Index
Leadership, Communication, and Social Influence
ISBN: 978-1-83867-121-1, eISBN: 978-1-83867-118-1
Publication date: 10 September 2019
This content is currently only available as a PDF
Citation
Ruben, B.D. and Gigliotti, R.A. (2019), "Index", Leadership, Communication, and Social Influence, Emerald Publishing Limited, Leeds, pp. 175-182. https://doi.org/10.1108/978-1-83867-118-120191002
Publisher
:Emerald Publishing Limited
Copyright © 2019 Brent Ruben and Ralph A. Gigliotti
INDEX
Accidental leaders
, 126
ACE. See American Council on Education (ACE)
Action
, 98
motivating
, 102
Activation
, 13–14, 71–75, 92–93, 119–120, 121, 124
anticipated use
, 87
capability
, 87
credibility, perceived motivation, intent
, 87–88
definition of
, 57
factors of
, 85–88
failures of
, 93–96
functionality of
, 76–79
message repetition, consistency, and competition
, 88
needs, attitudes, beliefs, and values
, 86
obstructions of
, 93–96
role in change process
, 98–100
setbacks of
, 93–96
source attractiveness and similarity
, 87
source status, power, or authority
, 88
AERA. See American Educational Research Association (AERA)
Agents of social influence and aspiring leaders, relationship between
, 125–128
American Council on Education (ACE)
, 9
American Educational Research Association (AERA)
, 9
American Psychological Association (APA)
, 9
Analytic competencies
of followership
, 144–145
of leadership
, 130, 132, 133, 136
Anticipated use
, 87
APA. See American Psychological Association (APA)
Aristotle
, 36–37, 40–41
view of communication
, 37–38, 50–51
Aspiring leaders
and agents of social influence, relationship between
, 125–128
and potentially engaged followers, relationship between
, 124–125
Attention
, 97
capturing
, 101
Attitudes
, 86
Authentic leadership
, 29–30, 122–123
Authority
, 88
Beliefs
, 86
Blake and Mouton’s Leadership Grid
, 24
Caesar, Julius
, 38–39
Capability
, 87
CCO. See Communication as constitutive of organization (CCO)
Centers for Disease Control and Prevention
, 82–83
Channel
, 41
Choice to follow
, 157–158
Classical approaches to leadership
, 21
Communication
, 1, 3–12
approaches to leadership
, 22
digital media and Information Age
, 47–48
effective
, 35–36
goals of
, 110
iceberg
, 58
interactional and systems perspectives of
, 46–47
interdisciplinary theories
, 39–40
invisibility of. See Invisibility of leadership communication
journalism
, 38–39
Katz and Lazarsfeld’s model
, 43–44
Lasswell’s view of communication
, 40–41
leadership
, 1, 3–12, 14–15
linear
, 49–50
orientation
, 55–56
rhetoric and speech
, 36–38
Shannon and Weaver’s model
, 41–43
theory, evolution of
, 49–53
visibility of. See Visibility of leadership communication
Westley and Maclean’s model
, 44–46
See also individual entries
Communication as constitutive of organization (CCO)
, 52
Communication competencies
of followership
, 146–147
of leadership
, 130, 132, 133, 137–138
Competency approaches to leadership
, 21–22
Competition
, 88
Consistency
, 88
Contemporary approaches to leadership
, 21
Contingency theory
, 25–26
Credibility
, 87–88
Cultivation
, 13–14, 79–81, 92–93, 119–120, 121, 124, 134–135
anticipated use
, 87
capability
, 87
credibility, perceived motivation, intent
, 87–88
definition of
, 57
factors of
, 85–88
failures of
, 93–96
functionality of
, 81–85
message repetition, consistency, and competition
, 88
needs, attitudes, beliefs, and values
, 86
obstructions of
, 93–96
role in change process
, 98–100
setbacks of
, 93–96
source attractiveness and similarity
, 87
source status, power, or authority
, 88
Culture
, 67–68
role of
, 112–113
Decision to lead
, 155–156
Diffusion theory
, 44
Digital media
, 47–48
Disciplinary competencies of leadership
, 130
Dual identity of leadership
, 10–11
Educational attainment, intellectual capabilities and
, 15
Effective communication
, 35–36
Effective leadership
, 16–17
characteristics of
, 18–19
definition of
, 18–20
Engagement
, 97–98
fostering
, 101–102
Ethics
, 70, 147–150
Evidence-based leadership
, 157
Federal Cigarette Labeling and Advertising Act of 1965
, 82–83
Followership
, 68–69, 88
definition of
, 57
efficacy
, 140–147
and leadership, distinction between
, 15–16
Followership competencies
, 140–147
analytic competencies
, 144–145
communication competencies
, 146–147
organizational competencies
, 147
personal competencies
, 145–146
positional competencies
, 144
Homer
, 35–36
Honesty
, 122
Hooks, Benjamin
, 15–16
Humility
, 122
Iliad
, 35–36
Inevitability
, 70–71
Information Age
, 47–48
Integration
, 98
Integrity
, 122
Intellectual capabilities, and educational attainment
, 15
Intent
, 87–88
Interacting contexts and levels
, 68
Interactional perspectives of communication
, 46–47
Interdisciplinary theories
, 39–40
International Leadership Association
, 9, 123–124
Invisibility of leadership communication
, 64–71
culture
, 67–68
ethics
, 70
inevitability
, 70–71
interacting contexts and levels
, 68
learning
, 65–66
meaning
, 65
negotiation
, 66–67
self-reference
, 68–69
self-reflexivity
, 69
subjectivity
, 66
Journalism
, 38–39
Katz and Lazarsfeld’s model of communication
, 43–44
Language and framing
, 108–116
culture, role of
, 112–113
integrated approach
, 114–115
progress and outcomes, monitoring
, 113–114
stages of planned change, leadership communication strategies for
, 109–112
Lasswell’s view of communication
, 40–41
Leader–member exchange theory
, 27
Leadership
, 1, 3–12
art perspective of
, 17–18
Author’s view of
, 20
capabilities
, 14, 31–32
definition of
, 18–19, 57, 127
dichotomous perspectives of
, 14–18
dual identity of
, 10–11
efficacy
, 128–140
and followership, distinction between
, 15–16
longer-term
, 6–7
and management, distinction between
, 16–17
orientation
, 55–56
popularity of
, 8–11
scientific perspective of
, 17–18
S->M->C->R = E view of
, 5–6
See also individual entries
Leadership behavior
recommended practices for
, 121–125
theories and
, 121–125
Leadership communication
, 4–5, 14–15, 47, 50–51, 52, 104–108, 127
visibility and invisibility of
, 58–71
Leadership competencies
, 128–140
analytic competencies
, 130, 132, 133, 136
communication competencies
, 130, 132, 133, 137–138
definition of
, 129
disciplinary competencies
, 130
organizational competencies
, 130, 132, 133, 138
personal competencies
, 130, 131, 132, 136–137
positional competencies
, 130–131, 132, 135–136
Leadership/followership educators
, 150–152
Learning
, 65–66
Linear communication
, 49–50
Loyalty, in toxic leadership behaviors
, 118–121
Management and leadership, distinction between
, 16–17
Meaning
, 65
Message repetition
, 88
Multiple approaches to leadership
, 21–33
authentic leadership
, 29–30
contingency theory
, 25–26
leader–member exchange theory
, 27
path–goal theory
, 26–27
servant leadership
, 28–29
situational approach
, 25
skills approach
, 23–24
style approach
, 24–25
team leadership
, 30–31
trait approach
, 23
transformational leadership
, 27–28
National Communication Association (NCA)
, 9
NCA. See National Communication Association (NCA)
NCCI. See Network for Change and Continuous Innovation in Higher Education (NCCI)
Needs
, 86
Negotiation
, 66–67
Network for Change and Continuous Innovation in Higher Education (NCCI)
, 9
Ohio State University
, 24
Opinion leaders
, 51, 126
Orator-to-listener view of communication
, 50–51
Organizational competencies
of followership
, 147
of leadership
, 130, 132, 133, 138
Paradigm
, 49–50
Participation
, 14–15
Path–goal theory
, 26–27
People
, 61
Perceived motivation
, 87–88
Personal competencies
of followership
, 145–146
of leadership
, 130, 131, 132, 136–137
Personal Influence (Katz and Lazarsfeld)
, 43–44
Planned change
activation and cultivation, role of
, 98–100
dynamics of
, 96–100
stages of, leadership communication strategies for
, 109–112
successful, facilitating
, 100–104
Plato
, 36–37
Political Tribes: Group Instinct and the Fate of Nations
, 67
Positional competencies
of followership
, 144
of leadership
, 130–131, 132, 135–136
Potentially engaged followers and aspiring leaders, relationship between
, 124–125
Power
, 88
Precepts, The
, 35–36
Prince, The (Machiavelli)
, 93–94
Public characters
, 126
Resolve
, 98
developing
, 102
Resonance
, 13–14, 56, 71–75, 79–81, 92–93, 119–121, 124, 147–148
anticipated use
, 87
capability
, 87
credibility, perceived motivation, intent
, 87–88
definition of
, 57
factors of
, 85–88
failures of
, 93–96
functionality of
, 76–79
message repetition, consistency, and competition
, 88
needs, attitudes, beliefs, and values
, 86
obstructions of
, 93–96
setbacks of
, 93–96
source attractiveness and similarity
, 87
source status, power, or authority
, 88
Responsibility
, 147–150
Rhetoric
, 36–38
Self-reference
, 68–69
Self-reflexivity
, 69
Sensemaking
, 52
Servant leadership
, 28–29, 122–123
Shannon and Weaver’s model of communication
, 41–43
Similarity
, 87
Situational approach to leadership
, 25
Skills approach to leadership
, 23–24
S→M→C→R = E conception of communication
, 5–6, 71–72
S→M→R = E paradigm
, 49–50, 53–54
Social influence
, 3, 4, 7, 14–15, 36–37, 71–75, 79–81, 120–121, 150–151
agents and aspiring leaders, relationship between
, 125–128
definition of
, 20
Source attractiveness
, 87
Source status
, 88
Speech
, 36–38
Spellings, Margaret
, 96–97
Spellings Commission on Higher Education
, 96–97
Style approach to leadership
, 24–25
Subjectivity
, 66
Successful planned change, facilitating
, 100–104
action, motivating
, 102
attention, capturing
, 101
engagement, fostering
, 101–102
integration, promoting
, 103–104
resolve, developing
, 102
Symbols
, 61–63
Systems perspectives of communication
, 46–47
Team leadership
, 30–31
Technology
, 63–64
Thought leaders
, 126
Toxic leadership behaviors, loyalty in
, 118–121
Trait approach to leadership
, 23
Trait theories
, 122
Transformational leadership
, 27–28, 107, 122–123
Underground leaders
, 126, 127
University of Michigan
, 24
University Professional and Continuing Education Association (UPCEA)
, 9
UPCEA. See University Professional and Continuing Education Association (UPCEA)
Value-based leadership
, 157
Values
, 86
Visibility of leadership communication
, 61–64
people
, 61
symbols
, 61–63
technology
, 63–64
Westley and Maclean’s model of communication
, 44–46
Zone of resonance. See Resonance
- Prelims
- Chapter 1 An Introduction to Leadership, Communication, and Social Influence
- Chapter 2 An Overview of Foundational Perspectives on Leadership
- Chapter 3 An Overview of Foundational Perspectives on Communication
- Chapter 4 An Integrated View of Leadership and Communication: The Dynamics of Resonance, Activation, and Cultivation
- Chapter 5 The Role of Resonance, Activation, and Cultivation in Leading Change and Transformation
- Chapter 6 Implications and Applications for Those Who Aspire to Influence
- Chapter 7 The Decision to Lead; the Choice to Follow
- References
- Index