Leadership in education : organizational theory for the practitioner / Russ Marion, Clemson University, Leslie D. Gonzales, Clemson University. [print]

Includes bibliographies and index.

Contents note continued: 11.Schools as Cultures: Cultural Approaches to Leadership -- Overview and Chapter Objectives -- Conceptualizing Culture -- The Elements of Culture -- Behavioral Regularities -- Climate -- Interpretive versus Postpositivist Approaches to Culture -- Organizational Culture Typologies -- Defining a Culture Inductively -- An Interpretive Framework -- The Functions of Culture -- Dysfunctional Cultures -- Theory Z -- Leadership and Impacting Culture -- The Critique -- Total Quality Management -- Summary -- Diary -- Recommended Reading -- References -- part III Three More Explanations Of Leadership Behavior -- 12.Interrogating Organizational Management and Control: Critical Theory -- Overview and Chapter Objectives -- Critical Theory: Marxist Beginnings -- Marxism: Structuralist Underpinnings -- The Frankfurt Contribution and the Import of Ideology -- The Not So Innocent Side of Rationality: An Ideological Tool --

Contents note continued: Leadership and Change -- Change and Dissemination -- Decision Making -- More on Why Decision-Making Capacity Is Limited -- Decisions in a Garbage Can -- Sensemaking -- Seven Properties of Sensemaking -- Sensemaking and Leadership -- The Mann Gulch Disaster -- Summary -- Diary -- Recommended Reading -- References -- 10.Encouraging Innovation and Building Fitness: Complexity Theory -- Overview and Chapter Objectives -- What Is Complexity? -- What Does Complexity Theory Do That Other Organizational Theories Cannot Do? -- Complex Adaptive Systems -- Emergence -- Organizational Knowledge -- Change -- Leadership of and in Complex Systems -- Administrative Leadership -- Adaptive Leadership -- Enabling Leadership -- Context -- Model of Complexity Leadership -- Complexity Leadership in Schools -- What Does This Mean for Practitioners? -- Examples -- Summary -- Diary -- Recommended Reading -- References --

Contents note continued: Open Systems Theory: Feedback -- Negative Feedback -- Positive Feedback -- Models of Open Systems -- Open Systems and Change in Practice -- Holistic Analysis of World Dynamics -- Where Is It Now? -- The Getzels-Guba Model of Organization -- Criticism of the Getzels-Guba Model -- Motivation and Open Systems Theory -- Leadership and MBO-Management by Objectives -- Communication and Open Systems -- Information Flow -- Information Overload -- E-mail Flaming -- Summary -- Diary -- Recommended Reading -- References -- 5.How to Lead: Contingency Theory -- Overview and Chapter Objectives -- The Premises Underlying Contingency Theory -- Structural Contingency Theory -- Differentiation -- Conflict and Integration -- Perrow's Contingency Theory Model -- Differentiation in Organizations -- Size Affects Structure -- Formalization and Integration -- Centralization of Authority -- Leadership Contingency Theory -- Managerial Grids -- Fiedler's Contingency Theory --

Contents note continued: Organizational Change -- Summary -- Diary -- Recommended Reading -- References -- 3.Leading Tasks and People: Structural-Functionalism -- Overview and Chapter Objectives -- Chester Barnard's Cooperative System -- Philip Selznick and Institutionalism -- Perspectives of Leadership -- Machine Theorists and Management-of-Influence Leadership -- The Tautology Trap -- Different Types of Traits -- Recent Resurrections of Trait Theory -- Triggers -- Heroic Leadership -- Human Relations and Management-of-Influence Leadership -- Relationships in Leadership Theory -- Structural-Functionalist and Management-of-Influence Leadership -- The Ohio State School of Leadership -- Management Styles of Effective Leaders -- Summary -- Diary -- Recommended Reading -- References -- 4.Changing, Motivating, and Leading in Open Systems: Systems Theory -- Overview and Chapter Objectives -- The Open Systems Perspective -- Characteristics of Open Systems -- Mapping the Environment --

Contents note continued: Path-Goal Contingency Model -- Hersey and Blanchard's Tri-Dimensional Leader Effectiveness Model -- Contextual Conditions -- Criticisms of Contingency Theory -- A Primer and Caution on Contingency Theory Methodology -- Summary -- Diary -- Recommended Reading -- References -- 6.Leadership as Relationships: LMX Theory -- Overview and Chapter Objectives -- LMX Theory -- LMX Research in the New Century -- Stage 4 LMX -- Being Alike or Being Different -- LMX Scales -- Summary -- Diary -- Recommended Reading -- References -- 7.The Change-Oriented Leader: Transformational Leadership Theory -- Overview and Chapter Objectives -- Situating Transformational Leadership Theory -- What's the Difference? Transformational and Transactional Theories -- Morals not Management -- Transformational and Transactional Leadership Combined -- Background Work and Tools of the Transformational Leader -- Background Work: Self-Reflection --

Contents note continued: Social Evolution -- Variation -- Selection -- Retention -- Types of Organizations -- Leadership in Professional Bureaucracies -- Shortcomings in the Professional Model -- The Failure of Organizations, Movements, and Ideas -- Leadership -- Summary -- Diary -- Recommended Reading -- References.

Contents note continued: Surveilling Self: Continuous Improvement and Progress -- The Velvet Gloves: Integration, Family, and Democracy -- Critical Feminist Perspectives -- Early Feminist Theory -- Critical Feminist Theory -- Critical Race Theory -- Summary -- Diary -- Recommended Reading -- Notes -- References -- 13.Leading in a Manufactured Reality: Institutional Theory -- Overview and Chapter Objectives -- Background -- The New Institutionalism -- Socially Constructed Reality -- Fields -- Institutionalism and Legitimacy -- Isomorphism: Why Schools Look So Much Alike -- Coercive Pressures -- Mimicry Pressures -- Normative Pressures -- Early and Late Adopters -- Leadership and Manufacturing Reality -- Institutionalism and Change -- Institutionalism and Critical Theory -- Summary -- Diary -- Recommended Reading -- References -- 14.Evolution of the Organizational Animal: Population Ecology Theory -- Overview and Chapter Objectives -- Population Ecology -- Environment --

Contents note continued: The Elements of Transformational Leadership -- Idealized Influence -- Inspirational Motivation -- Individualized Consideration -- Intellectual Stimulation -- Impacts of Transformational Leadership -- Critiques of Transformational Leadership -- Will the Real TL Please Stand Up? -- Transformational Leadership and Founder's Syndrome -- Morality under Fire -- Transformational Leadership's Power Problem -- Summary -- Diary -- Recommended Reading -- References -- part II Leading Collectives -- 8.Leading through Conflict -- Overview and Chapter Objectives -- Conflict Theory -- Conflict and the Structural-Functionalist Perspective -- Task and Personal Conflicts -- Conflict and Alliances -- Complexity Theory, Contagion, and Conflict -- Interaction -- Tags -- Triggers -- Summary -- Diary -- Recommended Reading -- References -- 9.Loose Coupling, Decision Making, and Sensemaking -- Overview and Chapter Objectives -- Loose Coupling -- Coupling and Stability --

Introduction: An overview of leadership theories -- Leading Individuals. Managing tasks : scientific management -- Leading people : human relations -- Leading tasks and people: structural-functionalism -- Changing, motivating, and leading in open systems : systems theory -- How to lead : contingency theory -- Leadership as relationships : LMX theory -- The change-oriented leader : transformational leadership theory -- Leading Collectives. Leading through conflict -- Loose coupling, decision making, and sensemaking -- Encouraging innovation and building fitness : complexity theory -- Schools as cultures : cultural approaches to leadership -- Three More Explanations Of Leadership Behavior. Interrogating organizational management and control : critical theory -- Leading in a manufactured reality : institutional theory -- Evolution of the organizational animal : population ecology theory.

Machine generated contents note: Organization of the Book -- Features that Stimulate Thinking and Exploration -- The Applicability of Leadership Theories -- part I Leading Individuals -- 1.Managing Tasks: Scientific Management -- Overview and Chapter Objectives -- Management versus Leadership -- Frederick Taylor and the Scientific Management Movement -- Worker Incentives -- Separating Planning from Doing -- Scientific Management and Social Justice -- Decision Making from a Taylorian Perspective -- Administrative Functions -- Communication and Administration Management -- Bureaucracy Theory -- Critique of Bureaucracy Theory -- Hyperrationality -- Summary -- Diary -- Recommended Reading -- References -- 2.Leading People: Human Relations -- Overview and Chapter Objectives -- Elton Mayo and the Human Relations Movement -- The Hawthorne Plant Studies -- Three Traditions in Human Relations Research -- Motivation and Worker Psychology -- Informal Groups and Communication.

"With new coauthor Leslie Gonzales, Russ Marion maintains the tradition of well-balanced, well-researched, and lively discussions of classic and contemporary leadership theories and their applications. The extensively revised Second Edition adds coverage of leader-member exchange theory, sensemaking, group conflict, and critical race and critical feminist perspectives, as well as a fuller treatment of transformational leadership. The authors begin with a brief look at the pros and cons of general entity- and collectivist-based approaches to leadership, reflecting key debates in the leadership literature. Next, readers encounter the history and applications of specific entity-based theories, followed by a discussion of conflict theory, which provides an apt transition to the exploration of collectivist ideas. The book finishes with coverage of critical theory, institutionalism, and population ecologytheories that focus more on the organizational context for leadership than on leadership styles. Throughout this updated edition, the authors use metaphors and real-world examples from inside and outside educational contexts. Numerous figures, case studies, roundtable discussions, group activities, and reflective exercises engage readers and accelerate learning. Link Forward and Link Back sections reference upcoming or previous chapters to show that theories are dynamic. Leadership in Education, Second Edition, raises the bar for understanding and reinforcing practical applications of various theories in settings and situations that school administrators are likely to encounter"--Publisher's description.

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