Leadership: Research, Practice, Skills, 10th Edition, links leadership research with exercises for examining organizational behavior. Andrew J. DuBrin covers traits, behaviors, contingency approaches, emotional intelligence, ethics, teams, and change. Cases and self-assessments support management students and professionals studying how leadership concepts apply in workplace relationships.
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DuBrin places research findings alongside opportunities to analyze leadership in practice. Trait and behavioral perspectives establish a foundation, followed by contingency and situational models that consider the influence of context. Case analyses, skill exercises, and questionnaires invite readers to examine their own assumptions as well as the behavior of leaders in organizations.
The discussion extends to emotional intelligence, authenticity, ethical conduct, and socially responsible leadership. Team decision-making, conflict, organizational change, coaching, mentoring, and the use of influence connect theory with recurring management tasks. The blend of conceptual material and activities suits leadership courses and professionals seeking a structured way to reflect on their workplace interactions.
DuBrin pairs leadership research with activities that ask readers to apply it. Traits and behaviors give way to situational models, then to emotional intelligence, ethics, teams and change, with cases, exercises and self-assessments turning each concept into something examinable in the reader's own workplace.
The text treats leadership as a subject to be practiced as well as studied. It opens with trait and behavioral perspectives, then introduces contingency and situational models that make context central. Emotional intelligence, authenticity and ethics are handled as components of leadership rather than decorations. Team decision-making, conflict, influence, coaching and mentoring connect the concepts to recurring managerial tasks. Organizational change provides the setting where many of these ideas meet. Cases and questionnaires recur throughout, inviting readers to test claims against situations and against their own assumptions. It is built for courses and for professionals who want structure in reflecting on how they lead.
The opening frameworks ask what leaders are like and what they do. Trait perspectives emphasize enduring characteristics; behavioral perspectives focus on observable action. The book presents both as starting points that later, context-sensitive models qualify.
Contingency and situational models argue that effective leadership depends on circumstances. The book uses them to complicate simple prescriptions, showing why the same approach can succeed in one setting and fail in another.
Emotional intelligence and authenticity are treated as learnable capacities that shape relationships. The text connects self-awareness and self-regulation to how leaders handle pressure, feedback and interpersonal friction.
Ethical conduct and social responsibility are examined as leadership obligations, not optional virtues. The book raises questions about influence, fairness and the consequences of decisions on people beyond the organization.
Team decision-making, conflict and influence are grouped because they occur together in practice. The book considers how leaders shape discussion, handle disagreement and exercise influence without relying on authority alone.
Organizational change, coaching and mentoring bring the earlier ideas into long-term work. Exercises and self-assessments turn the material back on the reader, making reflection part of the method rather than a closing suggestion.
Management students and working professionals who want a research-informed, exercise-based way to examine their own leadership behavior.
Edition, audience, and study-guide details at a glance.
Leadership: Research, Practice, Skills, 10th Edition, links leadership research with exercises for examining organizational behavior. Andrew J. DuBrin covers traits, behaviors, contingency approaches, emotional intelligence, ethics, teams, and change. Cases and self-assessments support management students and professionals studying how leadership concepts apply in workplace relationships.
This listing is for the 10th edition. Check the title, ISBN, and book details above before ordering, especially if your course or reading list names a specific edition.
Management students and working professionals who want a research-informed, exercise-based way to examine their own leadership behavior.
Yes. This page includes an original study guide with six thematic sections, key takeaways, and a topic map for structured reading.
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