BASS & STOGDILL'S

Handbook of
Leadership
THEORY, RESEARCH,
AND
MANAGERIAL APPLICATIONS
Third Edition

by
Bernard M. Bass
?]
Y

THE FREE PRESS

New York London Toronto Sydney

Contents
Preface to the Third Edition

xi

6. Leadership and Activity Level

89

Energy and Assertiveness Talking and

Leading Time and Effort Summary and

PARTI

Conclusions

Introduction to Concepts
and Theories of Leadership
1. Concepts of Leadership

7. Task Competence and Leadership

3

Competence and Leadership

Summary and Conclusions

The Beginnings The Meaning of

8. Interpersonal Competence and Leadership

Leadership Leadership and

Headship An Evolving, Expanding
Conceptualization Summary

Empathy, and Leadership Summary and

Conclusions

21

Examples of Classifications

9. Authoritarianism, Power Orientation,

Machiavellianism, a n d Leadership

Commonalities in Taxonomies

The Authoritarian Personality

Summary and Conclusions

Authoritarianism and Leadership

3. An Introduction to Theories and Models of

Leadership

110

Basic Interpersonal Skills Social Insight,

and Conclusions

2. Typologies and Taxonomies of Leadership

97

The Meaning and Effects of Competence

124

Power, Interpersonal Competence, and

37

Leadership Machiavellianism Summary

and Conclusions

Personal and Situational Theories

10. Values, Needs, and Well-being of Leaders

Interaction and Social Learning Theories

Theories and Models of Interactive

Values Achievement Motivation and Task

Processes Perceptual and Cognitive

Orientation Risk Taking Concepts of

Theories Hybrid Explanations Methods

the Self Health, Well-being, and

and Measurements Summary and

Leadership Leaders' Organizational

Conclusions

Values, and Orientation Satisfaction with

140

the Leadership Role Summary and

Conclusions

PART II

11. Accorded Status, Esteem, and Leadership

Personal Attributes of Leaders

^\4. Traits of Leadership: 1904-47

59

Status Esteem Summary and

Conclusions

Methods Results Summary and

Vl2. Charismatic, Charismalike, and Inspirational

Conclusions

5. Traits of Leadership: A Followup

166

Meaning of Status and Esteem

78

Leadership

Improvements in Methods and

The Concept of Charismatic Leadership

Measurements Comparison

The Charismatic Relationship The

of the Reviews of 1948 and 1970 Factor

Charismatic Leader in Complex

Analysis of the Traits of Leadership

Organizations: A Conceptual

Summary and Conclusions

Examination Empirical Studies of

184

Contents

. Leader-Follower Interactive Effects

Charismatic Effects Inspirational

Leadership Transformational Leadership:

Contributions of Leadership to the

Charisma, Inspiration, and Intellectual

Transactional Relationship Followers'

Stimulation Summary and Conclusions

Impact on Leaders Mutual Influence of

339

Leaders and Followers Summary and

Conclusions

PART III

Power and Legitimacy

13. Power and Leadership

225

19. Moderators of the Use and Effects of

Contingent-Reinforcement Leadership

Definitions of Social Power Sources of

Constraints on the Use and Impact of

Power Power and Emergence as a

Feedback Constraints on the

Leader The Bases of Power

Performance-Appraisal Interview

Comparisons of the Bases of Power

Implicit Theories of Leadership as

Summary and Conclusions

Moderators Summary and Conclusions

14. Leadership and the Distribution of Power

252

Importance of Differences in Power

PART V

Leadership and Management

Distribution of Power in Communities and

Organizations The Power of the Group

20. The Work of Leaders and Managers

Power, Leadership, and Structure

Industrial Democracy Power Sharing at

What Leaders and Managers Do Methods

the Immediate Work-Group Level

of Studying What Managers Do Time

Summary and Conclusions

Spent and Work Done by Managers

15. Conflict and Legitimacy in the Leadership

Role
I

383

Mintzberg's Managerial Roles

274

Characteristics of the Managerial

Sources^of Conflict Incongruities in

Processes Moderators of the Manager's

Status, Esteem, and Ability Within-Role

Work, Function, and Roles Effective

Conflict Resolving Conflict Managing

Managerial Activities and Role

Conflict . Legitimation and Conflict

Taking Summary and Conclusions

Summary and Conclusions

16. Authority, Responsibility, and Leadership

362

Limits to Contingent Reinforcement

305

21. Autocratic and Authoritarian versus Democratic

and Egalitarian Leadership
415

Authority Responsibility Studies of

The Two Opposing Approaches

Organizational Authority, Responsibility, and

Authoritarian and Democratic Leadership

Delegation Summary and Conclusions

Effects of Authoritarian and Democratic

Leadership Antecedent Conditions That
Moderate the Effects Large-scale, Long-

PART IV

term Comparisons of Autocratic and

The Transactional Exchange '

17. Leadership as Contingent Reinforcement
Leadership as a Social Exchange

Democratic Systems Interpretive Problems

319

and Issues Summary and Conclusions

22. Directive versus Participative Leadership

Reinforcement Leadership and

The Continuum Antecedents of Direction

Followership Reinforcement and the

and Participation General Effects of

Emergence of Leaders The Dynamics of

Directive and Participative Leaders

the Exchange Relationship Summary

Contingent Effects of Directive and

and Conclusions

Participative Leadership A Deduced

436

IX

Contents
Model for Achieving Decision Quality or

Importance of the Group The Group's

Conclusions

Development Effects of Groups on Their

23. Task- versus Relations-Oriented Leadership 473

Leaders Impact of the Leader on the

Meanings Antecedents Contributing to

Group's Drive and Cohesiveness Impact

Task Orientation and Relations

of the Leader on the Assembly Bonus

Orientation General Consequences of

Effect Summary and Conclusions

Relations-Oriented and Task-Oriented

613

28. Leadership, Task, and Technology

Leadership Blake and. Mouton's Grid

The Leader's Competence and the

Theory Situational Contingencies

Requirements of Tasks Important

Affecting Outcomes The Hersey-

Dimensions of Tasks Path-Goal Theory:

Blanchard Situational Leadership

The Explanation of Task Effects on

Model Fiedler's Contingency Model of

Leadership Summary and Conclusions

24. Consideration, Initiating Structure, and Related

Factors for Describing the Behavior
of Leaders
511
A Behavioral Approach Psychometric

Leadership Summary and Conclusions

The Nature of Stress A Model of Group

Responses to Stress Leadership Under'
Effective Leadership Stress and
Effectiveness as a Leader
Transformational Leadership and Dealing

General Effects on Productivity, Satisfaction,

and Othjr Criteria Contingencies in the

with Stress Summary and Conclusions

30. Space, Networks, Leadership,

and Its Substitutes

658

Importance of Spatial and Social

Effects of Consideration and Initiation

Arrangements Leadership and Physical

Causal Effects Summary and Conclusions

Space Leadership and Psychological

25. Laissez-faire Leadership versus Motivation to

Manage
544

Stress Successful but Not Necessarily

Scales Behavioral Descriptions of the Ideal

Leaders' Antecedents and Correlates of

634

29. Stress and Leadership

Properties Alternative and Additional

Consideration and Initiation of Structure

595

27. Leaders and Their Immediate Groups

Subordinate Acceptance Summary and

Space Leadership and Psychosocial

Distance Networks Leadership in

Relations among Leadership Styles

Experimental Communication

Laissez-faire Leadership Motivation to

Networks Substitutes for

Lead and to Manage Summary and

Leadership Summary and Conclusions

31. Persistence, Transfer, and Succession of

Leadership

Conclusions

Persistence Transfer of Leadership

PART VI

Succession Summary and Conclusions

Situational Moderators
26. Leadership, Environment, and Organization 563

PART VII

Diverse Groups

Leadership Situations Leadership and the

External Environment Organizations and

32. Women and Leadership

707

Leadership Leadership and Organizational

The Rise in Women Leaders and

Constraints Leadership and

Managers Constraints on Opportunities

Organizational Culture Summary and

for Leadership Male-Female Differences

Conclusions

in Leadership Potential Male-Female

687

Contents

Differences in Leadership Style Success

Methods of Leadership Training On-the-

and Effectiveness of Women

job Leadership Training and Development

Leaders Moderating Effects of

Purposes and Content of Leadership

Subordinates, Task, and Situation Career

Training Programmatic Applications

Advancement of Women Leaders and

Factors That Affect Training

Managers Summary and Conclusions

Outcomes Summary and Conclusions

33. Leadership, Blacks, Hispanics, and Other

Minorities

738

36. Assessment and Forecasting of Leaders' and

Managers' Performance
857
Judgmental Approaches Mechanical

Blacks and Leadership Performance of

Blacks and Whites as Leaders Other

Methods Judgments Integrated with

Minorities and Leadership Summary and

Mechanical Methods Assessment

Conclusions

Centers Summary and Conclusions

Leadership in Different Countries

V 34. and
Cultures

760

37. Leadership Issues for the

Twenty-first Century

The Importance and Pace of

Considerations in Looking Ahead

Internationalization Issues of

Methodological Issues Substantive

Consequence Origins of Leaders

Issues Summary and Conclusions

879

Culture, Country, and Attributes of

Leadership Differences in Leadership

Glossary
References
Author Index
Subject Index

Across Cultures Styles of

Leadership Leadership in the
Multinational Firm Summary and
Conclusions

PART VIII

Improving Leadership and

Leadership Research
35. Development, Education, and Training for
Leadership and Management
Development Issues Educational Issues
Career Issues Value of Training

807

915
925
1115
1149