from Ivey Publishing plus 16 practitioner readings from the Ivey Business Journal. The updated casebook helps business students gain a better understanding of leadership and enables them to be more effective leaders through their careers. Each of the selected cases are about complex leadership issues that require the attention of the decision maker. This casebook provides an invaluable supplement to any standard leadership text by connecting theory to actual cases. However, it has been organized to work especially well in conjunction with the Sixth Edition of Peter NorthouseAes Leadership: Theory and Practice.
Contents
Introduction to the SAGE-Ivey Casebook Series Preface Acknowledgments 1. Leadership: What Is It? Adcock Ingram: Decisions and Motives That Steer Acquisitions Dickinson College: Inspiration for a Leadership Story (In the Vision of a Founding Father) Great Leadership Is Good Leadership 2. Leadership Trait Approach A New Executive Director The Ciputra Group: Shaping the City in Asia The Character of Leadership 3. Leadership Skills Approach Coaching for Exceptional Performance Workshop Performance Coaching: Darcy Gallagher Role Train Dogs, Develop Leaders 4. Leader Style Approach Scarborough YMCA: Getting Back on Track Consultancy Development Organization Navigating Through Leadership Transitions: Making It Past the Twists and Turns 5. The Situational Approach to Leadership Conflict Management at TKC Consulting A Bomb in Your Pocket? Crisis Leadership at Nokia India (A) Just Ask Leadership: Why Great Managers Always Ask the Right Questions 6. The Contingency Theory of Leadership New York Bakery (A) Transkin Income Fund: Leading Entrepreneurial Teams Why Emotional Intelligence is Not Essential for Leadership 7. The Path-Goal Theory of Leadership General Electric: From Jack Welch to Jeffrey Immelt Please Stop Working So Hard! Learning Goals or Performance Goals: Is It the Journey or the Destination? 8. The Leader-Member Exchange Theory of Leadership Carnegie Industrial: The Leadership Development Centre Schulich School of Medicine: Enhancing and Developing a High-Performance Culture On Leadership: Leadership and Loyalty 9. Transformational Leadership Douglas Fine Foods Spar Applied Systems--Anna's Challenge Culture-Driven Leadership 10. Servant Leadership Veja: Sneakers With a Conscience J.-Robert Ouimet and Tomasso Corporation Servant-Leaders Are the Best Leaders During Times of Change 11. Authentic Leadership Goedehoop: When Social Issues Become Strategic Organization, Founder and Clientele Transformation at VGKK Compelling Visions: Content, Context, Credibility and Collaboration 12. Team Leadership The Lithium Fire Chuck MacKinnon X-Teams: New Ways of Leading in a New World 13. Strategic Leadership Strategic Leadership at Coca-Cola: The Real Thing Maple Leaf Foods, Inc.: The Listeriosis Crisis Strategic Leadership: Short-Term Stability and Long-Term Viability 14. Women and Leadership The Bank of Montreal--The Task Force on the Advancement of Women in the Bank (A) Marimekko Canadian Women Entrepreneurs: Pioneers of New Frontiers 15. Culture and Leadership Tata: Leadership With Trust Hebei Dawu Group: Building the First Family Business Constitution in China Doing Business in India: Caveat Venditor 16. Ethical Leadership Lee and Li, Attorneys-at-Law, and the Embezzlement of NT$3 Billion by Eddie Liu (A) A Non-Traditional Female Entrepreneur (C) Principled Leadership: Taking the Hard Right About the Editors
