Leadership: Enhancing the Lessons of Experience https://www.mheducation.com/cover-images/Jpeg_400-high/1259963268.jpeg 9 9781259963261 Leadership: Enhancing the the Lessons of Experience, 9e, consists of 16 chapters, four of which cover specific leadership skills and qualities covered in each of the book's four sections. Hughes, Ginnett, and Curphy draw upon three different types of literature - empirical studies; interesting anecdotes, stories, and findings; and leadership skills - to create a text that is 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. The 9th edition has been thoroughly updated in virtually every chapter.
Leadership: Enhancing the Lessons of Experience

Leadership: Enhancing the Lessons of Experience

9th Edition
By Richard Hughes and Robert Ginnett and Gordon Curphy
ISBN10: 1259963268
ISBN13: 9781259963261
Copyright: 2019
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The estimated amount of time this product will be on the market is based on a number of factors, including faculty input to instructional design and the prior revision cycle and updates to academic research-which typically results in a revision cycle ranging from every two to four years for this product. Pricing subject to change at any time.

Program Details

Part 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


About 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.

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