For thirty-three years and through three editions, Bass & Stogdill's Handbook of Leadership has been the indispensable bible for every serious student of leadership. Since the third edition came out in 1990, the field of leadership has expanded by an order of magnitude. This completely revised and updated fourth edition reflects the growth and changes in the study of leadership over the past seventeen years, with new chapters on transformational leadership, ethics, presidential leadership, and executive leadership. Throughout the Handbook, the contributions from cognitive social psychology and the social, political, communications, and administrative sciences have been expanded.

As in the third edition, Bernard Bass begins with a consideration of the definitions and concepts used, and a brief review of some of the betterknown theories. Professor Bass then focuses on the personal traits, tendencies, attributes, and values of leaders and the knowledge, intellectual competence, and technical skills required for leadership. Next he looks at leaders' socioemotional talents and interpersonal competencies, and the differences in these characteristics in leaders who are imbued with ideologies, especially authoritarianism, Machiavellianism, and self-aggrandizement. A fuller examination of the values, needs, and satisfactions of leaders follows, and singled out for special attention are competitiveness and the preferences for taking risks. In his chapters on personal characteristics, Bass examines the esteem that others generally accord to leaders as a consequence of the leaders' personalities.

The many theoretical and research developments about charisma over the past thirty years are crucial and are explored here in depth. Bass has continued to develop his theory of transformational leadership -- the paradigm of the last twenty years -- and he details how it makes possible the inclusion of a much wider range of phenomena than when theory and modeling are limited to reinforcement strategies. He also details the new incarnations of transformational leadership since the last edition.

Bass has greatly expanded his consideration of women and racial minorities, both of whom are increasingly taking on leadership roles.

A glossary is included to assist specialists in a particular academic discipline who may be unfamiliar with terms used in other fields.

Business professors and students, executives in every industry, and politicians at all levels have relied for years on the time-honored guidance and insight afforded by the Handbook.

Bernard M. Bass with Ruth Bass

Foreword

In Memory of Bernard M. Bass

Acknowledgments

Preface

Part I

Introduction

1. Concepts of Leadership

Myths, Legends, and Religious Texts . The Modern Study of Leadership . Universality of Leadership . Defining Leadership . Leadership, Headship, and Management . An Evolving, Expanding Conceptualization of Leadership . Summary and Conclusions

2. Types and Taxonomies

Types of Leadership in Small Groups . Types of Leadership in Organizations and Institutions . Taxonomies of Leaders According to Their Functions, Roles, Perceptions, and Behaviors . Taxonomies of Leaders According to Their Styles and Patterns of Behavior . Commonalities in Types and Taxonomies . Summary and Conclusions

3. Models and Theories of Leadership

Good and Bad Theories . Sources of Current Models and Theories . Methods and Measurements . Summary and Conclusions

Part II

Personal Attributes of Leaders

4. Traits of Leadership (1904-1970)

1904-1908 . Conclusions as of 1948 . Traits of Leadership (1948-1970) . Factor Analyses of the Traits of Leadership . Conclusions by 1970

5. Traits of Leadership (1970-2006)

Situationalism . Heritability, Genes, and Biological Bases of Leadership in Behavior . Personality Traits Correlated with Emergent and Effective Leadership . Task Competence . Socioeconomic and Interpersonal CompetenceSummary and Conclusions

6. Activity Level

Antecedents of Active Leadership . Effects of Active Leadership on Followers . The Motivation to Manage . Inactive or Laissez-Faire Leadership . Summary and Conclusions

7. Authoritarianism, Power Orientation, Machiavellianism, and Leadership

The Authoritarian Personality . Authoritarianism and Leadership . Power Motivation . Machiavellianism . Political Psychology and Leadership in Organizations . Summary and Conclusions

8. Values, Self-Esteem, Well-Being, and Leadership

Values . Motives . Concepts of the Self . Satisfaction with the Leadership Role . Health, Well-Being, and Leadership . Summary and Conclusions

9. Ethics and Leadership

Philosophies of Ethical Leadership . Ethical Leader Behavior . Ethics and Effectiveness . Spiritual Leadership . Moral Reasoning . Character . Vices of Leadership . Dealing with Ethical and Unethical Practices . Impact of the Internet . Summary and Conclusions

Part III

Personal Attributes of Leadership

10. Leadership and Accorded Status, Esteem, and Trust

Status . Esteem . Trust . Summary and Conclusions

11. Power and Leadership

Definitions of Social Power . Personal versus Positional Power . Varied Uses of Power . Power and Emergence as a Leader . The Bases of Power . Antecedents and Consequences of the Bases of Power . Summary and Conclusions

12. Leadership and the Distribution of Power

Importances of Differences in Power . Distribution of Power in Communities and Organizations . The Power of the Group . Power, Leadership, and Structure . Empowerment . Industrial Democracy . Power Sharing in Planning Change . Summary and Conclusions

13. Resolution of Conflict

Sources of Conflict . Conditions That Resolve or Reduce Conflicts . Managing Conflict . Legitimatization and Conflict . Constructive Conflict . Summary and Conclusions

14. Authority, Responsibility, Accountability, and Leadership

Authority . Responsibility . AccountabilityDelegation . Summary and Conclusions

15. Reinforcement and Instrumental Leadership

Leadership as a Social Exchange . Reinforcement (Instrumental) Leadership and Followership . Applying Contingent Reinforcement . Reinforcement and the Emergence of Leaders . The Dynamics of the Exchange Relationship . Limits to Contingent Reinforcement . Constraints on the Use and Impact of Feedback . Constraints on the Performance-Appraisal Interview . Implicit Theories of Leadership as Moderators of LMX . Summary and Conclusions

16. Followers and Mutual Influence on Leadership

The Leader's Influence . Followers' Impact on Leaders . Leader-Member Exchange (LMX) . The Reciprocal Relationship . Summary and Conclusions

Part IV

Styles of Leadership

17. Autocratic versus Democratic Leadership

The Two Opposing Approaches . Authoritarian and Democratic Leadership . Effects of Autocratic and Democratic Leadership . Antecedent Conditions That Moderate the Effects of Autocratic and Democratic Leadership . Large-Scale, Long-Term Comparisons of Autocratic and Democratic Systems . Summary and Conclusions

18. Directive versus Participative Leadership

Making Decisions . The Continuum . Aspects of Direction and Participation . Antecedents of Direction and Participation . General Effects on Benefits and Costs of Directive and Participative Leadership . Additional Contingent Effects of Directive and Participative Leadership . Deduced Models for Achieving Decision Quality or Subordinate Acceptance . Summary and Conclusions

19. Task versus Relations Orientation

Task, Relations, and Change Orientation . Antecedents of Task-, Relations-, and Change-Oriented Leadership . General Consequences of Relations-Oriented, Task-Oriented, and Change-Oriented Leadership . Blake and Mouton's Grid …