Leadership research finding practice and skills 6e andrew dubrin

548 17 0
  • Loading ...
1/548 trang
Tải xuống

Thông tin tài liệu

Ngày đăng: 25/11/2016, 08:42

Leadership Research Findings, Practice, and Skills This page intentionally left blank PREFACE Leadership Research Findings, Practice, and Skills Sixth Edition ANDREW J DuBRIN Rochester Institute of Technology Australia • Brazil • Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States iii To Rosie, Clare, Camila, Sofia, Eliana, and Carson Leadership: Research Findings, Practice and Skills, Sixth Edition Andrew DuBrin Publisher: Jack Calhoun Editor-in-Chief: Melissa Acuna Copyright © 2010 Cengage Learning ALL RIGHTS RESERVED No part of this work covered by the copyright herein may be reproduced, transmitted, stored or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, Web distribution, information networks, or information storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the publisher Development Editor: Suzanna Bainbridge Executive Acquisitions Editor: Joe Sabatino Senior Content Project Manager: Shelley Dickerson Editorial Assistant: Ruth Belanger Art/Design Manager: Jill Haber For product information and technology assistance, contact us at Cengage Learning Customer & Sales Support, 1-800-354-9706 For permission to use material from this text or product, submit all requests online at www.cengage.com/permissions Further permissions questions can be emailed to permissionrequest@cengage.com Senior Photo Editor: Jennifer Meyer Dare Composition Buyer: Chuck Dutton Library of Congress Control Number: 2008943262 Print Buyer: Miranda Klapper Marketing Manager: Clint Kernen Student Edition: Cover image: © DLTLLC/Corbis ISBN-13: 978-0-547-14396-5 Compositor: Pre-Press PMG ISBN-10: 0-547-14396-6 South-Western 5191 Natorp Blvd Mason, OH 45040 USA Cengage Learning products are represented in Canada by Nelson Education, Ltd For your course and learning solutions, visit www.cengage.com Purchase any of our products at your local college store or at our preferred online store www.ichapters.com Printed in Canada 12 11 10 09 08 v PREFACE Brief Contents CHAPTER The Nature and Importance of Leadership CHAPTER Traits, Motives, and Characteristics of Leaders 31 CHAPTER Charismatic and Transformational Leadership 66 CHAPTER Leadership Behaviors, Attitudes, and Styles CHAPTER Contingency and Situational Leadership CHAPTER Leadership Ethics and Social Responsibility CHAPTER Power, Politics, and Leadership CHAPTER Influence Tactics of Leaders CHAPTER Developing Teamwork CHAPTER 10 Motivation and Coaching Skills CHAPTER 11 Creativity, Innovation, and Leadership CHAPTER 12 Communication and Conflict Resolution Skills CHAPTER 13 Strategic Leadership and Knowledge Management CHAPTER 14 International and Culturally Diverse Aspects of Leadership CHAPTER 15 Leadership Development and Succession Endnotes 97 132 166 196 229 255 283 315 347 380 410 442 474 Glossary 499 Indexes 505 v This page intentionally left blank vii PREFACE Contents PREFACE CHAPTER xxi The Nature and Importance of Leadership The Meaning of Leadership Leadership as a Partnership Leadership as a Relationship Leadership Versus Management The Impact of Leadership on Organizational Performance Leader in Action: A Full-Time Manager for a Law Firm? Research and Opinion: Leadership Does Make a Difference Research and Opinion: Formal Leadership Does Not Make a Difference Leadership Roles 12 Leadership Self-Assessment Quiz 1-1: Readiness for the Leadership Role 12 The Satisfactions and Frustrations of Being a Leader 16 Satisfactions of Leaders 16 Leadership Skill-Building Exercise 1-1: My Leadership Role Analysis Dissatisfactions and Frustrations of Leaders 17 18 A Framework for Understanding Leadership Skill Development in Leadership 21 20 Leadership Skill-Building Exercise 1-2: My Leadership Portfolio Leadership Self-Assessment Quiz 1-2: The Leadership Experience Audit 23 Followership: Being an Effective Group Member 24 Types of Followers 25 Essential Qualities of Effective Followers 26 Collaboration Between Leaders and Followers 23 27 vii viii CONTENTS Summary • Key Terms • Guidelines for Action and Skill Development 27–28 Leadership Case Problem A: Highland Homes Goes for the Green 29 Leadership Case Problem B: The Subprime Department Blues 30 Internet Skill-Building Exercise: Key Leadership Topics 30 CHAPTER Traits, Motives, and Characteristics of Leaders Personality Traits of Effective Leaders General Personality Traits 31 33 33 Leadership Self-Assessment Quiz 2-1: Behaviors and Attitudes of a Trustworthy Leader 36 Leadership Self-Assessment Quiz 2-2: The Assertiveness Scale Task-Related Personality Traits 39 42 Leadership Skill-Building Exercise 2-1: A Sense of Humor on the Job Leadership Motives 47 The Power Motive 47 Leadership Skill-Building Exercise 2-2: Developing an Internal Locus of Control 48 The Drive and Achievement Motive Tenacity and Resilience 50 50 Leadership Self-Assessment Quiz 2-3: Personal Resiliency Quiz Cognitive Factors and Leadership 52 Cognitive (or Analytical) Intelligence 52 Knowledge of the Business or Group Task 51 53 Leader in Action: Former Nike and Coors Leader Frits van Paasschen Tries the Hotel Business 54 Creativity 55 Insight into People and Situations 55 Farsightedness and Conceptual Thinking 56 The WICS Model of Leadership in Organizations 56 The Influence of Heredity and Environment on Leadership 57 Leadership Skill-Building Exercise 2-3: Group Feedback on Leadership Traits 58 The Strengths and Limitations of the Trait Approach 59 Summary • Key Terms • Guidelines for Action and Skill Development 60–61 Leadership Case Problem A: The Methodical John Thain Takes Over at Merrill 62 Leadership Case Problem B: Amy Touchstone Wants to Shape Up the Club 64 43 ix CONTENTS Leadership Skill-Building Exercise 2-4: My Leadership Portfolio Internet Skill-Building Exercise: Measuring Your Emotional Intelligence 65 CHAPTER Charismatic and Transformational Leadership The Meanings of Charisma 65 66 68 Charisma: A Relationship Between the Leader, Group Members, and Other Stakeholders 68 The Effects of Charisma 69 Types of Charismatic Leaders 70 Characteristics of Charismatic Leaders 72 Leadership Self-Assessment Quiz 3-1: The Emotional Expressiveness Scale 74 The Vision Component of Charismatic Leadership 75 Leadership Skill-Building Exercise 3-1: Formulating a Vision The Communication Style of Charismatic Leaders 77 77 Management by Inspiration 77 Management by Storytelling 78 Leadership Skill-Building Exercise 3-2: Charismatic Leadership by Storytelling 79 The Development of Charisma 79 Leadership Self-Assessment Quiz 3-2: The Personal Magnetism Deficit Inventory 79 Techniques for Developing Charisma Transformational Leadership 81 83 How Transformations Take Place 84 Attributes of Transformational Leaders 86 The Impact of Transformational and Charismatic Leadership on Performance and Behavior 87 Leader in Action: Swashbuckling Richard Branson of the Virgin Group 88 Concerns About Charismatic Leadership 90 Challenges to the Validity of Charismatic Leadership The Dark Side of Charismatic Leadership 91 90 Summary • Key Terms • Guidelines for Action and Skill Development 92–93 Leadership Case Problem A: The Image Doctor Is In 94 Leadership Case Problem B: Time to Rebound at Willow Pond 95 Leadership Skill-Building Exercise 3-3: My Leadership Portfolio 96 Internet Skill-Building Exercise: Charisma Tips from the Internet 96 Name Index Acuff, Frank, L 373 Albaugh, James, 100 Alston, Sylvia, 413 Amabile, Teresa M., 322 Amelio, Bill, 230 Andersson, B I., 237 Argyris, Chris, 444 Arruda, William, 94–95 Ash, Mary Kay, 77 Avolio, Bruce J., 20, 89 Ayub, Tahir, 460 Badaracco, Joseph L., 172, 444 Ballinger, Gary A., 463 Balthazard, Pierre, 75 Barksdale, Jim, 73 Bass, Bernard M., 10, 83 Baxter, Ralph Jr., Becker, Thomas E., 171 Beer, Michael, 393 Bennis, Warren, 27, 50, 90, 316 Berglas, Steven, 308 Bernieri, Frank, 82 Bezos, Jeff, 55, 384, 392 Biberman, Gerald, 212 Bisciglia, Christophe, 163–164 Black, Conrad, 173 Blanchard, Ken, 4, 142 Block, Peter, Bodek, Norman, 206 Bolman, Lee G., 265 Bond, Rod, 431 Bosack, Len, 387 Bossidy, Larry, 101 Bower, Joseph, 464 Boyatzis, Richard, 46 Bradley, Todd, 388 Braly, Angela, Brandon, David, 284 Branson, Richard, 73, 120, 167, 449 Bratton, Bill, 86 Breeding, Patricia, 185 Brenneman, Greg, 83, 84 Brin, Sergey, 387 Brown, Aaron, 424 Brown, Michael E., 181 Buckingham, Marcus, 102 Buffet, Warren, 176 Bush, George W., 71 Byrnes, Jonathan, 59 Carli, Linda L., 123 Caro, Robert A., 203 Carvel, Thomas, 316, 321 Cavanagh, John, 29 Cayne, James, 157 Chambers, John, 86, 340, 392 Cheverton, Richard E., 321 Chua, Alton Y K., 400 Cialdini, Robert B., 355 Cohen, Steven A., 234 Collins, Jim, 11, 35, 75, 392 Conant, Doug, 302 Conger, Jay A., 77 Cotton, John L., 452 Covey, Steven, 107, 203 Covie, Bobby, 372 Cowan, Robert, 317 Crosby, Joe, 185 Crosby, Ralph D., 215 Cruz, Zoe, 70 Cunningham, Jan, 301 da Silva Boijikian, Clovis, 114 Davenport, Thomas, 395, 399 Deal, Terrence E., 265 De Backer, Philippe, 152 De Boer, Jack, 390 de la Billière, Peter, 348 Dell, Michael, 38 Dirks, Kurt T., 36 Ditzel, Dave, 335 Drucker, Peter, 59 Ducey, Doug, 290 Dunn, Patricia, 179 Dweck, Carol, 446 Dyrdhal, Melissa, 454 Eagly, Alice H., 123 Ebbers, Bernie, 179 Eisenstat, Russell A., 393 Emerson, Richard M., 201 Enelis, Aya Fubara, 465 English, Edmond, 158 Enrico, Dick, 129–130 Enrico, Roger, 77, 130 Epstein, Stephen, 186 Farkas, Charles M., 152 Ferrin, Donald L., 36 Fiedler, Fred E., 134–138, 151 Fiorina, Carly, 124 Fisher, Roger, 373 Flynn, Timothy P., 173 Ford, Henry, 323, 386 Freston, Tom, 180, 343 Fujii, John, 437 Gandossy, Robert, 457 Gardner, John, 68 Gardner, Howard, 175 Gates, Bill, 183, 240 Gates, Melinda, 183 Gazzara, Kevin D., 454 505 506 NAME INDEX George, Bill, 38, 108 Ghosn, Carlos, 86, 428 Giuliani, Rudy, Goldsmith, Marshall, 212, 297,308, 458 Goleman, Daniel, 44, 46 Goodnight, Jim, 171 Graen, George, 274 Grant, Jan, 123 Graves, Samuel B., 189 Greenbaum, Steven J., Greenleaf, Robert K., 108 Greenspan, Alan, 172 Gruden, Jon, 262 Gupta, Yogesh, 348 Gur, Raquel, 123 Gur, Ruben, 123 Gutierrez, Carlos, 384 Hackman, J Richard, 11, 24 Halpert, Jane A., 69 Hamel, Gary, 384, 385, 386 Harris, Richard M., 358 Harrison, Stephen G., 35 Hayes, Gary, 98 Heister, John, 372 Heyer, Steve, 45, 46 Higgins, Frank, 433 Hofstede, Geerte, 419 Hollingsworth, Joe, 420 Honold, Linda, 301 House, Robert, 139, 140 Howell, Jane M., 89 Hurd, Mark, 256 Hymams, Ron, 411 Immelt, Jeff, 101, 193–194, 244, 462 Jago, Arthur G., 134 James, Erika H., 359 Jobs, Steve, 48, 55, 68, 69, 179, 318 Johnson, Edward III, 198 Judge, Timothy A., 89 Jung, Andrea, 56, 69, 108 Kaizaki, Yoichiro, 158 Kaplan, Bob, 445 Kasparov, Gary, 333 Katzenbach, Jon R., 256, 297 Kelleher, Herb, Kellerman, Barbara, 25 Kelley, Robert E., 26 Kennedy, George D., 462 Kent, Muhtar, 411 Kibler, Carolyn, 103 Kim, Eric, 406–407 Kipnis, David, 247 Kirkpatrick, Shelley A., 59 Knight, Phil, 209 Kochan, Thomas A., 412 Koestenbaum, Peter, 85 Komisar, Randy, 44, 106 Kotter, John P., Kouzes, James, Kozlowski, Dennis, 179 Krishnamurthysm, Sathvik, 119 Lafley, A G., 204, 326, 464 Lampert, Eddie, 155–156, 244 Lanzone, Jim, 386 Latham, Gary P., 292 Lauren, Ralph, 82, 83 Leap, Terry, 99 Lerner, Sandy, 387 Lever-Pollary, Teresa, 352 Levering, Robert, 181 Levinson, Arthur D., 335 Linkner, Josh, 338 Locke, Edwin H., 59, 168, 292 Loehr, Jim, 459 Lucas, James R., 386 Lutz, Bob, 199 Machiavelli, Niccolo, 212, 238 Markoff, Katrina, 182 Marshall, Randall, 158 Martins, Luis L., 414 Matheson, Lesley, 343 Mayer, Marissa Ann, 337 Mayo, Anthony J., 156 McCall, Morgan W., 449 McKee, Annie, 46 McNaught, Brian, 430 McNerney, W James, 107, 134, 244 Menkes, Justin, 56 Meyer, Deborah Wahl, 154 Millburn, Trudy, 363 Milliken, Frances J., 414 Mintzberg, Henry, 12, 14, 102 Molina, Gloria, 16 Mong, Koo Chung, 179 Montana, Joe, 3, 4, 72 Morgenstern, William E., 191–192 Moskowitz, Milton, 181 Mulally, Alan R., 104 Mundie, Craig, 382 Murphy, Glenn, 345 Myhrvold, Nathan P., 326 Nanus, Burt, 90 Nardelli, Bob, 114, 115 Neck, Chris, 274 Nicholson, Bob, 256 Nohria, Nitin, 156 Northouse, Peter G., 17 Norvak, David, 300 Olsen, Melinda, 189 Olsen, Scott, 265 O’Neal, E Stanley, 199 O’Neil, Paul, 181 Osburn, Alex F., 321 Paese, Matt, 451 Page, Kogan, 42 Page, Larry, 387 Page, Scott E., 414 Parks, Sharon Daloz, 443 Palmisano, Sam, 107 Parsons, Richard, 239, 435 Perez, William, 209 Perot, H Ross, 50 Pfeffer, Jeffrey, 11, 236 Piccolo, Ronald F., 89 Pierce-Cooke, Chris, 461 Porter, Michael, 389 Powell, Colin H., 19, 71 Posner, Barry, Press, Jim, 53, 56, 60 Prahalad, C K., 385 Pruitt, Gary, 54 Prusak, Laurence, 395 Quattrone, Frank P., 179, 239 Ragins, Belle Rose, 452 Rahr, Steward, 50 Ramocki, Stephen, 333 Ray, Michael, 346 Reardon, Kathleen K., 48 Robbins, Stephen P., 21 Roberts, Ron, 274 Roberts, Sara, 268 Roddick, Anita, 73 Roehm, Julie, 220 Rosener, Judy, 121 Rossi, Dave, 343 Ruiz, Hector, 114 Russo, Patricia, 385 Samuel, Mark, 208 Sanders, Jerry, 114 Saucedo, Frank, 414 Schmitz, Jan-Patrick, 392 Schoorman, F David, 463 Schultz, Howard, 44, 108, 245, 330 NAME INDEX Schwab, Charles, 318 Schwartz, Jeffrey, 358 Schwarzman, Steve, 236 Scott, Lee, 182, 201, 236 Sebenius, James K., 372 Semler, Ricardo, 113, 114 Senge, Peter M., 402 Settle-Murphy, Nancy, 428 Shallenger, Bob, 29 Shegarian, John S., 183 Sinegal, Jim, 78 Smith, Douglas K., 256 Smith, Emmitt, 197 Smith, Win, 244 Spreitzer, Gretchen M., 204 Spurrier, Steve, 49 Stedt, Bonnie, 264 Stern, Ithai, 218 Sternberg, Robert J., 56 Stewart, Julia, 99, 394, 407–408 Stewart, Martha, 90, 179 Stogdill, Ralph, 124 Strickland, Danny, 325 Stringer, Howard, 438–439 Strong, Bruce, 395 Stuckey, Richard, 159 Sulkowicz, Kerry, 460 Tagliabue, Paul, 106 Tannen, Deborah, 354, 355 Tata, Ratan N., 53 Thain, John, 62, 244 Thomas, Kenneth W., 367 Thompson, John, 101 Thomson, Don, 32, 72 Tisk, Jonathan M., 187 Tracey, J Bruce, 246 Treviño, Linda Klebe, 181 Trump, Donald, 49, 232 Tucker, Robert, 71 Tulgan, Bruce, 91, 265 Turner, Ted, 119 Upshaw, Gene, 106 Vance, Mike, 329 Vandebroek, Sophie, 67 Van Neck, Kathy, 456 Van Paaschen, Frits, 54 Vasalle, Daniel, 38 Vroom, Victor h., 134, 147, 150, 151 Walton, Sam, 69 Watkins, Michael, 371 Watkins, Sherron, 186 Weber, Max, 72 Weinbach, Lawrence, 55 Welch, Jack, 11, 67 Welch, Suzy, 67 Wells, Carole V., 247 Westhphal, James D., 218 Wetlaufer, Suzy, 152 Whitacre, Edward E., Jr., 386 Whitman, Meg, 157 Williams, Evelyn, 58 Williams, Melissa, 274 Winfrey, Ophrah, 73 Winnick, Gary, 91 Witt, L A., 223 Womack, Sean, 220 Wong, Ming, 430 Yang, Jerry, 55 Yukl, Gary, 9, 236, 246 Zacarro, Stephen J., 33 Waddock, Sandra A., 189 Wageman, Ruth, 11, 24 Walter, Robert, 393 507 Organization Index Allstate Corporation, 413, 429 Applebee’s International, 99, 394, 407, 408 Apple Corp., 341 Ask.com, 386 Avon Products, 253 Bank of America, 434 Bear Stearns Cos., 157 Bell ExpressVu, 281 Best Buy, 177 Beyond.com, 443 Bloomingdales Inc., 183 Big Rock Creek Corp, 271 Boeing Co., 244 British Petroleum, 399 Burger King, 84 Campbell Soup, 302 Career Coach Institute, 94–95 Carvel, 316 Center for Creative Leadership, 300 CFI Westgate Resorts, 252 Cisco Systems, Inc., 392 Coca-Cola Company, 391 Costco, 78 Da Vita Inc., 103 Dewey Ballantine LLP, DirtMaker, 343 Domino’s Pizza, 284 Earth Mama Angel Baby, 189 Electronic Recyclers International, 183 Empire Blue Cross Blue Shield, Enron Corporation, 174, 186 ePrize, LLC, 338 ESL Investments, Inc., 155–156 Fatwire, 348 Ford Motor Co., 104 508 Gap Inc., 184, 344 General Electric Company (GE), 193–194, 462 General Motors Corporation, 270 Global Compact, 172 Goldman Sachs Group Inc., 177 Google, 163–164, 181, 231 Praesta, 411 Proctor & Gamble, 204, 326 Hasbro, 458 Hewlett-Packard (HP), 124, 388 Highland Homes, 291 Samsung Electronics Co., Ltd, 405–406 Schneider Electric SA, 452 2nd Wind Exercise Equipment, 129–130 Sears Holding, 153–155 Semco, 114 Smith/Cypress Partners LLP, 197 Sony Corp., 443–444 Southwest Airlines Co., Starbucks, 245, 330 Starwoods Hotels & Resorts Worldwide Inc., 54 I B M., 230, 237, 256, 424 IHOP, 394, 407, 408 Intellectual Ventures, 326 J P Morgan Chase, 226 Kellogg Corporation, 384 KFC/Taco Bell, 164–165 Lenovo, 230 Loews Hotelsl, 102 Low Country Brands, 185 Magna Donnelly, 361 McDonald’s, 32, 341, 381 Men’s Warehouse Inc., 110 Merrill Lynch & Co., 62–63 Molson Coors, 272 Netflix, 324 Nighttime Pediatric Clinics, Inc., 352 Nike Corp., 54 Nissan Motors, 86 Nokia Inc., 261, 268 Orrick, Herrington & Sutcliffe, Partners HealthCare System Inc., 399 Pfizer, 133 Quicken Loans, 181, 182 Rent-Way, 191–193 Repo Home Tour, 324 Roadway Express Inc., Tenet Healthcare Corp., 186 Texas Instruments, 189 Texas Professional Training Associates, 278 TSX Companies Inc., 158 Toyota Motor Sales, USA, 53 University Bank of Ann Arbor, 324, 325 Virgin Group, 88, 167 Wal-Mart, 182 Wegmans Food Markets, Inc., 182 WellPoint Inc., Whirlpool Corporation, 384 W L Gore and Associates, Inc., 208 Xerox Corporation, 67 Subject Index Achievement-oriented style, 141 Acquisition strategy, 391 Action learning, 403, 460 Active listening, 303 Adaptability to changing times, 162 Adaptability to situation, 101 Admiration encouraging, 212 Advice asking and politics, 218 Advice and guidance giving, 304 Aligning people, 106 Anecdotes to communicate meaning, 352 Appearance and charisma, 82–83 Applauding good results, 305 Assertiveness as cultural dimension, 416 Attribution theory, Authenticity and authentic leaders, 38 Autocratic leadership, 114, 115 Backstabbing, 220 Bandwagon technique, 239 B = f (P × E), 322 Behavioral role modeling, 458 Behaviors and attitudes of leaders, 98–112 adaptability to situation, 101 aligning people, 106 consideration dimension, 99 direction setting, 101 emotional support and encouragement, 107 feedback on performance, 102 hands-on-guidance and feedback, 102 high performance standards, 101, 102 higher-level need satisfaction, 107 initiating structure dimension, 99–100 inspiration and visibility, 107 management openness, 106 openness to worker opinions, 106, 107 principles and values promotion, 107–108 Pygmalion effect, 101 relationship-oriented attitudes and behaviors, 106–110 risk taking and execution of plans, 102 servant leader, 108–110 strengths of group members, 102 task-related attitudes and behaviors, 101–105 360-degree feedback, 110–112 tough question asking, 104 Box approach, 154 Brainstorming, 326–328 Brand loyalty strategy, 392 Broad experience for development, 451 Business jargon use, 353 Bypassing boss, 218 Candor and charisma, 82–83 Capitalizing on opportunity, 202 Capitalizing on strengths of group members, 102 Case problems accounting scandal coping, 191–193 athletic club manager, 64 characteristics and traits of leader, 62–63 coaching activity of manager, 312, 313 contingency leadership, 163–164 controlling employee health, 252 crisis management in restaurant, 164–165 cross-cultural challenges of electronics firm, 438–439 cross-cultural relations, 439–440 delegation problems at small company, 227 environmental consciousness at large company, 193–194 home builders, 29 impression management, 94–95 influencing a company turnaround, 253 innovation at retailer, 344–345 leadership development program, 471–472 leadership inventory chart, 468–471 low-morale department, 30 macromanager, 128 making the rounds at small company, 376–377 negotiating for budget, 378 opportunity identification at commodity company, 343–344 political tactics of bank manager, 226 rebounding from setbacks, 129–130 recognition giving at restaurants, 311–312 transformational leadership challenge, 95–96 strategy shift at electronics firm, 405–407 team building sex discrimination charges, 281 teamwork problems at automobile dealership, 279 turnaround of restaurant chain, 407–408 Catastrophe faking, 221 Center for Business Ethics, 176 509 510 SUBJECT INDEX Center for Creative Leadership, 300 Centrality and power, 203 Challenging experiences for development, 449 Change acceptance, 216 Change agent contingency style, 154 Change commitment and coaching, 305 Character and ethics, 174–175 Charismatic leadership, 68–83, 90–91 candor and, 83 capability of others, 72 characteristics of, 72–75 communication style, 72, 77–79 dark side of, 91 definitions and meaning, 68 development of, 79–83 divine charismatic, 72 emotional expressiveness and warmth, 73 effects of charisma, 69–70 energy and action orientation, 73 enthusiasm, optimism, and energy, 81 expert power, 69 gearing language to different audiences, 78 impressive appearance, 82 in-your-face attitude, 83 job involvement for, 70 leadership polarity, 90 management by inspiration, 77–78 management by storytelling, 78 metaphors an analogies use, 77, 78 name remembering, 82 office holder type, 71 persistence and, 81 personal brand for, 82–83 personalized type, 71 referent power and, 69 relationship aspects, 68–69 socialized type, 71 suggestions for charismatic behavior, 79–83 synchrony with others, 82 tactfulness, 72 transformational leadership and, 86 risk romanticizing, 73 self-promoting personality, 73 trust inspiring, 72 types of, 70–72 unconventional strategies, 73 validity of concept, 90, 91 visionary quality, 72 vision component, 75–77, 81 Charm for influence, 236 Chief knowledge officer, 403 Circle-the-wagons mentality, 158 Climate and culture for creativity, 333–341 Climate of trust for team, 260 Coaching, 300–308, 460 active listening, 303 advice and guidance, 304 applauding results, 305 change commitment, 305 emotional support, 304 executive type, 306–308, 460 fallacies about, 301, 302 feedback and, 303 key characteristics, 300–301 modeling in, 305, 306 obstacle removing, 304 reflection of content or meaning, 304 relationship building, 303 skills and techniques for, 302–305 Coach and motivator role, 14 Coalition formation, 237 Coercive power, 198, 199 Cognitive factors and leadership, 52–57 cognitive (or analytical) intelligence, 52–53 creativity, 55, 321 executive intelligence, 56 farsightedness and conceptual thinking, 56 insight into people and situations, 56 strategy and, 382–383 Cognitive resource theory, 151–152 Collaboration within group, 261 Collaboration for conflict, 368–369 Collaboration for innovation, 339 Commitment, compliance, and resistance, 232 Communication, 72, 77–79, 266, 348–366 anecdotes to communicate meaning, 352 back up of conclusions, 352 benefits selling, 351 charismatic leaders and, 72, 77–79 business jargon use, 353 clarity of memo and reports, 353 credibility for, 350 cross-cultural barriers, 362–366 cultural assumptions, 363 discouraging language to avoid, 376 emotion-provoking words, 351 etiquette differences across cultures, 365 gearing message to listener, 351 heavy-impact words, 351 inspirational and powerful type, 350–358 individual differences in appearance factor, 366 language errors, 352, 353 leadership effectiveness and, 348 listening skill, 358–361 making the rounds, 360–361 nonverbal type, 356–358, 366 persuasion principles, 355–356 power-oriented linguistic style, 354–355 respect for others, 363 selective listening, 359 speaking and writing, 350–356 videoconferencing challenge, 358 virtual team and, 266 Communication technology for teams, 267 Community building, 171, 172 Company interests over personal interests, 187 Competition against group, 264, 265 Complexity theory, 11–12 Compliance and influence, 232 Componential theory of creativity, 322, 323 Computers and leadership, 10 Conceptual knowledge programs, 459 Conflict resolution, 366–374 collaborative style, 368–369 group member assistance, 369–371 international style differences, 373 interests vs position, 372 listening for demands, 372 negotiation and bargaining, 371–374 plausible demand or offer, 372 styles of, 367–373 win-win type, 368 value differences in negotiation, 372, 373 Connections with people, 99 Consensus leaders, 113, 264 Consideration dimension, 99 Consultation for influence, 236, 237 Consultative leaders, 113 Contingency and situational leadership, 132–165 achievement-oriented style, 141 adapting to changing times, 162 box approach, 154 change agent approach, 154 cognitive resource theory, 151–152 contingency factors in normative model, 147–149 SUBJECT INDEX crisis leadership, 157–159 decision-making styles, 147 directive style, 141 evidence-based leadership or management for, 159–160 executive suite style, 152–156, 157 expertise approach, 153, 154 factors beyond leader’s control, 134 favorability of the situation, 138–139 Fiedler’s contingency theory, 134–139 human assets approach, 153 individual vs group decision, 162 least preferred coworker (LPC) scale, 135–137 matching style to situation, 137–138, 140–141 normative decision model, 147–151 participative leadership style, 141 path-goal theory, 139–142 performance influencing, 141–142 satisfaction influencing, 141–142 situational influences, 133–134 situation measurement, 137 Situational Leadership II (SLII) strategic approach, 152 supportive style, 141 time-driven model, 148 Control lines of communication, 215 Control vital information, 215 Cooperation theory, 261 Core competency strategy, 392 Corporate social responsibility, 178 Cost leadership strategy, 390 Courage for leadership, 48 Courteous, pleasant, and positive behavior, 218 Creating demand by solving problems, 393 Creative organization management, 343 Creative worker management, 337, 339 Creativity, 55, 117, 118, 312–346 brainstorming, 326–328 characteristics of creative leaders, 318–323 climate and culture for, 333 cognitive abilities for, 321 componential theory, 322, 323 creativity-enhancing exercises, 330 encouragement for, 336 enthusiastic attitude for, 331 entrepreneurship and, 117, 118 exercises for, 330 explorer, artist, judge, and lawyer roles, 332, 333 feedback for rejection, 337 flexibility and minimum structure, 337 flow experience, 322 freedom to choose method, 336 innovation pursuit, 339 insight for, 317 intellectual ability for, 321 intellectual challenge for, 336 kitchen for the mind, 329 knowledge contribution, 318 leadership practices for, 335–337 leadership talent and, 55 LMX and, 337 loose-tight leadership, 340 management of creative organization, 343 management of creative workers, 337, 339 opportunity alertness, 330 organizational methods for, 325–329 organizational support for, 336 passion for the task, 322 personality for, 321, 322 pet-peeve technique, 328, 329 physical exercise for, 333 recording of ideas, 332 resources supplying for, 336 risk taking for, 339 self-help techniques for, 329–333 6-3-5 method, 327 steps in process, 316–318 systematic idea collection, 325, 326 thinking outside the box, 324 traditional thinking and, 323–324, 325 work group design for, 336 Creativity as leadership trait, 55 Credibility in communication, 350 Crisis leadership, 157–159 circle-the-wagon avoidance, 158 compassion approach, 157, 158 decisiveness for, 157 disaster planning for, 158–159 optimism for, 158 transformational leadership for, 159 work routine reestablishment, 158 Critical problems and power, 203 Criticizing boss in public, 218 Cross-cultural communication barriers, 362–366 Cultural factors and leadership, 208, 209, 426–429 (See also, International and culturally diverse leadership) Cross-cultural factors and empowerment, 208, 209 511 Cross-cultural training, 432–433 Cultural assumptions, 363 Cultural intelligence, 424–425 Cultural sensitivity, 421–424 Cultural values dimensions, 415–418 Debasement for influence, 239 Decision-making styles, 147 Declining offer from top management, 219 Defining moments in ethics, 188 Delegation and empowerment, 209 Democratic leadership style, 113 Dependency theory of power, 201 Development of leaders, 442–461 action learning programs, 460 broad experience, 451 coaching and psychotherapy, 460 conceptual knowledge programs, 459 education for, 448, 449 experience as development, 449–452 evaluation of efforts, 461 feedback-intensive programs, 457, 458 informal vs formal mentoring, 452, 453 lop-sided leadership insight, 445, 446 mentoring and, 452–455 multifunctional management development, 451 needs analysis for, 468 new leader challenges, 464–465 personal growth programs, 459 powerful learning experience, 449 programs for, 455–461 self-awareness and, 444 self-discipline for, 446 shadowing, 454 simulations, 458 single-loop vs double-loop learning, 444–445 skill-based programs, 458 socialization programs, 459 Differentiation strategy, 389, 390 Dimensions of leadership, 98–100 Direction setting, 101, 264 Directive style, 141 Disaster planning, 158 Discouraging language, 376 Diversity training, 430–432 Divide and rule, 221 Divine charismatic, 72 Double-loop learning, 444, 445 Dress code conformance, 219 512 SUBJECT INDEX Drive and achievement motive, 50 Dysfunctional consequences of political behavior, 222 Education for leadership development, 448, 449 E-leadership for virtual teams, 265, 266, 267 Embrace or demolish, 220 email blunders, 220 Embrace or demolish, 220 Emotional expressiveness and warmth, 73 Emotional insecurity and politics, 211 Emotional intelligence, 44–46, 61–62, 86, 261 improvement of, 61–62 relationship management, 45 self-awareness, 45 self-management, 45 social awareness, 45 teamwork and, 261 transformational leaders and, 86 Emotional support and encouragement, 107, 304 Emotion-provoking words, 351 Employee network groups, 433, 434 Empowerment, 86, 203–210, 404 cultural differences, 208–209 delegation and, 209 goals of organization and, 206 information providing, 206 initiative and responsibility, 205 leadership continuation, 208 learning organization and, 402 limits setting, 208 method choosing, 206 nature of, 204 practices for, 205–209 self-determination for, 205 self-efficacy and, 205 self-leadership and, 208 transformational leadership and, 86 Encouragement for creativity, 336 Enthusiasm, 41, 42, 81, 331 Entitlement seeking and ethics, 173, 174 Entrepreneurial leadership, 117, 119, 120 Entrepreneurial role, 15 Enrivonmental uncertainty and turbulence, 211 Equity theory and social comparison, 298–299 Ethical conduct codes, 185 Ethical decision-making guide, 176–178 Ethical mind of leaders, 175–176 Ethics, 20, 167–195 character of individual, 174–175 codes of conduct, 185 community building, 171, 172 defining moments, 188 differences in ethics and morals, 172–174 entitlement feelings, 173, 174 greed, gluttony, and avarice, 172 guidelines for evaluating, 176–178 honesty and trustworthiness, 170–171 integrity and, 171 leader’s mind for, 175–176 leadership behaviors for, 178–179 moral leadership principles and practices, 167–176 organizational performance and, 188, 189 perception of being unethical, 20 personal relationship and, 190, 191 respect for individuals, 172 silent victories, 172 situational influences, 174 stakeholders attention, 171 unethical behaviors, 178, 179 virtuous cycle, 189 Etiquette, 217, 365 Evaluation of leadership development programs, 461 Evidence-based leadership, 159–160 Example setting at top, 223 Exchanging favors and bargaining, 235 Executive coaching, 306–308 Executive contingency styles, 152–156, 157 Executive intelligence, 56 Exercises and self-assessment quizzes assertiveness scale, 39–41 attitudes and behaviors role play, 111 behavior and attitude identification, 131 brainstorming for domain name, 327 building for the future, 466 career consequences of unethical behavior, 195 Center for Creative Leadership visit, 30 character attributes checklist, 174–175 charismatic leadership by storytelling, 79 charisma tips from the Internet, 96 climate for innovation, 334–335 coach characteristics, 305, 306 coaching for performance improvement, 307 communication effectiveness self-portrait, 349 communication skills feedback, 359 conflict resolution style quiz, 368 creative personality test, 319–320 creativity in business, 346 crisis management advice, 165 cross-cultural skills and attitude quiz, 362, 363 cultural differences tolerance, 421–422 cultural value profile, 418, 419 defining moments for ethics, 188 demand for team leadership and teamwork skills, 282 diversity capitalizing, 415 diversity circle, 431 dream job coaching, 314 dysfunctional organizational politics scale, 222 empowerment session conduct, 210 emotional expressiveness scale, 74–75 emotional intelligence measurement, 65 empowering manager quiz, 207 entrepreneurial leadership role play, 122 environmental audit, 184 equity theory application, 299 ethical decision making, 177 ethical influence tactics, 243 feedback to others, 104 flattery role play, 219 flexibility quiz, 124–125 goal theory application, 294 hidden bias test, 441 influence quotient measurement, 379 influence tactic application, 248 influence tactic identification, 243 influence tactics survey, 233 ingratiating behavior in organizational settings (MIBOS), 240–241 integrative bargaining, 374 interpersonal skills checklist, 447, 448 job seeker’s ethics audit, 178 knowledge management implementation, 409 knowledge sharing attitude, 401 leadership role analysis, 17 SUBJECT INDEX leadership style identification, 115–116 leadership experience audit, 23, 24 leader integrity scale, 168–170 leadership role analysis, 17 leadership style contrast role pay, 125 leadership; style identification, 115–116 learning organization quiz, 396–398 least preferred coworkers (LPC) scale, 135–136 listening skills for leader, 361 locus of control development, 47 Machiavellian scale online, 254 mentoring attitude, 453 micromanagement overcoming, 266 motivational approaches quiz, 285–286 networking skills, 217 office politics advice, 228 office politics control, 224 organizational politics questionnaire, 213–214 personal magnetism deficit inventory, 79–80 personal resiliency quiz, 51–52 pet-peeve technique, 329 portfolio for leadership, 23, 65, 96, 130, 165, 194, 228, 254, 282, 313, 346, 379, 408, 441, 472 power rating of manager, 200–201 readiness for leadership role, 12–13 recognition craving quiz, 295 risk-propensity measurement, 120 sense of humor role play, 43 Situational Leadership II role play, 146 situational perspective measurement, 143–144 strategic thinking quiz, 383 succession planning, 473 SWOT analysis conduct, 389 task-oriented attitudes and behaviors, 105 team building via newspaper shelter, 273 team building via shelters for homeless, 262 team player attitudes, 263 teamwork checklist, 257 teamwork skills demand, 282 time-driven model application, 150 topics for leadership, 30 trust building, 273 trustworthy leader quiz, 36, 37 resiliency quiz, 51–52 valence estimation, 291, 292 value clarification, 109 vision formulation, 77 word hints to creativity, 331 Expectancy theory, 286–290 evidence for, 288, 289 expectancies, 288 instrumentalities, 288 leadership skills involved, 289 valences, 287 Experience as development, 449–452 Expertise contingency style, 153, 154 Expertise for creativity, 321, 323 Expert power, 69 Explorer, artist, judge, and lawyer roles, 332–333 External leader of team, 259 Evidence-based leadership or management, 159–160 Extraversion, 36 Factors beyond leader’s control, 134 False catastrophe technique, 221 Farsightedness and conceptual thinking, 56 Favorability of leadership situation, 138–139 Favoritism and cronyism avoidance, 223 Feedback on performance, 23, 102, 110–112, 303, 337, 457, 458 behavior of leaders and, 102 coaching and, 303 creativity management and, 337 development programs and, 457, 458 skill development and, 23 360-degree method, 110–112 Feedback-intensive programs, 457, 458 Fiedler’s contingency theory, 134–139 Figurehead role, 14 First impression of team members, 277 Flattery for political advantage, 218 Flexibility and adaptability, 46 Flow experience, 322 Focus or niche strategy, 390 Followership, 24–27 collaboration between leaders and followers, 27 types of followers, 25–26 qualities of effective followers, 26, 27 Foot-in-mouth problem, 219 Forceful vs enabling leadership, 445, 446 Framework for leadership, 20–21 513 Frustrations of leaders, 18–20 Future orientation and culture, 416 Gearing language to difference audiences, 78 Gearing message to listener, 351 Gender differences in leadership style, 121–123 Gender egalitarianism and culture, 417 General personality traits, 33–42 Generational differences and leadership, 423 GE succession planning, 462 Global Compact, 172 Global leadership skills, 425–426 Goals, 19, 20, 206, 223, 292–293 conflicting types, 19, 20 congruence and political behavior, 223 empowerment and, 206 motivation and, 290, 292–293 Goal theory and motivation, 290, 292–293 Great Place to Work Institute, 181 Greatness commitment, 85 Greed, gluttony, and avarice, 173 Group recognition and rewards, 269 Growth and development of others, 16 Hands-on guidance and feedback, 102 Hands-on leadership, 237 Heavy-handed influence tactics, 25 Heavy-impact words, 351 Hedgehog concept and strategy, 392 Heredity vs environment for leadership, 57–59 Higher-level need satisfaction for group, 107 High performance standards, 101, 102 High quality strategy, 390 High speed, first-mover strategy, 391 Hiring talented people strategy, 393 Honesty and trustworthiness, 170–171 Human assets contingency style, 153 Human orientation and culture, 417 Humility for leadership, 34, 35 Humor and leadership, 42 Imitation strategy, 390, 391 Implicit leadership theories, 249 Impression management, 217 Inclusion and diversity, 411 Income of leaders, 18 Individual differences in appearance, 366 514 SUBJECT INDEX Individual differences in valence, 290 Influence tactics, 229–254 bandwagon technique, 239 charm, 236 coalition formation, 237 commitment, compliance, and resistance, 232 consulting with others, 236, 237 debasement technique, 239 dishonest and unethical tactics, 238–242 ethical and honest tactics, 234–237 exchanging favors and bargaining, 235 hands-on leadership, 237 heavy-handed tactics, 251 implicit leadership theories, 249 ingratiation technique, 239–241 inspirational appeal and emotional display, 236 joking and kidding, 242 leading by example and respect, 234 legitimating a request, 235–236 Machiavellianism, 238 manipulation of people and situations, 238, 239 model for, 231–232 organizational change and, 242, 244, 246 personal magnetism, 236 power relationships, 230 rational persuasion, 234, 235 relative effectiveness of techniques, 246–247 sequencing of techniques, 247–248 subject matter expert, 255 team play, 237 undue pressure, 239 upward appeal, 242 Information power, 199 Ingratiation for influence, 239–241 In-group collectivism, 417 Initiative and responsibility for empowerment, 205 Initiating structure dimension, 99–100 Innovation management, 339–341 acquisition of innovative companies, 340 avoiding innovation its own sake, 340 collaboration and idea sharing emphasis, 339 continual innovation pursuit, 339 development and production integration, 341 failure contribution, 341 loose-tight leadership, 340 risk taking, 339 Inside-outside leaders, 464 Insight as cognitive trait, 55–56 Insight for creativity, 317 Innovation, 316, 339–341 Innovative thinking and transformational leadership, 86 Inspirational appeal and emotional display, 236 Inspiration of group members, 107 Inspiration and visibility, 107 Integrity and ethics, 171 Intellectual challenge for creativity, 336 Intelligence, 52–53, 321 (See also Cognitive abilities) Interests vs positions in management, 372 Intergroup competition, 264, 265 Internal locus of control, 46–48 International and culturally divers aspects of leadership, 208–209, 373 accountability of managers, 429 advantages of managing for, 412–515 assertiveness as cultural dimension, 416 cautions about diversity programs, 437 communication barriers overcoming, 362–366 conflict resolution and, 373 cross-cultural training, 432–433 cultural intelligence, 424–425 cultural sensitivity, 421–424 cultural value dimensions, 415–418 cultural values and styles, 419–420 diversity training, 430–432 employee networks, 433, 434 empowerment acceptance, 208–209 future orientation, 416 gender egalitarianism, 417 generational differences, 423 global leadership skills, 425–426 humane orientation, 417 inclusion and diversity, 411 in-group collectivism, 417 initiatives for cultural diversity, 428–435 leadership diversity, 435 minority group turnover, 437 minority recruitment, retention, and mentoring programs, 429, 430 motivation and inspiration in other cultures, 427–428 multicultural leader, 415 multicultural worker, 422 negotiating style differences, 373 performance orientation, 416 person-organization fit, 434 power distance, 417 success factors in international management positions, 426–427 time orientation, 417 uncertainty avoidance, 417 universal needs and, 426 women’s roles across cultures, 423 work orientation, 417 Interpersonal skills for leadership charismatic behavior, 72 charismatic relationship, 68–69 coach and motivator role, 14 coaching aspects, 302–305 compassion during crisis, 157, 158 consideration dimension, 99 conversations with people, 99 cultural diversity skills, 421–425, 426 emotional intelligence, 44–46 ethics and, 190, 191 expectancy theory and, 290 feedback intensive program for, 457, 458 gearing language to audience, 78, 351 influence tactics, 229–254 insight into people and situations, 55–66 leader-member relations, 137, 274–277 political tactics for relationship building, 216–220 relationship building strategies and tactics, 106–110 relationship-oriented attitudes and characteristics, 106–110 sense of humor, 42 servant leadership and, 108–110 team builder role, 15 team building skills, 259–270 team player role, 360-degree survey for improvement, 110–112 trust building, 35, 73, 109 warmth, 42 Intrinsic satisfaction, 10 In-your face attitude for charisma, 83 Irrelevance view of leadership, 11 SUBJECT INDEX Jargon for teamwork, 265 Job involvement, 70 Job seekers ethics audit, 178 Joking and kidding for influence, 242 Kitchen for the mind and creativity, 329 Knowledge of the business or group task, 53 Knowledge and creativity, 318 Knowledge management, 393, 395, 398–402 general format of programs, 398–400 potential pitfalls, 400–402 Laissez-faire leadership style, 89, 114 Language errors, 352 Law of reciprocity, 216 Leadership irrelevance, 11 Leader-member exchange (LMX) model, 249, 337 Leadership diversity, 435 Leadership effectiveness, 20, 98 Leadership Grid styles, 117, 118 Leadership polarity, 90 Leadership and leaders attribution theory and, behaviors and attitudes, 101–112 charismatic leadership, 68–83, 90–91 coaching and, 300–308 communication and, 348–366 complexity theory and, 11–12 conflict and negotiating, 366–374 contingency and situational leadership, 132–165 creativity and, 315–346 crisis type, 157–159 cultural diversity and, 410–441 development for, 443–461 difference making, 8–12 effectiveness, 20, 98 empowerment and, 203–210 ethical responsibilities, 167–195 framework for understanding, 20–21 frustrations of, 18–20 influence tactics and, 229–254 irrelevance aspect, 11 knowledge management and, 395, 398–402 learning organization and, 402–403 management and, 5–6 meaning and definitions, 2–6 motivation, 284–299 organizational performance and, 6–12 partnership aspects, political behavior and, 210–224 power and, 198–203 relationship aspects, 4–5 roles for, 12–16 satisfactions, 16, 18 situational type, 133–134, 162 skill development in, 21–22 social responsibilities, 178–188 strategic leadership, 381–393 styles of, 112–125 substitutes for leadership, 9–12 succession methods, 461–464 teamwork development, 255–282 trait, motives, and characteristics, 31–65 transformational type, 83–90 Leadership styles, 112–125, 419–420 autocratic, 114 consensus, 113 consultative, 113 cultural values and, 419–420 democratic, 113 entrepreneurial, 117, 119, 120 gender differences, 121–123 laissez-faire, 89, 114 Leadership Grid, 117, 118 northern U S vs southern U S managers, 420 participative, 113–116 selection of best style, 123–124, 127 Leaders-inaction and those identified in case openers Bill Amelio of Lenovo, 230 William Arruda of CareerCoach Institute, 94–95 Ralph Baxter Jr., of Orrick, Herrington & Sutcliffe, Fran Boutilier of Bell ExpressVu, 281 Angela Braly of WellPoint Inc., David Brandon of Domino’s Pizza, 284 Richard Branson of the Virgin Group, 88, 167 Aaron Brown of IBM, 424 Thomas Carvel of Carvel, 316 John Cavanagh of Highland Homes, 29 Doug Connant of Campbell Soup, 302 Joe Crosby of Coach’s Low Country Brands, 185 Kimberly Davis of JP Morgan Chase, 226 Alison Green at Bell ExpressVu, 281 515 Yogesh Gupta of Fatwire, 348 Gary Hayes of Hayes Brunswick, 98 Ron Hyams of Praesta, 411 Jeffrey Immelt of GE, 193–194 Andrea Jung of Avon Products, 253, 254 Carolyn Kibler of DaVita Inc., 103 Eric Kim, formerly of Samsung Electronics, 406–407 A G Lafley of Procter and Gamble, 204 Eddie Lampert of ESL Investments Inc., 155–156 Josh Linkner of ePrize, LLC, 338 Carlos Mazzorin of Magna Donnelly, 361 Rich Milgram of Beyond.com, 443 William E Morgenstern of Rent-Way, 191–193 Rob Nicholson of I B M, 256 Howard Schultz of Starbucks, 245 Bob Shallenberger of Highland Homes, 29 David Siegel of CFI Westgate, 252 Jim Skinner at Mc Donald’s Corp, 381 Emmet Smith of Smith/Cypress Partners LLP, 197 Julia Stewart of IHOP and Applebee’s, 394, 407–408 Howard Stringer of Sony Corp, 438–439 John Thain of Merrill Lynch & Co., 62–63 Don Thomson of McDonald’s, 32 Sophie Vandebroek of Xerox Corporation, 67 Kathy Van Neck of an insurance company, 456 Frits Van Paaschen of Starwood Hotels & Resorts Worldwide, Inc., 54 Samuel D Walker at Molson Coors, 272 Leading by example, 87, 234 Leading by respect, 234 Learning organization, 402–403 Least preferred coworker (LPC) scale, 135–137 L = f (l, gm, p), 20 Legitimate power, 198 Legitimating a request, 235–236 Linguistic style, 354 Listening as leadership skill, 358–361 516 SUBJECT INDEX Listening in negotiations, 372 Long-range perspective, 85 Loose-tight leadership, 340 Lopsided leaders, 445, 446 Loyalty display, 217 Machiavellian tendencies, 212 Making the rounds for communication, 361–362 Management by inspiration, 77 Management vs leadership, 5–6 Management by storytelling, 78 Manipulation of people and situations, 238, 239 Mentoring, 430, 452–455 Metaphors and analogies for communication, 73, 78 Method choosing and creativity, 336 Method choosing and empowerment, 206 Micromanagement minimization, 265 Mind of ethical leader, 175 Minority group turnover, 437 Minority programs, 429, 430 Mission of team, 260 Modeling of leader, 262, 304, 305 Moral development levels, 173 Moral leadership, 87, 167–176 Morals and ethics, 167 Motivation skills, 284–302, 427, 428 coaching for motivation, 200–305 cultural differences, 427,428 equity theory and social comparison, 298–299 expectancy theory, 286–290 goal theory, 290, 293 pride appeal, 297 recognition for, 294–297, 310, 311 self-efficacy, 288 Motives of leaders, 48–52 Multicultural leader, 415 Multicultural worker, 422 Multifunctional managerial development, 451 Name remembering, 82 Needs analysis for development, 468 Negotiation and bargaining, 371–374 Negotiator role, 14 New leader challenges, 464–465 Nonverbal communication, 356–358, 366 Normative decision model, 147–151 contingency factors, 147–150 decision-making style, 147 Norm of teamwork, 260–261 Norms for professionals, 10 Obstacle removing, 304 Office design for teamwork, 278–279 Office holder charismatic, 71 Offsite and outdoor training for teamwork, 270–272 Open-book management, 269, 270 Openness to worker opinions, 106, 107 Opportunity capitalizing, 202, 330 Optimism in crisis, 158 Organizational change, 242, 244–246 Organizational performance and ethics, 188–189 Organizational performance and leadership, 8, Organizational politics, 19 (See also Politics in organizations) Organizational support for creativity, 336 Outdoor training for teamwork, 270–274 Outside expert technique, 215, 216 Outward Bound, 271 Ownership as power, 201 Participative leadership, 113–116, 141 Partnership and leadership, Passion for task, 322 Passion for work and people, 42, 44 Path-goal theory, 139–142 Perceptions of political behavior, 222 Performance orientation and culture, 416 Perform-or-perish mentality, 19 Performance and satisfaction influencing, 141–142 Performance standards for group and team, 101, 264 Persistence and charisma, 81 Personal brand for charisma, 82–83 Personal charismatic, 71 Personal growth programs, 459 Personality for creativity, 321, 322 Personality for leadership, 33–48 Personalized charismatic, 71 Personalized power motive, 49 Personal magnetism, 236 Personal power, 199 Person–organization fit, 434 Persuasion principles, 355–356 Pet-peeve technique, 328, 329 Philanthropy, 183 Physical structures for communication, 268 Plausible demand or offer in negotiation, 3732 Pleasant workplace, 181 Political blunders, 218–220 Political climate size up, 225 Political correctness, 216 Politics in organizations, 19, 210–224, 225 advice asking, 218 backstabbing, 220 blunder avoidance, 218–220 bypassing boss, 218, 219 change acceptance, 216 climate size up, 225 control lines of communication, 215 control vital information, 215 courteous, pleasant, and positive behavior, 218 control over dysfunctional type, 222–224 criticizing boss in public, 218 declining offer from top management, 219 demands of political environment, 215 divide and rule, 221 dress code conformance, 219 dysfunctional consequences, 222 email blunders, 222 embrace or demolish, 220 emotional insecurity problem, 211 encouraging admiration from subordinates, 212 environmental uncertainty and turbulence, 211 ethical political tactics and strategies, 212–220 ethical vs unethical approaches, 212 factors contributing to, 210–212 failure set up, 220 false catastrophe technique, 221 favoritism and cronyism avoidance, 223 flattery, 218 foot-in-mouth problem, 219 frustration to leader, 19 goal congruence, 223 good examples at top, 223 impression management, 217 law of reciprocity, 216 leadership awareness technique, 222, 223 learning organization and, 403 loyalty display, 217 Machiavellian tendencies, 212 SUBJECT INDEX outside expert technique, 215, 216 perceptions of political behavior, 222 political correctness, 216 power contact development, 215 power-gaining tactics, 214–216 pyramid-shaped structure, 211 quick showing technique, 216 relationship building, 216–220 satisfied customer technique, 217–218 subjective standards of performance, 211 symptoms of dysfunctional type, 222 tactics and strategies, 212–221 territorial games, 221 territoriality, 221 thank-you note technique, 218 unethical approaches, 220–221 Position power, 198–199 Power, 198–210, 230 centrality and, 203 closeness to, 203 coercive type, 198, 199 critical problem solving, 203 delegation and, 209 dependencies as source of, 201 empowerment and, 203–210 influence and, 230 information type, 199 legitimate type, 198 opportunity capitalizing, 202 ownership type, 201 personal type, 199 position type, 198–199 prestige type, 199 resource dependence perspective, 202 reward type, 198 sources and types, 198–203 strategic contingency theory, 203 Power contacts development, 215 Power distance and culture, 417 Power-gaining tactics, 214–216 Power motive, 48–50 Power-oriented linguistic style, 354–355 Power and prestige feelings, 16 Power sharing in teams, 262 Practical intelligence, 57 Prestige power, 199 Pride as motivator, 297 Pride in work group, 262 Principles and values promotion, 107–108 Product and global diversification strategy, 391, 392 Psychotherapy for development, 460 Pygmalion effect, 101 Pyramid-shaped organization structure, 211 Quick-showing technique, 216 Rational persuasion, 234 Recognition for motivation, 294–297, 310, 311 Referent power, 69 Relationship management, 45 Relationship-oriented attitudes and behaviors, 106–110 Resilience for leaders, 50–52 Resistance and influence, 232 Resource dependence perspective, 202 Respect for the individual, 172, 363 Respect and status of leader, 18 Revolutionary and contrarion thinking, 385–386 Reward power, 198 Risk romanticizing, 73 Risk taking and execution of plans, 102 Risk taking and innovation, 339 Ritual and ceremony for teamwork, 269 Roles in leadership, 12–17, 258–259 Sarbanes-Oxley Act, 185, 187 Satisfied customer technique, 217, 218 Satisfactions and frustrations of leaders, 18–20 Selective listening, 359 Self-awareness, 45, 444 Self-confidence, 34 Self-determination and empowerment, 205 Self-discipline for development, 446 Self-efficacy, 205, 288 Self-fulfillment of group members, 85 Self-help and creativity, 329–333 Self-leadership and empowerment, 208 Self-management, 45 Self-promoting personality, 73 Sense of humor, 42 Sense of urgency, 85 Servant leader, 108–110 Setting up person for failure, 220 Shadowing for development, 454 Silent victories for ethics, 172 Simulations for development, 458 517 Single-loop vs double-loop learning, 444–445 Situational influences, 133–134, 174 Situation measurement, 137 Situational Leadership II (SLII), 142–146 Six Sigma, 390 6-3-5 method for creativity, 327 Skill-based programs, 458 Skill development, 21–23 Social awareness, 45 Socialization programs, 459 Socialized charismatic, 71 Socialized power motive, 49–50 Social responsibility and ethical culture, 178, 180–188 company interests over personal interests, 187 corporate social responsibility, 178 formal mechanisms for problems, 186 philanthropy, 183 pleasant workplace, 181 strategic leadership for, 180, 181 supplier working conditions improvement, 184 sustainable environment building, 182–183 training for, 187 whistleblower acceptance, 186 written ethical codes, 185 Spokesperson role, 14 Stability of leadership performance, 159 Stakeholder attention paying, 171 Strategic alliances, 391 Strategic contingency style, 152 Strategic contingency theory, 203 Strategic leadership, 180, 181, 380–409 acquisition strategy, 391 anticipating and creating a future, 385 brand leadership, 392 cognitive activity involved, 382–383 core competency strategy, 392 cost leadership; strategy, 390 creating demand by solving problems, 393 differentiation strategy, 389, 390 ethics and, 180, 181 execution of strategy, 393 focus or niche strategy, 390 hedgehog concept, 392 high-quality strategy, 390 high-speed, first-mover strategy, 391 hiring talented people, 393 518 SUBJECT INDEX Strategic leadership (cont.) imitation strategy, 390, 391 knowledge management, 393, 395, 398–402 learning organization and, 402–403 multiple inputs for strategy, 384 nature of, 381–389 product and global diversification, 391, 392 revolutionary and contrarian thinking, 385–386 social responsibility and, 180, 181 strategic alliances, 391 SWOT analysis, 387–389 types of strategies, 390–393 vision creation, 386, 387 Strategic vs operational leadership, 445 Strategic planner role, 15 Subjective standards of performance, 211 Subject matter expert (SME), 235 Substitutes for leadership, 9–12 Success factors for international management positions, 426–427 Succession planning, 461–464 board selection, 461, 462 pool of successors, 463, 464 emotional aspects, 462, 463 GE method, 462 inside-outside leaders, 464 Supportive leadership style, 141 Sustainable environment building, 182–183 SWOT analysis, 387–389 Synchrony with others, 82 Systems thinking, 402 Talented people hiring as strategy, 393 Task-related attitudes and behaviors, 101–105 Task-related personality traits, 42–48 Team builder role, 15 Team-oriented member selection, 270 Team play for influence, 237 Team player role, 15 Teamwork development, 255–282 climate of trust for, 260 competition with other group, 264, 265 communication technology for team, 270 consensus leadership style, 264 cooperation theory, 261 direction providing, 264 e-leadership for virtual teams, 265, 266, 267 emotional intelligence of team, 261 external leader’s role, 259 first impressions and, 277 group recognition and rewards, 269 jargon encouragement, 265 leader-member exchange (LMX), 274–277 leader’s actions for, 259–268 micromanagement minimization, 265 mission defining, 260 model of teamwork, 262 norm of teamwork, 260, 261 office design for, 278–279 offsite training and team development, 270–272 open-book management, 269, 270 organization structure or policy for, 268–270 outdoor training for, 270–272 performance standards, 264 physical structures for, 268 power sharing, 262 pride in being outstanding, 262 role of leader in organization, 258–259 ritual and ceremony for, 269 team-oriented member selection, 270, 271 virtual teams and, 267 Technical problem solver role, 15 Technology for teamwork, 270 Tenacity and resilience, 50–52 Territorial games, 221 Territoriality and politics, 221 Thank-you notes, 218 Thinking outside the box, 324 360-degree feedback, 110–112 Time-driven model, 148 Time orientation and culture, 417 Tolerance for ambiguity, 427 Tough question asking, 104 Traditional thinking and creativity, 323–325 Traits, motives, and characteristics of leaders, 31–65 assertiveness, 39–41 authenticity, 38 cognitive factors, 52–57 courage, 48 creativity, 55 drive and achievement motive, 50 emotional intelligence, 44–46 enthusiasm, optimism, and warmth, 41, 42 executive intelligence, 56 extraversion, 38 farsightedness and conceptual thinking, 56 flexibility and adaptability, 46 general personality traits, 33–42 humility, 34, 35 heredity vs environment, 57–59 insight into people and situations, 55–56 internal locus of control, 46–48 knowledge of the business or group task, 53 passion for the work and people, 42, 44 personalized power motive, 49 power motive, 48–50 self-awareness, 45 self-confidence, 34 sense of humor, 42 socialized power motive, 49, 50 strengths and limitations of approach, 59–60 task-related personality traits, 42–48 tenacity and resilience, 50–52 trustworthiness for leadership, 35–36 WICS model of leadership, 56–57 Transactional leadership, 83, 89 Transformation leadership, 72, 83–90, 159 attributes of, 86–87 change awareness, 85 crisis leadership and, 159 emergence of transformations, 84–86 empowerment and, 86 emotional intelligence and, 86 greatness commitment, 85 innovative thinking, 86 leading by example, 87 long-range perspective, 85 moral reasoning and, 87 performance impact, 87–90 resource concentration, 86 self-fulfillment search, 85 self-interest hurdle, 84, 85 sense of urgency, 85 vs transformational, 83 vision aspect, 86 Trust and trustworthiness for leadership, 35–36, 73, 86, 109, 170, 171 charismatic leadership and, 73 ethical behavior and, 170, 171 SUBJECT INDEX servant leadership and, 109 trait of, 35–36 transformational leadership and, 86 Uncertainty avoidance and culture, 417 Undue pressure technique, 239 Unethical behavior, 178 Unethical political tactics, 220–221 Universal needs of people, 426 Upward appeal for influence, 242 Values and principle promotion, 107–108 Videoconferencing communication challenge, 358 Virtual team, 267 Virtuous cycle, 189 Visibility in group, 107 Visions and visioning, 75–77, 81, 86, 119, 386–387, 402, 405 charismatic leadership and, 75–77, 81 characteristics of vision statements, 405 entrepreneurial leadership and, 119 519 learning organization and, 402 strategic leadership and, 386–387 transformational leadership and, 86 Warmth characteristic, 42 Whistle blowers, 186 WICS model of leadership, 56–57 Win-win conflict resolution, 368 Women’s role across cultures, 423 Work group design and creativity, 336 Work orientation and culture, 417 Working conditions improvement of suppliers, 184 [...]... chapter on leadership ethics and social responsibilities PURPOSE OF THE TEXT The purpose of this text is implied by its title Leadership: Research Findings, Practice, and Skills, Sixth Edition It is designed for undergraduate and graduate courses in leadership that give attention to research findings about leadership, leadership practice, and skill development The text best fits courses in leadership. .. (Chapter 13); and effective leadership in international and culturally diverse settings (Chapter 14) Chapter 15 concludes the book with an overview of approaches to leadership development and learning In addition, there is a discussion of leadership succession, and the challenges facing a new leader CHANGES IN THE SIXTH EDITION The Sixth Edition of Leadership: Research Findings, Practice, and Skills is... how leadership skills are developed A Framework for Understanding Leadership ■ Pinpoint several traits, behaviors, and attitudes of a successful follower Followership: Being an Effective Group Member Research and Opinion: Leadership Does Make a Difference Research and Opinion: Formal Leadership Does Not Make a Difference The Satisfactions and Frustrations of Being a Leader Skill Development in Leadership. .. foster teamwork and empower team members The next five chapters deal with specific leadership skills: motivating and coaching skills (Chapter 10), which constitute the basis of many leadership positions; creativity and innovation (Chapter 11); communication (including nonverbal and cross-cultural communication) and conflict resolution skills (Chapter 12); vision and strategy creation and knowledge management... restricted to research studies and syntheses of research and theories; xxi xxii PREFACE it also includes the opinions of practitioners, consultants, and authors who base their conclusions on observations rather than empirical research What the text is not also helps define its nature and scope This book does not attempt to duplicate the scope and purpose of a leadership handbook by integrating theory and research. .. thousand studies At the other extreme, it is not an evangelical approach to leadership espousing one leadership technique I have attempted to find a midpoint between a massive synthesis of the literature and a trade book promoting a current leadership fad Leadership: Research Findings, Practice, and Skills, Sixth Edition, is designed to be a mixture of scholarly integrity, examples of effective leadership. .. Action and Skill Development 160–162 Leadership Case Problem A: Keeping the Cloud Computing Mastermind Happy 163 Leadership Case Problem B: Oh Rats, What a Problem 164 Leadership Skill-Building Exercise 5-3: My Leadership Portfolio Internet Skill-Building Exercise: Crisis Management 165 CHAPTER 6 Leadership Ethics and Social Responsibility 165 166 Principles and Practices of Ethical and Moral Leadership. .. Action and Skill Development 278 Leadership Case Problem A: Why Can’t We Work Like a Real Team? 279 Leadership Case Problem B: Over the Top at Bell ExpressVu 281 Leadership Skill-Building Exercise 9-4: My Leadership Portfolio 282 Internet Skill-Building Exercise: Are Team Leadership Skills or Teamwork Skills in Demand? 282 CHAPTER 10 Motivation and Coaching Skills 283 Leadership Self-Assessment Quiz... members—Drew, Douglas and Gizella, Melanie and Will, Rosie, Clare, Camila, Sofia, Eliana, and Carson A.J.D ABOUT THE AUTHOR Andrew J DuBrin is a Professor of Management emeritus in the College of Business at the Rochester Institute of Technology, where he teaches courses and conducts research in leadership, organizational behavior, and career management He also served as department chairman and team leader... Nature and Importance of Leadership The Impact of Leadership on Organizational Performance ■ Describe how leadership influences organizational performance ■ Pinpoint several important leadership roles ■ Identify the major satisfactions and frustrations associated with the leadership role Leadership Roles ■ Describe a framework for understanding leadership Satisfactions of Leaders Dissatisfactions and Frustrations
- Xem thêm -

Xem thêm: Leadership research finding practice and skills 6e andrew dubrin, Leadership research finding practice and skills 6e andrew dubrin, Leadership research finding practice and skills 6e andrew dubrin

Mục lục

Xem thêm

Gợi ý tài liệu liên quan cho bạn

Nạp tiền Tải lên
Đăng ký
Đăng nhập