Presenting a follower-centered perspective on leadership, this book focuses on followers as the direct determinant of leadership effects because it is generally through follower reactions and behaviors that leadership attempts succeed or fail. Therefore, leadership theory needs to be articulated with a theory of how followers create meaning from leadership acts and how this meaning helps followers self-regulate in specific contexts. In this book, an attempt is made to develop such a theory, maintaining that the central construct in this process is the self-identity of followers. In developing this theoretical perspective, the authors draw heavily from several areas of research and theory. The most critical constructs do not come directly from the leadership literature, but from social and cognitive theory pertaining to follower's self-identity, self-regulatory processes, motivation, values, cognitions, and emotions and perceptions of social justice. Leaders may have profound effects on these aspects of followers and it is by analyzing such indirect, follower-mediated leadership effects that most ideas regarding leadership theory and practice are developed.
Due to its broad theoretical focus, this book is relevant to a number of audiences. The authors' principal concern is with the development of leadership theory and the practice of leadership making the book relevant to audiences in management, applied psychology, and social psychology. They have tried to clearly define key constructs and provide practical examples so that the book could be accessible to advanced undergraduate students. However, the diversity of the underlying theoretical literatures and the complexity of theframework developed also make the book appropriate for graduate courses in those disciplines, and for readers with a professional interest in leadership theory or practice.

In 1944, an American bomber, carrying dead navigator Paul Mandrake, crashes in the Swiss Alps. Twenty-one years later, his son, Peter, learns that Stephen Craddock, the family lawyer, should be guardian of his father's diamond university graduation ring, worth half a million dollars. Craddock, a sinister character, denies this. Is the ring still with Paul in the lost bomber? Peter is determined to find out, aided by his girlfriend, her geology professor and an old member of his father's Flying Fortress squadron. The search entails exciting climbing sequences and dangerous encounters with ruthless competitors for possession of the diamond ring.

Presenting a follower-centered perspective on leadership, this book focuses on followers as the direct determinant of leadership effects because it is generally through follower reactions and behaviors that leadership attempts succeed or fail. Therefore, leadership theory needs to be articulated with a theory of how followers create meaning from leadership acts and how this meaning helps followers self-regulate in specific contexts. In this book, an attempt is made to develop such a theory, maintaining that the central construct in this process is the self-identity of followers. In developing this theoretical perspective, the authors draw heavily from several areas of research and theory. The most critical constructs do not come directly from the leadership literature, but from social and cognitive theory pertaining to follower's self-identity, self-regulatory processes, motivation, values, cognitions, and emotions and perceptions of social justice. Leaders may have profound effects on these aspects of followers and it is by analyzing such indirect, follower-mediated leadership effects that most ideas regarding leadership theory and practice are developed. Due to its broad theoretical focus, this book is relevant to a number of audiences. The authors' principal concern is with the development of leadership theory and the practice of leadership making the book relevant to audiences in management, applied psychology, and social psychology. They have tried to clearly define key constructs and provide practical examples so that the book could be accessible to advanced undergraduate students. However, the diversity of the underlying theoretical literatures and the complexity of the framework developed also make the book appropriate for graduate courses in those disciplines, and for readers with a professional interest in leadership theory or practice.

Executive leadership is critically important to understanding the workings and performance of organizations, yet it is a topic that is usually ignored by mainstream leadership research. Leadership and Information Processing provides a much-needed analysis of this crucial element of organizational behaviour.
Robert G. Lord and Karen J. Maher examine how executives make decisions and how decision acceptance is constrained by the leadership perceptions of others. Focussing in particular on leadership and social perceptions, perceptions of female leaders, organizational culture, and the effects of executive succession. Leadership and Information Processing offers crucial information for students, researchers and teachers of mangement, business, organizational behavior and organizational/social psychology.

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Delivered By William G. Lord At The Celebration Of The 150th Anniversary Of The Incorporation Of The Town Of Phillipston, Massachusetts, Tuesday, August 18, 1936.

Bruce Hastie, a young, naive Scottish engineer, comes to live in a London flat while he works as a graduate apprentice in a turbine factory. It is 1958. He has two contrasting flat-mates, selected by a special agency, a disillusioned actor, Benjamin Garrick, and a rough, crude washing machine salesman, Edward Flunk, also known as Skunk.Bruce starts work at General Turbines Limited in the smoke, grime and heat of the foundry. One lunch-break he finds his chargehand boss, a huge, strong, Yorkshireman nicknamed Heavy, reading and enjoying some Dylan Thomas poetry. This is a paradox that mystifies the class-conscious Bruce whom Heavy brands as an intellectual snob. Heavy expounds on his soapbox that the arts have been kept away from the working class, that they and society at large need saving from rampant materialism and its attendant viciousness by a good dose of the spiritual values that only poetry, art, theatre and classical music can offer.Then follows two chapters that develop the character of Skunk and Benjamin.Skunk, a self-appointed sexual conqueror of women, has the tables turned on him when he encounters an educated, beautiful but unbalanced seductress when called to fix her washing machine that supposedly has electrocuted her dog. Benjamin is sent home sick from rehearsal, accompanied by fellow actor Sally Frinton-Jones. His malaise is psychological for he is disillusioned by the theatre and his performance in it. By this time, Heavy has Bruce believing in his ideas about the need to educate the common masses in the arts. Benjamin, also a convert to Heavy's "renaissance" through Bruce's dogmatism, cannot persuade Sally of the practicality of those ideas. Bruce goes into action by piping Beethoven's 5th Symphony into the motor assembly shop at General Turbines where 300 women work. The music is well received but when his report on allowing the foundryworkers time off to listen to writers, actors and poets is read by the crass managing director

In 1944, an American bomber, carrying dead navigator Paul Mandrake, crashes in the Swiss Alps. Twenty-one years later, his son, Peter, learns that Stephen Craddock, the family lawyer, should be guardian of his father's diamond university graduation ring, worth half a million dollars. Craddock, a sinister character, denies this. Is the ring still with Paul in the lost bomber? Peter is determined to find out, aided by his girlfriend, her geology professor and an old member of his father's Flying Fortress squadron. The search entails exciting climbing sequences and dangerous encounters with ruthless competitors for possession of the diamond ring.

"Sage advice." -- Booklist, March 15, 1983 "The" classic book on fund raising. "The Raising of Money" quickly became the all-time bestselling book in the world on fund raising, a distinction it continues to maintain because the human principles are timeless. It's also still the only book that distills the most important ideas - the essence - of fund raising and presents them in such a concise and useful format. It's like a checklist. The core of fund raising's key ideas are delivered each in a few hundred words. Often, called "the bible of fund raising," it's also being used as a desk-top reference for the professional, including the organization's CEO. Professionals give the book to volunteers as a gift to do their work for them: It gives them a quick grasp of work works in fund raising and what doesn't. It is designed to add weight and credibility to the ideas that the most successful development executives emphasize to their volunteers. ?? Author Jim Lord's life has been dedicated to advancing society, beginning with a 1975 series of articles on quality of life in American cities. In the first decades of his work, he facilitated the investments that people wanted to make in social sector organizations. And indeed billions of dollars have been contributed to causes where Jim has served as "thinking partner" in the relationship. A complement to "The Raising of Money" is "The Philanthropic Quest," a nine-installment series for the professional in fund raising. Looking beyond the rewards of that pathway, he committed himself to expanding the idea of what is possible for humanity, studying that question in intensive workshops with small groups of selected leaders from more than 50countries. From that groundbreaking work, new ideas and practices emerged to advance our society to its next level through causes and organizations of social good. Now, more than a decade after the first learning lab, those discoveries will become available in his title, "What Kind of World Do You Want?" The author is listed in 'Who's Who in the World.' www.lord.org. Three Volunteer Leaders Comment on Jim Lord's work . . . From the founder of Procura A.C., the first institute in Latin America to teach institutional development . . . "Jim has helped me visualize where donors and non-profit organizations converge, where we can make the difference in a positive, human and ethical way. Bravo, Jim Your way of thinking has inspired the 6,000 participants Procura has trained in Mexico and Latin America." - Marcela Orvananos de Rovzar, President of the Board, UNICEF Mexico From the former vice chair of the largest privately held company in the world . . . "When I was introduced to this approach, it was the first time an organization had ever asked what was important to me. It influenced how I think about myself philanthropically and how we need to treat others." - Barney Saunders, Civic leader; Vice chair (retired) Cargill, Inc. From the co-founder of a ten-year old school in Vancouver, widely considered the best in British Columbia . . . "We always felt we were on a heroic journey and it was confirmed to us by an introduction to Jim Lord's Philanthropic Quest. Jim's talent lies in helping individuals and organizations discover their strengths and articulate their highest aspirations for themselves and for society at large. This process energizes and inspires the commitment of volunteers anddonors. What a gift for us all." - Debbie MacDougall, Board member, Southridge School, Vancouver