This book examines the various thinking skills that leaders may need to find success in contemporary organizations and institutions, covering a wide array of skills that are held to be important by key leadership scholars.
This book examines the various thinking skills that leaders may need to find success in contemporary organizations and institutions, covering a wide array of skills that are held to be important by key leadership scholars.
Michael D. Mumford is the George Lynn Cross Distinguished Research Professor of Psychology at the University of Oklahoma and serves as the Director of the Center for Applied Social Research. His research focuses on leadership, creativity, ethics, and planning. Cory A. Higgs is a graduate of the University of Oklahoma's Industrial and Organizational Psychology program, and has completed work related to leadership, ethics, and creativity.
Inhaltsangabe
Contents List of Contributors Introduction Michael D. Mumford and Cory Higgs Chapter 1: Intelligence and Leadership John Antonakis, Dean Keith Simonton and Jonathan Wai Chapter 2: Leadership and Information Processing: A Dynamic System, Dual-Processing Perspective Robert G. Lord Chapter 3: Uncertainty and Problem-Solving: The Role of Leader in Information Gathering Strategies Jay J. Caughron, Teresa Ristow and Alison L. Antes Chapter 4: Are Satisfied Employees Productive or Productive Employees Satisfied?: How Leaders Think About and Apply Causal Information David R. Peterson Chapter 5: Thinking About Causes: How Leaders Identify the Critical Variables to Act On Michael D. Mumford, Cory A. Higgs, Erin Michelle Todd and Samantha Elliot Chapter 6: Leaders' Shifts in Attention During an Organizational Crisis: Longitudinal Evidence of Responses to a Crisis Within a Top Management Team Ian A. Combe and David J. Carrington Chapter 7: Creative Problem Solving: Processes, Strategies, and Considerations for Leaders Kelsey E. Medeiros, Belinda C. Williams and Adam Damadzic Chapter 8: Seeing the Future Through the Past: Forecasting Skill as a Basis for Leader Performance Michael D. Mumford, Mark Fichtel, Tanner Newbold, Samantha England and Cory A. Higgs Chapter 9: Leader Decision Making Capacity: An Information Processing Perspective Shing Kwan Tam, Dawn L. Eubanks and Tamara L. Friedrich Chapter 10: Making Sense of Leaders Making Sense Peter Gronn Chapter 11: Leaders, Teams, and their Mental Models Jensine Paoletti, Denise L. Reyes and Eduardo Salas Chapter 12: Leader Social Acuity Stephen J. Zaccaro and Elisa M. Torres Chapter 13: Leadership and Monitoring Skills David V. Day, Ronald E. Riggio and Rowan Y. Mulligan Chapter 14: Wisdom, Foolishness and Toxicity in Leadership: How Does One Know Which is Which? Robert J. Sternberg Index
Contents List of Contributors Introduction Michael D. Mumford and Cory Higgs Chapter 1: Intelligence and Leadership John Antonakis, Dean Keith Simonton and Jonathan Wai Chapter 2: Leadership and Information Processing: A Dynamic System, Dual-Processing Perspective Robert G. Lord Chapter 3: Uncertainty and Problem-Solving: The Role of Leader in Information Gathering Strategies Jay J. Caughron, Teresa Ristow and Alison L. Antes Chapter 4: Are Satisfied Employees Productive or Productive Employees Satisfied?: How Leaders Think About and Apply Causal Information David R. Peterson Chapter 5: Thinking About Causes: How Leaders Identify the Critical Variables to Act On Michael D. Mumford, Cory A. Higgs, Erin Michelle Todd and Samantha Elliot Chapter 6: Leaders' Shifts in Attention During an Organizational Crisis: Longitudinal Evidence of Responses to a Crisis Within a Top Management Team Ian A. Combe and David J. Carrington Chapter 7: Creative Problem Solving: Processes, Strategies, and Considerations for Leaders Kelsey E. Medeiros, Belinda C. Williams and Adam Damadzic Chapter 8: Seeing the Future Through the Past: Forecasting Skill as a Basis for Leader Performance Michael D. Mumford, Mark Fichtel, Tanner Newbold, Samantha England and Cory A. Higgs Chapter 9: Leader Decision Making Capacity: An Information Processing Perspective Shing Kwan Tam, Dawn L. Eubanks and Tamara L. Friedrich Chapter 10: Making Sense of Leaders Making Sense Peter Gronn Chapter 11: Leaders, Teams, and their Mental Models Jensine Paoletti, Denise L. Reyes and Eduardo Salas Chapter 12: Leader Social Acuity Stephen J. Zaccaro and Elisa M. Torres Chapter 13: Leadership and Monitoring Skills David V. Day, Ronald E. Riggio and Rowan Y. Mulligan Chapter 14: Wisdom, Foolishness and Toxicity in Leadership: How Does One Know Which is Which? Robert J. Sternberg Index
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