Art and Science of Leadership, The, 7th edition

Nahavandi’s text has an application emphasis with a cross cultural perspective on leadership.

This program will provide a better teaching and learning experience—for you and your students. Here’s how:

• Encourage Students to Apply Theory to Their Own Development: Strong theoretical coverage and cutting-edge research is presented.
• Cross Cultural Focus: A cross-cultural, racial, and gender-based analyses of leadership is presented. 
• Keep your Course Current and Relevant: New examples, exercises, and research findings appear throughout the text.

Encourage Students to Apply Theory to Their Own Development

• Application Focus: Along with strong theoretical coverage and introduction of cutting-edge research, this book continues to be application focused and encourages students to apply the theory to their own development and into their current organizations.

• NEW:  All of the chapters now include Leadership Question and What Do You Do? pedagogical features that encourage active learning.

• Each chapter starts with a “The Leadership Question” that focuses the student on the theoretical or practical issues covered in the chapter.  The question is specifically addressed at some point in the chapter in “The Leadership Question – Revisited” segment.
• Each chapter includes a “What Do You Do?” feature that presents a brief action-oriented scenario to help students connect the material with hands-on applications.

Cross Cultural Focus

• Cross-Cultural Focus: One of the goals for this text is to include cross-cultural, racial, and gender-based analyses of leadership as a major part of the discourse about leadership effectiveness.The changing demographics within the United States and the globalization of the world economy make such analysis essential.

Keep your Course Current and Relevant

• Looking at Changing Organizations: The text focuses on the future by addressing the dramatic changes that organizations are undergoing. Throughout the chapters, the authors establish the link between old and new trends in leadership, particularly the focus on teams and nonhierarchical organizations.
• Exercises and Self-Assessments: This text includes many end-of-chapter exercises and self-assessments with several additions and revisions to maintain its currency.
• NEW: Close to two hundred new references have been added throughout the chapters, almost all dating from 2010 forward. Close to 150 references were removed either because newer more current research was available, the examples no longer fit, or leaders had left or retired.
• UPDATED: The learning outcomes for each chapter are updated or revised.
• NEW, UPDATED, and REVISED: In addition to general updates of research and examples in all the chapters, six of the ten chapters have been substantially revised.  Changes include:
• In Chapter 2:
• A substantial revision of the presentation of the GLOBE research
• Substantial revision and of the material on gender and diversity
• New exercise added – World Map
• Cultural Mindset self-assessment revised
• In Chapter 4:
• New material and new self-assessment on Proactive Personality     
• New material on the Dark Triad replaces separate coverage of Machiavellianism and Narcissism
• Extensive revision on the section on leaders who fail
• New case about Zhang Xi of Soho-China
• In Chapter 6:
• Chapter is retitled to address the new era in leadership research
• Extensively revised presentation of value-based leadership including servant, authentic, and positive leadership
• New “Applying what you learn: Balancing a positive approach with realism”
• Revised self-assessment on Authentic Leadership
• Extensive revision of the Avon-Andrea Jung case to reflect her leaving the company
• In Chapter 7:
• New “Leading change: Public Allies”
• Extensive revision of the Leadership in Action case to reflect changes in leadership at P&G
• In Chapter 8:

Encourage Students to Apply Theory to Their Own Development

• All of the chapters now include Leadership Question and What Do You Do? pedagogical features that encourage active learning.

• Each chapter starts with a “The Leadership Question” that focuses the student on the theoretical or practical issues covered in the chapter.  The question is specifically addressed at some point in the chapter in “The Leadership Question — Revisited” segment.
• Each chapter includes a “What Do You Do?” feature that presents a brief action-oriented scenario to help students connect the material with hands-on applications.

Keep your Course Current and Relevant

• Close to two hundred new references have been added throughout the chapters, almost all dating from 2010 forward. Close to 150 references were removed either because newer more current research was available, the examples no longer fit, or leaders had left or retired.
• The learning outcomes for each chapter are updated or revised.
• In addition to general updates of research and examples in all the chapters, six of the ten chapters have been substantially revised.  Changes include:
• In Chapter 2:
• A substantial revision of the presentation of the GLOBE research
• Substantial revision and of the material on gender and diversity
• New exercise added — World Map
• Cultural Mindset self-assessment revised
• In Chapter 4:
• New material and new self-assessment on Proactive Personality     
• New material on the Dark Triad replaces separate coverage of Machiavellianism and Narcissism
• Extensive revision on the section on leaders who fail
• New case about Zhang Xi of Soho-China
• In Chapter 6:
• Chapter is retitled to address the new era in leadership research
• Extensively revised presentation of value-based leadership including servant, authentic, and positive leadership
• New “Applying what you learn: Balancing a positive approach with realism”
• Revised self-assessment on Authentic Leadership
• Extensive revision of the Avon-Andrea Jung case to reflect her leaving the company
• In Chapter 7:
• New “Leading change: Public Allies”
• Extensive revision of the Leadership in Action case to reflect changes in leadership at P&G
• In Chapter 8:
• New Leading Change: Google”
• New material on helping teams become effective
• In Chapter 9:
• Structure of the chapter has been revised
• New Leading Change: Ford’s Alan Mulally”
• New exercise — The 6 hats
• Extensively revised Leadership in Action that reflects company’s change in policy