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It has become a truism that'leadership depends upon the situation,'but few behavioral scientists have attempted to go beyond that statement to examine the specific ways in which leaders should and do vary their behavior with situational demands. Vroom and Yetton select a critical aspect of leadership style-the extent to which the leader encourages the participation of his subordinates in decision-making. They describe a normative model which shows the specific leadership style called for in different classes of situations. The model is expressed in terms of a'decision tree'and requires the leader to analyze the dimensions of the particular problem or decision with which he is confronted in order to determine how much and in what way to share his decision-making power with his subordinates. Other chapters discuss how leaders behave in different situations. They look at differences in leadership styles, and what situations induce people to display autocratic or participative behavior.

In this study Dr. Schiffer explores the sources and ingredients of the power of charisma. He theorizes that the image of the idealized man or charismatic leader is created by the populace at large. This hero or heroine contains a blend of the following characteristics: a spice of foreignness, some subtle stigma or defect, a calling to public service, a competitive stance against an opponent, an aura of social station and associated wealth, a certain mystique of sexuality, theatricality, and a novel lifestyle. Each individual contributes his own unique developmental conflicts and heroic imagery to the creation of this composite figure. Dr. Schiffer presents an intriguing modification of Freud's views on group psychology, proposing the mother instead of the father as the pivotal figure in personal growth, and he extends this argument into the sphere of leadership and politics.

Contents: Acknowledgments. I. Introduction. II. The Primary Groups and Politics. III. Experiments and the Political Process: 1. The Culture of the Laboratory. IV. Experiments and the Political Process: 2: Bridging the Gap. V. The Concept of Leadership. VI. Leadership: Affective and Instrumental, 1. VII. Leadership: Affective and Instrumental, 2. VIII. Leadership and the Norms of the Group. IX. The Participation Hypothesis, 1: Application of a Small Group Finding. X. The Participation Hypothesis, 2: The Generality of a Small Group Finding. XI. A Concluding Note. Bibliography. Index.Originally published in 1961.The Princeton Legacy Library uses the latest print-on-demand technology to again make available previously out-of-print books from the distinguished backlist of Princeton University Press. These editions preserve the original texts of these important books while presenting them in durable paperback and hardcover editions. The goal of the Princeton Legacy Library is to vastly increase access to the rich scholarly heritage found in the thousands of books published by Princeton University Press since its founding in 1905.

Self-made man and renowned Baptist minister Russell Conwell helped to usher in a paradigm shift in Christian thinking in the late nineteenth and early twentieth centuries -- and also managed to help remake the self-help genre in the process. The Key to Success is a comprehensive overview of Conwell's philosophy, and it's chock-full of ideas that will help you make your wildest dreams of success come true.

A study of how a district of Papua New Guinea dealt with the new political institutions established in the last years of colonial rule. The Monographs on Social Anthropology were established in 1940 and aim to publish results of modern anthropological research of primary interest to specialists.

• Takes a new slant on an increasingly important development issue • There is a noticeable gap in extant literature concerning positive factors beneficial to rural women's leadership development. This book addresses that gap through a concentrated focus on the presence of such positive factors and the ways in which they contribute to the success of rural women in overcoming barriers to leadership. • The dynamic relationship of External and Internal Factors is highlighted through distillation into five Key Factors cited by rural women as not only supportive of their leadership development, but also as crucial to the development of aspiring rural women leaders.