Leadership theory application and skill development 4e by lussier achua

APPLICATIONS SKILL DEVELOPMENT APPLYING THE CONCEPT SKILL-DEVELOPMENT EXERCISES MODELS (total of 39; average of boxes, 18 applications per chapter; partial listing below) 1.1 Leadership Managerial Roles 2.3 Achievement Motivation Theory 3.2 The Leadership Grid 4.2 Using Power 5.3 Path-Goal Leadership 6.3 Selecting Conflict Management Styles 7.1 In-Groups versus Out-Groups 8.4 Group Problem People 9.4 Transformational or Transactional Leadership 10.1 Low- or High-Performance Culture 11.2 Strategic Thinking 12.2 Traditional or Learning Organization (total of 30; average of per chapter) 1.1 Getting to Know You by Name 1.2 Identifying Leadership Traits and Behaviors 2.1 Improving Attitudes and Personality Traits 2.2 Personality Perceptions 2.3 Ethics and Whistleblowing 3.1 Writing Objectives 3.2 Giving Praise 4.1 Influencing Tactics 4.2 Influencing, Power, and Politics 4.3 Networking Skills 4.4 Car Dealer Negotiation 5.1 Identifying Normative Leadership Styles 5.2 Using the Normative Leadership Models 6.1 Giving Instructions 6.2 Situational Communications 6.3 Coaching 6.4 Initiating Conflict Resolution 7.1 Improving Dyadic Relationships—Followership 7.2 Delegating 8.1 Deciding Which Leadership Decision-Making Style to Use 8.2 Individual Versus Group Decision Making 9.1 Is the President of the United States a Charismatic Leader? 10.1 Identifying and Improving Organizational Culture 10.2 Diversity Training 10.3 Developing an Effective Multicultural Team 11.1 Strategic Planning 11.2 Planning a Change Using the Force-Field Model 11.3 Managing Change at Your College 12.1 Handling a Crisis 12.2 The Learning Organization 3.1 Writing Effective Objectives Model 3.2 Giving Praise 4.1 The Negotiation Process 6.1 The Oral Message-Sending Process 6.2 Job Instructional Training Steps 6.3 The Performance Formula 6.4 Coaching Model 6.5 The Collaborating Conflict Style 6.6 Situational Communication 7.1 Steps in the Delegation Model 8.1 Leadership Decision Making WORK APPLICATION (total of 107; average of per chapter; sample below) 1.4 Are the managers where you work(ed) effective at influencing their employees to bring about change? Explain CASES: CHAPTER OPENING 10 11 12 General Electric (GE) Lorraine Monroe Market America Mark Cuban Indra Nooyi (PepsiCo) The Ranch Golf Club Joel Osteen John Chambers (Cisco) Oprah Winfrey Andrea Jung (Avon) Google Rick Wagoner (GM) COMMUNICATION SKILLS (total of 84; average of per chapter; sample below) 3.5 Which of the three process motivation theories you prefer? Why? SELF-ASSESSMENT EXERCISES (total of 37; average of per chapter) 1.1 Leadership Potential 1.2 Names 2.1 Personality Profile 2.2 Motive Profile 2.3 Motive Profile with Socialized Power 2.4 Leadership Interest 2.5 Theory X and Theory Y Attitudes 2.6 How Ethical Is Your Behavior? 3.1 Your Leadership Style 3.2 Your Personality Traits and Leadership Styles 3.3 Job Motivators and Maintenance Factors 4.1 Influencing Tactics, Power, and Personality Traits 4.2 Use of Political Behavior 4.3 Networking 4.4 Negotiating 5.1 Leadership Style 5.2 Your Personality and Contingency Leadership Theories 5.3 Determining Your Preferred Normative Leadership Style 5.4 Your Leadership Continuum and Path-Goal Leadership Styles Continued on inside back cover LEADERSHIP Theory, Application, & Skill Development 4e Robert N Lussier, Ph.D Springfield College Christopher F Achua, D.B.A University of Virginia’s College at Wise Australia • Brazil • Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States Leadership, Fourth Edition © 2010, 2007 South-Western, a part of Cengage Learning Robert N Lussier, Christopher F Achua ALL RIGHTS RESERVED No part of this work covered by the copyright hereon 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 VP/Editorial Director: Jack W Calhoun Editor-in-Chief: Melissa S Acuña Executive Editor/Acquisitions Editor: Joe Sabatino Developmental Editor: Leslie Kauffman, LEAP Publishing Services Editorial Assistant: Ruth Belanger Executive Marketing Manager: Kimberly Kanakes Sr Marketing Coordinator: Sarah Rose Sr Marketing Communications Manager: Jim Overly Marketing Manager: Clint Kernen Director, Content and Media Production: Barbara Fuller-Jacobsen Content Project Manager: Emily Nesheim Media Editor: Danny Bolan Sr Manufacturing Coordinator: Doug Wilke Production Service: Integra Sr Art Director: Tippy McIntosh 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 ExamView® is a registered trademark of eInstruction Corp Windows is a registered trademark of the Microsoft Corporation used herein under license Macintosh and Power Macintosh are registered trademarks of Apple Computer, Inc used herein under license © 2010 Cengage Learning All Rights Reserved Cengage Learning WebTutor™ is a trademark of Cengage Learning Internal Design: Patti Hudepohl Library of Congress Control Number: 2008939476 Cover Design: Tippy McIntosh ISBN-13: 978-0-324-59655-7 ISBN-10: 0-324-59655-3 Cover Image: David Madison, Photographer’s Choice/Getty Text Permissions Manager: Roberta Broyer Photo Permissions Manager: Mandy Groszko South-Western Cengage Learning 5191 Natorp Boulevard 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 the United States of America 12 11 10 09 To my wife Marie and our six children: Jesse, Justin, Danielle, Nicole, Brian, and Renee Robert N Lussier To all the Achua brothers and sisters, my mother Theresia Sirri, and last but not least, my wife Pauline and our children: Justin, Brooke, Jordan, Cullen, Gregory, and Zora Christopher F Achua B R I E F C O N T E N T S Preface part one Acknowledgments xxiii About the Authors xxvi Individuals as Leaders part two xiii Who Is a Leader? Leadership Traits and Ethics 30 Leadership Behavior and Motivation 68 Influencing: Power, Politics, Networking, and Negotiation 108 Contingency Leadership Theories 150 Team Leadership 187 Communication, Coaching, and Conflict Skills 188 Leader–Follower Relations 238 Team Leadership and Self-Managed Teams 278 part three Organizational Leadership 10 11 12 327 Charismatic and Transformational Leadership 328 Leadership of Culture, Ethics, and Diversity 368 Strategic Leadership and Change Management 416 Crisis Leadership and the Learning Organization 450 Appendix: Leadership and Spirituality in the Workplace Glossary Endnotes Index iv 487 492 515 481 C O N T E N T S Preface xiii Acknowledgments About the Authors part one xxiii xxvi Individuals as Leaders WHO IS A LEADER? Leadership Is Everyone’s Business Why Leadership Is Important / Defining Leadership / Self-Assessment 1: Leadership Potential / Are Leaders Born or Made? Leadership Managerial Roles Interpersonal Roles 10 / Informational Roles 11 / Decisional Roles 11 Levels of Analysis of Leadership Theory 13 Individual Level of Analysis 13 / Group Level of Analysis 14 / Organizational Level of Analysis 14 / Interrelationships among the Levels of Analysis 15 Leadership Theory Paradigms 15 The Trait Theory Paradigm 16 / The Behavioral Leadership Theory Paradigm 16 / The Contingency Leadership Theory Paradigm 17 / The Integrative Leadership Theory Paradigm 17 / From the Management to the Leadership Theory Paradigm 17 Objectives of the Book 18 Leadership Theory 18 / Application of Leadership Theory 20 / Leadership Skill Development 20 / Flexibility 21 Organization of the Book 21 Chapter Summary 22 Key Terms 23 Review Questions 23 Communication Skills 24 Case: Steve Jobs—–Apple 24 Video Case: Leadership at P.F Chang’s 26 Skill-Development Exercise 1: Getting to Know You by Name 26 Self-Assessment 2: Names 27 Skill-Development Exercise 2: Identifying Leadership Traits and Behaviors 28 LEADERSHIP TRAITS AND ETHICS 30 Personality Traits and Leadership 32 Self-Assessment 1: Personality Profile 32 / Personality and Traits 33 / The Big Five Model of Personality 33 / Personality Profiles 35 Traits of Effective Leaders 37 Dominance 37 / High Energy 38 / Self-Confidence 38 / Locus of Control 38 / Stability 38 / Integrity 39 / Intelligence 39 / Flexibility 40 / Sensitivity to Others 41 v vi Contents The Personality Profile of Effective Leaders 42 Achievement Motivation Theory 42 / Self-Assessment 2: Motive Profile 44 / Leader Motive Profile Theory 44 / Self-Assessment 3: Motive Profile with Socialized Power 45 / Self-Assessment 4: Leadership Interest 46 Leadership Attitudes 47 Theory X and Theory Y 48 / Self-Assessment 5: Theory X and Theory Y Attitudes 48 / The Pygmalion Effect 49 / Self-Concept 50 / How Attitudes Develop Leadership Styles 52 Ethical Leadership 52 Self-Assessment 6: How Ethical Is Your Behavior? 52 / Does Ethical Behavior Pay? 54 / How Personality Traits and Attitudes, Moral Development, and the Situation Affect Ethical Behavior 54 / How People Justify Unethical Behavior 56 / Simple Guides to Ethical Behavior 58 / Stakeholder Approach to Ethics 58 / Being an Ethical Leader 59 Chapter Summary 60 Key Terms 61 Review Questions 62 Communication Skills 62 Case: The Bill & Melinda Gates Foundation 62 Video Case: “P.F.” Chang’s Serves Its Workers Well 64 Skill-Development Exercise 1: Improving Attitudes and Personality Traits Skill-Development Exercise 2: Personality Perceptions 66 Skill-Development Exercise 3: Ethics and Whistleblowing 67 LEADERSHIP BEHAVIOR AND MOTIVATION Leadership Behavior and Styles 70 64 68 Leadership Behavior 70 / Leadership Styles and the University of Iowa Research 70 University of Michigan and Ohio State University Studies 71 Self-Assessment 1: Your Leadership Style 71 / University of Michigan: Job-Centered and Employee-Centered Behavior 72 / Ohio State University: Initiating Structure and Consideration Behavior 73 / Differences Between Leadership Models—–and Their Contributions 75 The Leadership Grid 75 Leadership Grid Theory 75 / Leadership Grid and High-High Leader Research and Contributions 77 / Self-Assessment 2: Your Personality Traits and Leadership Styles 78 Leadership and Major Motivation Theories 79 Motivation and Leadership 79 / The Motivation Process 79 / An Overview of Three Major Classifications of Motivation Theories 80 Content Motivation Theories 80 Hierarchy of Needs Theory 81 / Two-Factor Theory 82 / Self-Assessment 3: Job Motivators and Maintenance Factors 83 / Acquired Needs Theory 85 / The Need to Balance Professional and Personal Needs 87 Process Motivation Theories 87 Equity Theory 87 / Expectancy Theory 88 / Goal-Setting Theory 90 Reinforcement Theory 92 Types of Reinforcement 93 / Schedules of Reinforcement 94 / You Get What You Reinforce 95 / Motivating with Reinforcement 96 / Giving Praise 97 Contents Putting the Motivation Theories Together Within the Motivation Process vii 99 Chapter Summary 100 Key Terms 102 Review Questions 102 Communication Skills 102 Case: Art Friedman—–Friedmans Appliance 102 Video Case: Motivation at Washburn Guitars 104 Skill-Development Exercise 1: Writing Objectives 104 Behavior Model Skills Training 1: Session 105 Behavior Model Video 1: Giving Praise 105 Skill-Development Exercise 2: Giving Praise 105 INFLUENCING: POWER, POLITICS, NETWORKING, AND NEGOTIATION 108 Power 110 Sources of Power 110 / Types of Power and Influencing Tactics, and Ways to Increase Your Power 111 / Self-Assessment 1: Influencing Tactics, Power, and Personality Traits 119 / Acquiring and Losing Power 119 Organizational Politics 120 Self-Assessment 2: Use of Political Behavior 120 / The Nature of Organizational Politics 121 / Political Behavior 122 / Guidelines for Developing Political Skills 124 Networking 127 Self-Assessment 3: Networking 127 / Perform a Self-Assessment and Set Goals 128 / Create Your One-Minute Self-Sell 129 / Develop Your Network 130 / Conduct Networking Interviews 131 / Maintain Your Network 132 Negotiation 133 Self-Assessment 4: Negotiating 133 / Negotiating 134 / The Negotiation Process 135 Ethics and Influencing 140 Chapter Summary 141 Key Terms 142 Review Questions 142 Communication Skills 142 Case: Ron Johnson—–Department of Accounting 143 Video Case: Employee Networks at Whirlpool Corporation 145 Skill-Development Exercise 1: Influencing Tactics 145 Skill-Development Exercise 2: Influencing, Power, and Politics 146 Skill-Development Exercise 3: Networking Skills 147 Skill-Development Exercise 4: Car Dealer Negotiation 148 CONTINGENCY LEADERSHIP THEORIES 150 Contingency Leadership Theories and Models 152 Leadership Theories versus Leadership Models 152 / Contingency Theory and Model Variables 152 / Global Contingency Leadership 153 Contingency Leadership Theory and Model 154 Leadership Style and the LPC 155 / Self-Assessment 1: Leadership Style Your Fiedler LPC 155 / Situational Favorableness 156 / Determining the Appropriate Leadership Style 156 / Research 158 viii Contents Leadership Continuum Theory and Model 159 Path-Goal Leadership Theory and Model 161 Situational Factors 162 / Leadership Styles 163 / Research 164 Normative Leadership Theory and Models 165 Leadership Participation Styles 166 / Model Questions to Determine the Appropriate Leadership Style 167 / Selecting the Time-Driven or DevelopmentDriven Model for the Situation 169 / Determining the Appropriate Leadership Style 170 / Research 170 Putting the Behavioral and Contingency Leadership Theories Together 171 Prescriptive and Descriptive Models 173 Leadership Substitutes Theory 173 Substitutes and Neutralizers 173 / Leadership Style 174 / Changing the Situation 174 / Research 174 / Self-Assessment 2: Your Personality and Contingency Leadership Theories 175 Chapter Summary 175 Key Terms 177 Review Questions 177 Communication Skills 177 Case: Rick Parr—–Archer Daniels Midland (ADM) Company 178 Video Case: Leadership at McDonald’s 179 Self-Assessment 3: Determining Your Preferred Normative Leadership Style 180 Skill-Development Exercise 1: Identifying Normative Leadership Styles 183 Skill-Development Exercise 2: Using the Normative Leadership Models 183 Self-Assessment 4: Your Leadership Continuum and Path-Goal Leadership Styles 185 part two Team Leadership 187 COMMUNICATION, COACHING, AND CONFLICT SKILLS Communication 189 188 Communication and Leadership 190 / Sending Messages and Giving Instructions 190 / Receiving Messages 193 / Self-Assessment 1: Listening Skills 193 Feedback 197 The Importance of Feedback 197 / Common Approaches to Getting Feedback on Messages—–and Why They Don’t Work 198 / How to Get Feedback on Messages 199 / 360-Degree Multirater Feedback 200 Coaching 201 Coaching and Leadership 201 / How to Give Coaching Feedback 201 / What Is Criticism and Why Doesn’t It Work? 205 / The Coaching Model for Employees Who Are Performing Below Standard 207 / Mentoring 209 Managing Conflict 210 The Psychological Contract 210 / Conflict and Leadership 210 / Conflict Management Styles 210 Collaborating Conflict Management Style Models 215 Initiating Conflict Resolution 215 / Responding to Conflict Resolution 217 / Mediating Conflict Resolution 217 / Self-Assessment 2: Your Personality Traits and Communication, Feedback, Coaching, and Conflict Management Style 218 Endnotes 76 P E Bierly III and P S Daly, “Sources of External Organizational Learning in Small Manufacturing Firms,” International Journal of Technology Management 38(1/2) (2007): 45–68 77 See note 25 78 See note 69 79 C Musselwhite, “The Culture of Discovery: What Does a Learning Organization Look Like, Why Is It Better, and How Can You Get There Sooner Rather Than Later? Organizational Development Expert Chris Musselwhite Has the Answers,” American Executive 4(4) (April 2006): 38–40 80 See note 79 81 See note 34 82 S Trautman, “Teach What You Know: A Practical Leader’s Guide to Knowledge Transfer Using Peer Mentoring,” Reviewed by D DeLong, MIT, AgeLab, Book & Resource Review 6(3) (2007): 425–428 Management and Decision Making, 7(2–3) (March 6, 2006): 313 95 C Collins and K Smith, “Knowledge Exchange and Combination: The Role of Human Resource Practices in the Performance of High-Technology Firms,” Academy of Management Journal 49(3) (2006): 544–560 96 S-C Kang, S S Morris, and S A Snell, “Relational Archetypes, Organizational Learning, and Value Creation: Extending the Human Resource Architecture,” Academy of Management Review 32(1) (2007): 236–256 97 D Couillard, “Why Creating a Learning Organization Leads the High Tech Form to Succeed,” Ivey Business Journal Online (July– August 2007), http://www.iveybusinessjournal com/article.asp?intArticle_ID=700 98 D Schachter, “The Learning Organization,” (business management) (organizational learning) 10(12) (December 2006): 8–9 J A Aragon-Correa, V J Garcia-Morales, and E Cordon-Pozo, “Leadership and Organizational Learning’s Role on Innovation and Performance: Lessons from Spain,” Industrial Marketing Management 36 (2007): 349–359 84 99 83 See note 13 85 D Miller, M Fern, and L Cardinal, “The Use of Knowledge for Technological Innovation Within Diversified Firms,” Academy of Management Journal 50 (2007): 308–326 86 See note 83 87 See note 72 88 See note 73 89 J G Cegarra-Navarro and F Dewhurst, “Linking Organizational Learning and Customer Capital Through an Ambidexterity Context: An Empirical Investigation in SMEs,” International Journal of Human Resource Management 18(10) (October 2007): 1720–1735 90 S Pool and B Pool, “A Management Development Model: Measuring Organizational Commitment and Its Impact on Job Satisfaction Among Executives in a Learning Organization,” Journal of Management Development 26(4) (April 2007): 353–369 91 H-H Teo, X Wang, K-K Wei, C-L Sia, and M K O Lee, “Organizational Learning Capacity and Attitude Toward Complex Technological Innovations: An Empirical Study,” Journal of the American Society for Information Science and Technology 57(2) (January 15, 2006): 265–314 92 R C Rose and N Kumar, “Facilitating Learning and Change for Performance Improvement,” International Journal of Learning and Change 1(3) (September 24, 2006): 317 93 K E Soderquist, “Organising Knowledge Management and Dissemination in New Product Development: Lessons from 12 Global Corporations,” Long Range Planning 39(5) (October 2006): 497–523 94 B Ebrahimi, R McGowan, and T Chung, “Key Success Factors in New Product Development,” International Journal of R Leenders, J Kratzer, and J Engelen, “Innovation Team Networks: The Centrality of Innovativeness and Efficiency,” International Journal of Networking and Virtual Organization (November 2007): 459 100 T Hoc-Hai, W Xinwei, W Kwok-Kee, S Chong-Ling, and M K O Lee, “Organizational Learning Capacity and Attitude Toward Complex Technological Innovations: An Empirical Study,” Journal of the American Society for Information Science & Technology 57(2) (January 2006): 264–279 101 M Skerlavaj, M Stemberger, R Skrinjar, and V Dimovski, “Organizational Learning Culture—The Missing Link Between Business Process Change and Organizational Performance,” International Journal of Production Economics 106 (2007): 346–367 513 Processing, and Conflict in Functionally Diverse Teams,” Academy of Management Review 32 (2007): 761–773 109 See note 99 110 See note 70 111 See note 69 112 See note 97 113 See note 70 114 Ibid 115 See note 84 116 G Van Der Vegt, J Bunderson, and A Oosterhof, “Expertness Diversity and Interpersonal Helping in Teams: Why Those Who Need the Most Help End Up Getting the Least,” Academy of Management Journal 49(5) (2006): 877–893 117 M Zellmer-Bruhn and C Gibson, “Multinational Organization Context: Implications for Team Learning and Performance,” Academy of Management Journal 49(3) (2006): 501–518 118 See note 67 119 See note 70 120 J Frahm and K Brown, “Developing Communicative Competencies for a Learning Organization,” Journal of Management Development 25(3) (March 2006): 201–212 121 W Holstein, “Man with a Mission,” Chief Executive 217 (April/May 2006): 30 122 G So, “Marketing Club Kicks off Distinguished Speakers Series with P&G CEO,” The Harbus (October 3, 2006), http://media.www.harbus.org/media/ storage/paper343/news/2006/10/03/ News/Marketing.Club.Kicks.Off Distinguished.Speakers.Series.With.Pg Ceo-2328567.shtml 123 “P&G’s A G Lafley Honored,” Chief Executive (September 2006): 54(3) 102 J Arthur and C Huntley, “Ramping Up the Organizational Learning Curve: Assessing the Impact of Deliberate Learning on Organizational Performance Under Gainsharing,” Academy of Management Journal 49(6) (2005): 1159–1170 103 C W Soo, R M Devinney, and D F Midgley, “External Knowledge Acquisition, Creativity and Learning in Organizational Problem Solving,” International Journal of Technology Management 38(1/2) (2007): 137–159 104 C Lakshman, “Organizational Knowledge Leadership: A Grounded Theory Approach,” Leadership & Organizational Development Journal 28, (January 2007): 51–75 105 K L Turner and M V Makhija, “The Role of Organizational Controls in Managing Knowledge,” Academy of Management Review 31(1) (2006): 197–217 106 See note 70 107 See note 69 108 M Cronin and L Weingart, “Representational Gaps, Information Appendix K T Scott, “Leadership and spirituality: A quest for reconciliation,” in J Conger (ed.), Discovering the Spirituality in Leadership (San Francisco: Jossey-Bass, 1994), 63–99 G Fairholm, Capturing the heart of leadership: Spirituality and community in the new American workplace (Westport, CT: Praeger), 1997 C Barks, The Essential Rumi (San Francisco: Harper, 1996) J Autry, Love and profit: The art of caring leadership (New York: Avon Books, 1991) For details on the four levels of spirituality in the workplace implementation, with case studies, worksheets, and assessments, the Creating Enlightened Organizations Manual by J Neal can be ordered from the Association for Spirit at Work, http://www spiritatwork.org B Heermann, Building team spirit: Activities for inspiring and energizing teams (New York: McGraw-Hill, 1997) Noble purpose: Igniting 514 Endnotes extraordinary passion for life and work (Fairfax, VA: QSU Publishing, 2004) R Barrett, Liberating the corporate soul: Building the visionary organization (Cambridge, MA: Butterworth-Heinemann, 1998); http://www.corptools.com D Beck and C Cowen, Spiral dynamics: Mastering values, leadership, and change (Malden, MA: Blackwell Publishing, 1996); http://www.spiraldynamics.com David Cooperrider and Suresh Srivastva first developed the concept of Appreciative Inquiry in 1987, in D Cooperrider and S Srivastva, “Appreciative inquiry in organizational life,” in R W Woodman & W A Pasmore (eds.), Research in organizational change and development (Greenwich, CT: JAI Press, 1987) The most recent book in this field is D Whitney, A Trosten-Bloom, and D Cooperrider, The power of appreciative inquiry: A practical guide to positive change (San Francisco: Berrett-Koehler, 2003); http:// appreciativeinquiry cwru.edu/ 10 Kim Cameron coedited, with Jane Dutton and Robert Quinn, Positive Organization Scholarship (San Francisco: Berrett-Koehler, 2003) This book was widely acclaimed by the academic community; however the business community responded that it was too “ivory tower.” Cameron has recently written a book for the business community called The abundance framework (in press); http://www.bus.umich.edu/Positive/ 11 H Owen, Open space technology: A user’s guide, 2nd ed (San Francisco: Berrett-Koehler, 1997); http://www openspaceworld.org/ 12 W Harman and J Hormann, Creative work: The constructive role of business in transforming society (Indianapolis: Knowledge Systems, 1990) 13 J Collins, Good to great: Why some companies make the leap and others don’t (NY: HarperBusiness, 2001) See Chapter on “Level Leadership,” which documents the success of leaders who demonstrate the virtue of humility 14 J Neal, B Lichtenstein, and D Banner, “Spiritual perspectives on individual, organizational, and societal transformation,” Journal of Organizational Change Management, 12(3), 175–185 15 C Schaefer and J Darling, “Does spirit matter? A look at contemplative practice in the workplace,” Spirit at Work newsletter, July 1997 I N E N D N OD T E E X S A Aageson, Tom, 481 Ability, 162 Academic grades, 198 Academic standards, 91–92 Accommodating conflict style, 212 Accomplishments, 42, 129 Accountability, 268, 307 Achievement, 35, 377 acquired needs theory and, 85–86 congratulating, 132–133 need for (n Ach), 42, 51 Achievement Motivation Theory, 42–43, 47 Achievement-oriented style, 164 Ackoff, Russell, 171 Acquired needs theory, 85–86 Action orientation, 343 Activist mind-set, 332 Acton, Lord, 110 Adams, J Stacy, 87 Adams, Scott, Adaptation, 470 Adaptive culture, 384–385 Adjustment personality dimension, 30, 35, 60 Adjustment traits, 35 Advanced Micro Devices, 40 Advantageous comparison, 57 Advertising, 193, 395 Affection, 249 Affiliation, need for (n Aff), 43, 45, 86 African-Americans, 394, 398 Agreeableness personality dimension, 34 Airlines culture of, 380–381 ethics and, 95 team players in, 343 Alienated follower, 256 Allen, Paul, 62 America Online (AOL), 40, 127 American Express, 425, 433 Americans with Disabilities Act (ADA), 395 Analysis levels, 13–15 Analyzing, 196 Angel Network, 329 Anne Mulcahy and Ursula Burns: Xerox’s Dynamic Duo, 364–365 Apple, 24 Arbitrator, 218 Archer Daniels Midland (ADM) Company, 178–179 Armed forces, power and, 114 Arrogance, 374 Art Friedman—-Friedmans Appliance, 24–25, 102–103 Arthur Andersen, 54, 266–267 Asea Brown Boveri, 311 Asian Americans, 411 Attitudes, 47–52, 54–56 and ethical behavior, 54–55 leadership styles and, 52–54 Pygmalion effect, 31, 49 self-concept, 50–51 Theory X and Theory Y, 48–49 Attribution of blame, 57 Attribution theory, 207 Authenticity, 484 Authoritarianism, 162 Authority-compliance leader, 76 Autocratic communication style, 70–71, 229 Autocratic leadership style, 159 Autry, James, 482 Average leadership style (ALS) approach, 242 Avoidance reinforcement, 93 Avoiding conflict style, 211 Avon Company, 369, 371–372, 378, 386, 390, 405 B Barnevik, Percy, 311 Barrett, Richard, 483 Bass, Bernard, 347 Bates, Rowland, 189 BCF model, 216 Beck, Don, 483 Behavior, Behavior skills model training, 320 Behavioral leadership theories, 18 Behavioral models, 21 Belongingness needs, 81 Benchmarking, 470 Bennis, Warren, 193 Bezos, Jeff, 347 Bias, 254 Big Five Model of Personality, 33–34 Bill & Melinda Gates Foundation, 62–63 Blake, Robert, 75–76 Blame, 202–203 Blanchard, Ken, 97–98 Blue Man Group, 40 Bolman, Lee, 482 Boundary-spanning relationships, 246 Brandon, David, Branson, Richard, 339, 344 Brin, Sergey, 417 Buffett, Warren, 59 Bureaucratic culture, 385–386 Burns, Ursula, 364–365 “Buy American,” 393 C Calloway, Wayne, 385 Cameron, Kim, 483 Career development, 128 Carroll, Chuck, 271 Case, Steve, 40, 127 Case studies Anne Mulcahy and Ursula Burns: Xerox’s Dynamic Duo, 364–365 Art Friedman—-Friedmans Appliance, 24–25, 102–103 Avon Company, 369 Bill & Melinda Gates Foundation, 62–63 CEO A G Lafley’s Transformation of P&G, 476–477 Cisco Systems, 279 Cuban, Mark, 109 Frederick W Smith—-FedEx, 318–319 General Electric (GE), General Motors (GM), 451 Google, 417 Lakewood Church, 239 Lawrence Weinbach—-from Unisys Corporation to Yankee Hill Capital Management, 222–223 Mark Parker: A Seasoned Veteran Takes the Helm at Nike, 445–447 Market America, 69 Monroe, Lorraine, 31 PepsiCo, 151 Ranch Golf Club, 189 Rick Parr—-Archer Daniels Midland (ADM) Company, 178–179 Robert Stevens Continues Lockheed Martin’s Diversity Initiatives, 410–412 Ron Johnson—-Department of Accounting, 143–144 515 516 Index Steve Jobs—-Apple, 24–25 Winfrey, Oprah, 329 W L Gore & Associates, 271–273 Case Western Reserve’s Wetherhead School of Management, 483 Censorship, 57 Center for Educational Innovation, 31 Center of Business as Agent of World Benefit (BAWB), 483 CEO A G Lafley’s Transformation of P&G, 476–477 Cereal Partners Worldwide, 395 Ceremonial events, 380 Chambers, John, 279 Change, 8–9, 33, 484–493 activism and, 332 change process theories, 435 crisis management, 431–432 culture of learning organization, 467–468 discontinuous, 466 flexibility and, 40 need for, 432–433 organizational change, 432–433 process, 435–438 resistance to, 36, 438–439, 441 See also Resistance to change, reasons upgrading as, 432 Changing phase, 436–437 Charismatic leadership, 165, 337–360 behavioral components, 351 change and, 436–437 charisma defined, 337 developing charismatic qualities, 344–345 dissatisfaction with status quo, 335–336 effects of, 338–340 locus of, 337–338 negative aspect of, 345–346 personal meaning, 330–331 qualities of, 341 resource needs assessment, 336 and transformational leadership compared, 349–350 unconventional behavior and, 336 vision formulation and articulation, 336 Weber’s conceptualization of charisma, 334–335 Chiu, Bernard, 189 Churchill, Winston, 345 Cisco Systems, 279 Citibank, 424 Civil Rights Acts, 394 Clark, Korby, 189, 201 Clark, Peter, 189, 201, 209, 215, 218 Class-action lawsuits, 475 Clinton, Bill, 123, 332 Coaching, 201–209 attribution theory, 207 avoiding blame/embarrassment, 202–203 developing a supportive working relationship, 202 feedback, 204–206 focus on behavior, 203 improving performance with, 208 and leadership, 201 mentoring, 209 model for employees performing below standard, 207 performance formula, 207 praise/recognition and, 202 specific/descriptive feedback, 203–204 timely/flexible feedback, 205 Coalition influencing tactic, 117 Coalitions, 117 Coca-Cola, 395, 424, 431 Code of ethics, 388–389 Coercive power, 113–114 Cognitive resources theory, 158 Cole, David, 451 Coleadership, 78 Collaborating conflict style, 213–217 Collectivism, 391–392 Commitment decision implementation and, 168 to objectives, 91 Communication, 189–197 advertising, 193 analyzing, 196 charismatic leaders’ skill in, 342 checking understanding, 194 determining preferred style of, 193–194 on diversity, 402 effective crisis communication, 460–461 listening skills, 193–194 at Navistar International, 224 of new vision/strategies, 436–437 nonverbal, 194–195 oral message-sending process, 190–191 planning the message, 190 press release/press kit, 461 receiving messages, 193–194 selecting styles of, 193 sending messages/giving instructions, 190 situational communications model, 229–232 teams and, 294–295 written, 192 Community service, 131 Compensation of executives, 14 Competition, change and, 432–433 Competitive culture, 385 Compliments, 51 CompUSA, 39 Concern for production/concern for people, 76 Confidence, lack of, 439 Conflict management, 210–222 arbitrator, 218 collaborating conflict management style models, 215–222 dysfunctional/functional conflict, 210 initiating conflict resolution, 215–216 leadership and, 210 mediating conflict resolution, 217–218 psychological contract, 210 relationship-oriented, 210 responding to conflict resolution, 217–218 styles, 210–214 Conflict resolution, 215–219 Conformist follower, 256 Congruency, 484 Connection power, 117 Conscientiousness personality dimension, 35, 60–61 Consequences, disregard or distortion of, 57 Consideration style, 77 Consult group style, 166 Consult individually style, 166 Consultation influencing tactic, 111 Consultative communication style, 230 Content motivation theories, 80–86 acquired needs theory, 85–86 comparison of, 86 hierarchy of needs, 81–83 maintenance (extrinsic factors), 82 two-factor, 82 Contingency leadership theories, 17, 22, 75, 78, 150–177 changing the situation, 156, 174 charismatic leadership, 165 determining appropriate leadership style, 156 framework for variables, 153 global contingency leadership, 153–154 leadership continuum theory and model, 159–161 vs leadership models, 152 leadership style and the LPC, 155 leadership substitutes theory, 173–174 and model variables, 152–153 normative theory/models, 165–166 path-goal leadership theory and model, 161–162 prescriptive/descriptive models, 173 Index putting behavioral/contingency theories together, 171–172 research, 158 situational favorableness, 156 value-based leadership, 165 Continuous reinforcement, 94 Conventional level of moral development, 56–57 Conviction, lack of, 439 Cooperative culture, 384 Cooperrider, David, 483 Co-optation, 122–123 Core competence, 427–428 Country-club leader, 76 Courage, 59 Cowan, Chris, 483 Creativity, 291 diversity and, 397, 469–470 recognition/rewarding of, 291 teams and, 291 Credibility, 35 Crisis, defined, 452 Crisis leadership, 452–462 crisis communication, 460–461 crisis leader, 455 organizational preparedness, 459 postcrisis evaluation plan, 454 precrisis planning, 454–455 risk assessment, 457–459 team, 456–458 Crisis prevention, 457–458 Criticism, 204–206 Cross-cultural differences, 395–396 Cross-functional team, 294–295, 437 Cuban, Mark, 109 Cultural differences communication problems and, 198–199 conflict management and, 210 negotiation and, 139 Cultural heritage and traditions, 332 Culture defined, 370 of organization See Organizational culture reinforcement tools, 376 D Day care centers, on-site, 87 Death, unexpected, 452 Decide style, 182 Decision making decentralized, 358 delegation and, 265–266 failure of strategic decisions, 419 teams and, 297 Decision significance, 168 Decisional leadership roles, 11 Delegate style, 182 Delegation, 264–269 benefits of, 264 at Boyne USA Resorts, 274 control checkpoints, 268 of decisions, 265 observer form, 234–235 obstacles to, 264–265 with use of a model, 267–268 Delegation model, 267–268 Democratic leadership, 17, 70 Demographic diversity, 394 Demotivating, 206 Descriptive feedback, 203–204 Descriptive models, 173 Diana, Princess of Wales, 332 Diffusion of responsibility, 57 Directive style, 262 Disabled workers, 395 Discontinuous change, 466 Discrimination, 394, 405–406 Displacement of responsibility, 57 Disseminator role, 11 Distributed leadership, 312 Distrust, 439–440 Disturbance-handler role, 12–13 Diversity, in workforce, 394–407 corporate philosophy, 402 creating a supportive culture for, 371–372 current state of, 394–395 demographic diversity, 394 diversity defined, 394 globalization and, 396 leadership initiatives for achieving, 401–402 management support/commitment, 404 obstacles See Obstacles to achieving diversity at PepsiCo, 412 reasons for embracing, 396–397 Dominance, 34 Domino’s Pizza, Douglass, Frederick, 332 Downsizing, 39, 434 Drucker, Peter, 82 Drug research, 163 Dunlap, Al, 347 Dunn, Patricia, 462 Dyadic process, 13–14 Dyadic theory, 240–247 systems and networks, 245–247 team building, 244–245 517 vertical dyadic linkage (VDL) theory, 241–243 Dysfunctional conflict, 210 E Edison, Thomas, 59 Education and diversity, 403–405 Effective follower, 255–268 Einstein, Albert, 70 Embarrassment, 202–203 Emery Air Freight, 96 Emotional instability, 55 Emotional intelligence, 40 Emotional stability, 35, 331 Empathy, 40 Employee-centered leadership style, 72–73, 75, 171 Employee(s) broadening frame of reference of, 472 classification of, cognitive structures of, 246 delegating to, 264–268 distress, and leader–member interaction, 244 downsizing to part-time, 39 effect of leadership on, empowerment of, 110, 298, 437 meeting personal needs of, 87 motivating with equity theory, 88 motivating with goal setting, 90 motivating with hierarchy of needs theory, 81–82 motivating with reinforcement, 92–93 motivating with two-factor theory, 82–83 Networks at Whirlpool Corporation, 145 rewarding with equity theory, 87–88 self-assessment, 203 turnover, 78 Empowerment, 110, 298, 321–322, 437 communication style, 230 Energy, high level of, 38, 42 Enron Corporation, 4, 54, 57, 266, 286, 374–375, 390 Entrepreneur role, 11 Environmental situational factors, 159 Equality assumption, 358 Equity theory, 87 Esteem needs, 82 Ethical behavior advocating, 388 code of ethics, 388–389 disclosure mechanism, 389–390 ethics committees, 389 ethics ombudsperson, 389 presidential call for, 419–420 518 Index simple guides to, 58 strategists and, 420 training programs, 389 Ethical leadership, 52–60 ethical behavior assessment, 52–53 finding courage for, 59 moral development and, 55–56 personality traits/attitudes and, 54–55 positive result of, 54 situations affecting, 56 Ethics, 39 airlines and, 95 defined, 54 delegation, 264 influencing process and, 109 justifying unethical behavior, 56–57 stakeholder approach to, 58–59 Ethnicity See Diversity, in workforce Ethnocentrism, 399 Euphemistic labeling, 57 Evans, M G., 161 EXCEL Award, 222 Excellence, 377 Exchange influencing tactic, 113, 122 Exclusionary practices, 398 Expectancy theory, 88–89 motivating with, 89 three variables, 89 Expectations, 49 Experience, openness to, 35 Experimentation, 470 External locus of control, 262 Externalizers, 38 Extinction, 94 Extraversion traits, 34 Extrinsic motivators, 82 Exxon Valdez, 452 Eye contact, 98 F Facilitate style, 182 Facilitative skills, 286–287 Facilities design, 382 Faith, 332–333 Falvey, Jack, 205 Federal Communications Commission (FCC), and censorship, 58 FedEx, 318 Feedback, 97, 197–201 coaching feedback, 201–202 criticism and coaching feedback compared, 204 effective leader feedback, 252 employee assessment of performance, 203 flexibility, 205 importance of, 197 meeting objectives and, 197 on messages, 197 negative, 205, 259 openness to criticism, 198 seeking/encouraging honest, 259–260 360-degree multirater, 200 timely and flexible, 202 Femininity, 392 Fiedler, Fred E., 154, 157 Fifth Discipline, The (Senge), 464 Figurehead role, 10 Financial objectives, 426 Fiorina, Carleton (Carly), 124 Fixed interval schedule, 95 Flexibility, 40, 296 of feedback, 205 strategic, 422 Flextime, 87 Fluor Corporation, 432 Followers/followership, 254–269 appreciation shown to leaders, 260 clarifying role/expectations of, 260 delegation, 264–267 determinants of influence of, 261 education/experience and, 262–263 effective leader feedback, 263–264 follower defined, 256–257 follower power position, 261–262 follower types, 256–257 guidelines for effective, 258–261 influence of, 261–263 informing leaders, 260 inspiring, 115 vs leaders, 6–7 locus of control, 262 loyalty and, 254 power position, 261–262 Pygmalion effect and, 49 raising issues/concerns, 259 resisting inappropriate leader influence, 260 Food and Drug Administration, 163, 193 Force-field model, 435 Forcing conflict style, 212–213 Ford Motor Company, 300, 418, 425, 451 Formal authority, 162 Four-way test, 58 Frederick Douglass Academy, 31, 36, 49, 56 Frederick W Smith—-FedEx, 318–319 French, J R P., 111 Friedman, Art, 102–103 Friedmans Appliance, 24–25, 102–103 Friendship, and power, 115 Frito-Lay, 151 Functional conflict, 210 Functional team, 293–294 Future vision, 336, 339 G Gandhi, Mohandas, 5, 126, 332–333, 338–339, 342, 345, 350, 357, 359, 361 Garcia, J E., 158 Gates, Bill, 62–63 Gates, Melinda, 62–63 Gender issues, 403 General Electric (GE), 3, 7–8, 14, 279, 339, 395, 427, 476 General Mills, 395 General Motors (GM), 374, 385, 451 Gherty, Jack, 132 Giving praise model, 97–98 Glass ceiling, 399–400 Glaxo-SmithKline, 163 Global business, and cultural differences, 153–154 framework of value dimensions, 391 high to low power-distance cultures, 392 high to low uncertainty avoidance cultures, 392 individualistic to collectivistic cultures, 391–392 leadership implications, 392–393 long-term to short-term oriented cultures, 392 masculinity–femininity, 392 Global contingency leadership, 153–154 Global Crossing, 266–267 Global Leadership and Organizational Behavior Effectiveness (GLOBE), 391 Global virtual teams, 296 Globalization, 395–396 creating culture that supports diversity, 400–403 corporate philosophy, 402 diversity as criterion for measuring success, 402–403 organizational communications on diversity, 402 pro-diversity human resource practices, 402 top leadership support and commitment, 401–402 diversity awareness training and leadership education, 403–405 diversity training, 403–404 education, 404–405 Index obstacles to achieving diversity, 398–400 ethnocentrism, 399 glass ceiling, 399–400 policies and practices, 399 stereotypes and prejudice, 398–399 unfriendly work environment, 400 reasons for embracing diversity, 396–398 Goal-setting theory, 90–92 Goals charismatic leaders and, 338–340 corporate-level, 426 networking, 128–129 setting and achieving, 129 shared (goal congruence), 125 team cohesiveness and, 288 Goizueta, Jose, 178–179 Golden rule, 58 Goldman, Matt, 40 Goodrich, B F., 96 Google, 417 Gore, Bill and Vieve, 271 Graham, Rev Billy, 332–333 Grasso, Dick, 124 Greed, 36 Grid Theory, 75–76 Group-centered team approach, 319 Group level of analysis, 14 Group process, 14, 285 Groups and coercive power, 113 Groupthink, 283–284, 314 Grove, Andy, 476 H Harman, Willis, 483 Harpo Productions, Inc., 329, 352 Hayek, Salma, 369 Heerman, Barry, 483 Heroic characteristics, 336 Herzberg, Frederick, 82, 84 Hewlett-Packard, 40, 209, 289 Hierarchy of needs theory, 81–82 High energy, 38, 41, 343 High-high leader, 77–78 High power-distance culture, 392 High structure and high consideration style, 77 High structure and low consideration style, 74 High uncertainty avoidance, 392 Hispanics, in U.S., 401–402, 404 Hitler, Adolf, 342, 345 Hofstede, Geert, 391–392, 408 Holtz, Lou, 47, 49, 91, 198 Honesty, 39, 138–139 Honoring beliefs of others, 484–485 House, Robert, 161, 163, 165 Human error disasters, 452 Human relations skills, 36, 111 Human resources crisis management and, 456 diversity and, 402 Hygiene needs, 82 I IBM Corp., 24, 85, 209, 222–223 Immelt, Jeffery (Jeff), 3–4, 7–8, 12 Impoverished leader, 76 Impressions management, 249 Incentives, 422 Inclusionary practices, 398 Individual development, 483 Individual level of analysis, 13–14 Individualism, 391–392 Influencing process, ethics and, 140 negotiation, 133–138 networking, 130–133 organizational politics, 120–126 power, 111–126 Information gathering, 11 Information power, 116–117 Informational interview, 131 Informational leadership role, 11 Ingratiation influencing tactics, 112, 115, 249 In-groups, 241–243, 246, 269–270 Initiating conflict resolution, 215–217 Initiating structure style, 73–74 Initiative, 258–259 Inner spirit, 359 Innovation, 470 Inspirational appeals influencing tactic, 115, 119 Instrumentality, 89 Insular thinking, 374 Integrated Project Systems, 481 Integrative leadership theories, 17, 22 Integrity, 39, 55, 240, 257, 342 Intel, 476 Intelligence, 39–40 Intermittent reinforcement, 94–95 Internal conflict, 343 Internal locus of control, 262, 307 Internalizers, 38–39 International Center for Spirit at Work, 481 International joint venture studies, 393 International Spirit at Work Award, 484–485 Interpersonal leadership roles, 10 Intrinsic motivators, 82–84 Intuition, 419, 467 Izen, Ronald, 189 J Jago, Arthur, 165, 170 Japanese productivity, 153–154, 460 Jermier, John, 173 JetBlue Airways, 80, 285 Jiffy Lube, 189 Job-centered leadership style, 72–73, 78, 155 Job enrichment, 85, 174 Job instructional training, 204 Job interviews one-minute self-sell, 129–130 tie your accomplishments to, 129 Job satisfaction, 115, 164, 210 Jobs, Steve, 24–25 Johnson, Spencer, 97 Jones, Reverend Jim, 345 Jung, Andrea, 369, 372, 386, 390 K Kay, Mary, 202 Kelleher, Herb, 80, 343 Kelley, R E., 255 Kennedy, John F., 345, 350, 424 Kentucky Fried Chicken (KFC), 113 Kern, Bill, 481 Kerr, Steven, 96, 173 Key power players, 135 King, Martin Luther Jr., 332–333, 338, 342–343, 350, 359, 361 Kmart, 374 Knight, Philip H., 446 Komatsu, 424 Koresh, David, 345 L LaBranch, Michael, 124 Lafley, A G., 476–477 Land O’Lakes, 132 Lakewood Church, 239 Latham, Gary, 99 Lawrence Weinbach—-from Unisys Corporation to Yankee Hill Capital Management, 222–223 Leader Behavior Description Questionnaire, 74–75 519 520 Index Leader-centered team approach, 298–299 Leader/follower relations dual leader/follower role, 257 dyadic theory, 239–240 followership, 254–268 gender differences, 266 leader–member exchange theory, 240, 247–254 life-cycle model, 249 personality differences, 266 social skills and, 287 Leader–member exchange (LMX) theory, 243–245, 247–254 bias in, 254 factors determining quality of, 250–251 influence of, on follower behavior, 247–248 limitation of, 252–254 strategies for positive relations, 249–250 team building, 244–245 Leader–member relations, 156 Leader Motive Profile Theory, 44–46 Leader role, 10 Leaders appropriate counseling/coaching of, 259 as culture creators, 370–371 development of leadership ability, ethical and moral conduct of, 388 vs followers, 6–7 influencing process and, multicultural, 394–395 role in creating a learning organization, 463–465 as role models, 342–343 self-sacrificing, 357 special appearances by, 380 Leadership See also Leadership styles; Leadership theory; Values-based leadership attitudes, 47–52 behavior, 70 decision-making model, 298–300 defined, 5–8, 46–47 development, 426 distrust of, 439–440 diversity education and, 403 failure of, 36, 50–51 Grid Theory, 75–76 importance of, 4–5 in culture creation and sustainability, role of, 378–379 aligning reward/incentive system with culture, 382 celebrating achievements, 380 creating a strategy–culture fit, 381–382 developing a written values statement, 382 face-to-face interactions with rank-and-file, 380 leaders serving as role models, 380 matching HR practices, 380–381 matching operating policies and practices, 381 matching organizational structure, 380 matching work environment design, 382 key elements of, 46 managerial roles, 9–12 at McDonald’s, 179 at P.F Chang’s, 26 skill development, 21 Leadership continuum model, 159 Leadership gender, 153 Leadership Grid®, 77–78 Leadership model, defined, 152 Leadership styles consideration, 73–75 employee-centered, 73–75 initiating structure, 74 job-centered, 72–73 Ohio State University model, 75 relationship-oriented, 154, 156–157 task-oriented, 155, 174, 429 University of Iowa research, 70–71 University of Michigan, 71–72 Leadership theory, 15–20 application of, 20 classifications, 15–18 levels of analysis of, 13–15 from management to leadership paradigm, 17–18 paradigms, 15–18 Learning anxiety, 433, 438 Learning organization, 450–468 defined, 452 role of leaders in creating, 469 vs traditional organization, 466–467 Least preferred coworker scales, 155 Lee, Vernita, 338 Legacy, 331–332 Legitimate power, 111–114 Legitimization influencing tactic, 111 Lewin, Kurt, 70 Liaison leadership role, 10 Likert, Rensis, 72, 75, 82 Listening skills, 193–194, 196 Livingston, J Sterling, 49 LMX-7 scale, 252–253 Locke, Edwin, 99 Lockheed Martin, 410–412 Locus of control, 38, 42, 55, 162, 261–262, 331 Lombardi, Vince, 9, 21, 115 Long-term orientation, 392 Low-and high-performance cultures, 373 Low power-distance culture, 392 Low structure and high consideration style, 74 Low structure and low consideration style, 74 Low uncertainty avoidance, 392 Loyalty, 254 organizational politics and, 123 power and, 115 Lutz, Robert, 385 M Maintenance needs, 82, 85 Malcolm Baldrige National Quality Award, 318 Malcolm X, 350 Managerial Grid®, 75 Managers/management common reward follies, 96 developing working relationship with, 125–126 functions of, managerial roles, 10–14 Managing in Turbulent Times at Second City Theater, 478 Mandela, Nelson, 349, 350–351, 359 Manipulation, 440 Manson, Charles, 345 March of Dimes, 425 Mark Parker: A Seasoned Veteran Takes the Helm at Nike, 445–447 Market America, 69, 77 acquired needs theory and, 85–86 equity theory and, 87 expectancy theory and, 89 goal-setting theory, 90 hierarchy of needs and, 81–82 positive reinforcement and, 93 two-factor theory and, 84 Marriott Corporation, 47 Marriott, W Jr., 47 Martinez, Angel, 481 Mary Kay Cosmetics, 380, 429 Masculinity, 392 Maslow, Abraham, 81–82, 86 McCanse, Anne Adams, 75–76 McClelland, David, 42–44, 85–86 McGregor, Douglas, 49–50, 82 McNerney, James Jr., 384 Media portrayal of sex and violence, 57–58 Index Mediating conflict resolution, 217–218 Mediators, 217 Meeting(s), 300–305 agenda, 301–303 conducting, 302–303 date/time/place, 302 leadership style, 302 objectives, 301, 303 participants and assignments, 301, 333 parts of effective, 303 technology and, 302 Mentality of detachment, 454 Mentors/mentoring, 132, 209 Merck, 163, 425 Mergers and acquisitions, 381–382, 427–428, 434 Merrill Lynch, 418 Michigan Bell, 96 Microsoft, 62–63, 91, 427, 467 Middle-of-the-road leader, 76 Minority groups, 394 Mintzberg, Henry, 9, 16 Mission conceptualization, 420 Mission statement, 422, 424–426, 443 crisis management and, 453–454 strategy formation and, 427–428 Mistakes, learning from, 472 Mitchell, T R., 163 Money, as motivator, 85 Monitor role, 11 Monroe, Lorraine, 31, 36, 41, 46, 50, 56 Monster.com, 40 Moral conviction, 341–342 Moral development, 55–56 Moral justification, for immoral behavior, 56–57 Moral leadership, 419–420 Mother Teresa, 332, 359 Motivation, 84–86 content motivation theories, 80–93 feedback and, 197–200 money as, 85 process, 79–80 process motivation theories, 87–92 reinforcement theory, 92–97 theory classification, 80 tying theories within process, 99–100 at Washburn Guitars, 104 Motivators (two-factor theory), 82, 85 Motive profile, 42–44 Motive profile with socialized power, 45 Motorola, 425, 428 Mouton, Jane, 77–78 Mulcahy, Anne, 364–365 Multiculturalism, 404 Multifunctional teams, 294 Multiple intelligence, 40 Murphy, Robert, 124 Murray, Henry, 85–86 N Name(s) recognition, 126 remembering, 26–27, 131 Narcissism, 345 National Child Protection Act, 332 National culture identities–Hofstede’s value dimensions high to low power-distance cultures, 392 high to low uncertainty avoidance cultures, 392 individualistic to collectivistic cultures, 391–392 long-term to short-term oriented cultures, 392 masculinity–femininity, 392 Natural disasters, 452 NEADS Team: People and Dogs, 320 Needs (Achievement Motivation Theory), 42 Needs, balancing professional/personal, 87–88 Neeleman, David, 80 Negative attitude, 47, 50–51, 60 Negative reinforcement, 93 Negotiating conflict style, 213–214 Negotiation, 137–143 agreement, 139 cultural differences, 139 honesty/integrity and, 138–139 no agreement, 139 plan, 135–136 postponement of, 134–135 process, 135–137 rapport and, 137 skill development, 134–135 steps, 135–137 tradeoffs, 133 win for each party, 134, 136 Negotiator role, 12, 41 Neo-charismatic theory, 17 Nestlé, 395 Network(ing), 10, 117, 120, 122, 125, 127–133 developing your network, 130–131 goals, setting, 11, 29 interviews, conducting, 131–132 maintaining, 132–133 one-minute self-sell, 130 online, 130 521 Neutralizers, 173 Nike, Inc., 395, 425, 427, 445–447 Nonverbal communication, 115, 193–194, 303 Nooyi, Indra K., 151 Nordstrom, 380–381 Normative leadership theory and models, 165–166, 177 computerized normative model, 170 determining appropriate style, 170–173 development-driven model, 169–170 leadership participation styles, 166 research, 170 time-driven model, 211, 214 Norms, 286–287 Nurse performance, 174 O Obesity, 347 Objectives, 49, 90–92 communication, 189 criteria for, 90–92 of delegation, 264 financial, 426 group support for, 169 for negotiation process, 135–137 SMART, 426 strategy formation and, 429 writing, 90 Obstacles to achieving diversity, 398 ethnocentrism, 399 glass ceiling, 399–400 policies and practices, 399 stereotypes and prejudice, 398–399 unfriendly work environment, 430 Ohio State University leadership model, 72–78, 102 Oil Spill Response Preparedness Plan, 452 Okuda, Hiroshi, 114 Ombudsperson, 389 O’Neal, Stanley, One-Minute Manager, The (Blanchard and Johnson), 97 One-minute self-sell, 129–130 Online networking, 130 Openness to experience, 30–36, 38, 362 Openness to new ideas/viewpoints, 333 “Oprah Bill,” 332 Oprah Winfrey Show See Winfrey, Oprah Optimism, 38, 342 Oral communication, 191–192 Organic organization, 461, 481 Organizational citizenship, 79–80 522 Index Organizational culture, 124–125, 370–383 See also Values-based leadership characteristics of high-performance, 375–377 characteristics of low-performance, 373–375 cultural value types, 382–386 culture defined, 370 culture reinforcement tools, 376 diversity and, 400–401 external adaptation, 372 insular thinking, 374 internal unity, 371–372 organizational structure and, 380 politicized internal environment, 374–375 power of culture, 371–372 resistance to change, 374 strong culture, 375, 377 unhealthy promotion practices, 375 weak culture, 373 weak vs strong, 373 Organizational knowledge, 464 Organizational level of analysis, 14 Organizational objectives, 7–8 Organizational politics, 10, 120–126 coalitions, 122–123 connection power and, 117 culture and power players, 124–125 ethics and, 140–141 gaining recognition, 123 guidelines for developing skills in, 112 as medium of exchange, 122 nature of, 121 networking, 122, 127 politics defined, 121 reciprocity, 122 working well with others, 125–126 Organizational process, 14 Original Penguin Spreads Its Wings, 447 Osteen, Joel, 239 Ouchi, William, 153–154 Out-groups, 242–243, 246–247 Overtime work, 85 Owen, Harrison, 483 P Page, Larry, 417 Paraphrasing, 196–197, 199 Parker, Mark, 445–447 Parr, Rick, 178–179 Participative communication style, 230 Participative leadership styles, 75, 153 Participative management, 111 Passive-aggressive behavior, 212 Passive follower, 256 Passive job hunt, 130 Path clarification, 161 Path-goal leadership theory/model, 161–165 leadership styles, 163–164 research, 164–165 situational factors, 162–163 Pay-for-performance compensation, 402 People, People-oriented cultures, 374–375 People-oriented functions, 78 Pepsi-Cola, 385, 395 PepsiCo, 151 Perceived organizational support, 248 Perez, William, 445–446 Performance evaluations, 113 Performance formula, 207–208 Personal appeals influencing tactic, 115 Personal interests, 333 Personal meaning, 330–363 Personal power, 110 Personality traits, 31–36 benefits of classifying, 34 Big Five Model of Personality, 33 of effective leaders, 35–41 and ethical behavior, 52–54 personality dimensions, 33 personality profiles, 32, 35 profile of effective leaders, 37 Personalized charismatic leader, 345–346 Personalized power, 45, 119, 140 Pessimism, 49, 51 P.F Chang’s Serves Its Workers Well, 64 Physical traits, 16 Physiological needs, 81, 83, 86 Policies and practices, 399 Politics See Organizational politics Position power, 110, 154 Positive affirmations, 65 Positive attitude, 47, 50–51 Positive LMX relations, three-stage process for developing, 249–250 Positive reinforcement, 93–94 Postconventional level of moral development, 56–57 Power, 108–121 acquiring and losing, 119–120 coercive power, 114, 120 connection power, 117 defined, 110 increasing, 111–112 information power, 116–117 legitimate, 111–114 need for (n Pow), 42–43 personal power, 110 position power, 110 referent power, 115 relational power base, 343 reward power, 113 sources and types of, 111 Power players, 124–126 Pragmatic follower, 256 Praise, 97–98 Preconventional level of moral development, 55 Precrisis planning, 454–455 Prejudice, 398, 402 Prescriptive models, 21, 173 Press release/press kit, 461 Pressure influencing tactic, 113 Principle, 257 Priorities, shared, 125 Problem-solving skills, 307 style, 213 Process motivation theories, 87–99 equity theory, 87–88 expectancy theory, 88–89 goal-setting theory, 90–98 Procter & Gamble (P&G), 476–477 Product failures, 452 Production-oriented functions, 78 Productivity, 49, 75, 419 Professional associations, 116 Promotion practices, 375 Psychological contract, 210 Psychological traits, 16 Publicity, 117 Punishment, 94 Purpose in life (PIL), 330–331 Pygmalion effect, 49, 60, 70, 97, 254 Q Questioning, 283, 340 R Railroad industry, 425 Ranch Golf Club (Southwick, Mass), 189 Rapport, 131, 137, 191 Ratio schedule, 95 Rational analysis, 423 Rational persuasion influencing tactic, 111, 116 Raven, B H., 111 Reciprocity, 122–123 Recognition, 123, 202 Index Reeve, Christopher, 51 Referent power, 115, 120 Refreezing change phase, 437–438 Reinforcement theory, 92–99 actions based on reinforcement, 98 components of, 93 consequences of behavior, 93 giving praise, 97–98 motivating with reinforcement, 96–97 schedules of reinforcement, 94–95 types of reinforcement, 93–94 Relational power base, 343 Relationship management, 40 Relationship-oriented leadership style, 154, 156–157 Relationships, negotiation and, 133–134 Religious diversity, 388 Resistance to change, reasons distrust of leadership, 439–440 fear of being manipulated, 440 lack of confidence that change will succeed, 439 lack of conviction that change is necessary, 439 threat to one’s self-interest, 439 threat to personal values, 440 uncertainty, 439 Resource allocation, 456 Resource allocator role, 12 Respect, 484–485 Results-oriented culture, 377 Resumes, 128–131 Rewards, 426 assumption, 358 expectancy theory and, 88–89 management reward follies, 96 power, 113 Rick Parr—-Archer Daniels Midland (ADM) Company, 178–179 Ridinger, J R., 69 Risk assessment, 456–458 high risk orientation, 343 without fear of failure, 59 Robert Stevens Continues Lockheed Martin’s Diversity Initiatives, 410–412 Robert’s Rules of Order, 302 Rockport Shoes, 481 Rodale Press, 481 Role episodes, 251 Role model(s), 51, 329, 379, 420 Role playing, 404 Ron Johnson—-Department of Accounting, 143–144 Rotary International, 58 Rowley, Colleen, 59 Rudenstine, Neil, 265 Rumi, 482 S Safety needs, 81, 83 Salomon Brothers, 59 SAP, 432 Sarbanes-Oxley Act of 2002, 54 Schein, Edgar, 433 Schmidt, Warren, 159–160, 193 School Leadership Academy, 31 Self-actualization needs, 82–83 Self-assessment, 128–129 Self-awareness, 40, 404, 484 Self-belief, 331 Self-concept, 50–52, 56 Self-confidence, 38, 40, 336, 338 Self-efficacy, 50 Self-fulfilling prophecy, 97 Self-image, 50 Self-interest, threat to, 439 Selflessness, 332 Self-managed team champion, 310 Self-managed teams (SMTs), 305–314, 357–358 accountability of, 307 benefits of, 308–309 changing role of leadership in, 312–313 creating successful program of, 309 effectiveness of, 306–307, 309–311 facilitator of, 313 implementation challenges, 311 member characteristics, 306–307 nature of, 306 organizational support of, 314 and traditional compared, 305–306 Self-management, 40 Self-promotion, 249, 344 Self-sacrifice, 287 Senge, Peter, 464 Sensitivity to others, 41, 45, 65 September 11 attacks, 59 Servant leadership See Stewardship and servant leadership Service, over self-interest, 357 Sex discrimination, 405–406 Sexual harassment, 398 Sexual orientation diversity, 394–395 Short-term orientation, 392 Situation analysis, 423 Situational communications model, 229–233 Situational favorableness, 156 523 Situational leadership models, 78 Situational leadership theory, 154 Skilling, Jeffrey K., 374 Skinner, B F., 92 SMART goals, 91 objectives, 426 Smith, Frederick W., 318–319 Sociability, 34 Social awareness, 40 Social exchange theory, 119–120 Social loafing, 283 Social needs, 81, 83 Social reinforcers (praise), 97 Social responsibility, 96 Social skills, 249, 287, 289 Socialized charismatic leader, 346 Socialized power, 45–46, 58 Sociotechnical systems theory, 305–306 Southwest Airlines, 80, 343, 380–381 Specific feedback, 203–204 Spirit at Work Web site, 485 Spirituality defining, 481 guidelines, 484 in the workplace, 481 individual, 483 integrating spiritual practice, 481 leadership and team development, 483 levels of development, 483–484 redefining role of business, 483–484 systemic approaches, 483 total system development, 483 Spokesperson role, 11 Sponsor program (W L Gore & Associates), 272 Stability, 35–37 Stakeholder approach to ethics, 58–59 Stamina, 38 Standards, 54, 91 Starbucks Corporation, 383, 389 Status quo, 335–336 Stereotypes, 398–399 Steve Jobs—-Apple, 24–25 Stevens, Robert, 410–412 Stewardship and servant leadership, 356–357 nature of, 357 roots of, 332 servant leadership defined, 356 servant leadership framework, 358–359 stewardship defined, 356 stewardship framework, 357–358 524 Index Stogdill, Ralph, 73–74 Strategic leadership, 418–431 corporate-level goals, 426 defined, 418 environment analysis, 422–423 framework, 421 mission statement, 425 strategic management defined, 418–419 strategic vision, 424–425 strategy evaluation, 471–473 strategy formulation, 427–429 strategy implementation, 429–430 Strategy, defined, 427 Strategy-culture gap, 381 Stress delegation and, 264–265 tolerance for, 38 Stretch goals, 90, 426 Subordinate situational characteristics, 162 Substitutes theory, 173–174 Succession planning, 452 Supermarket chains, 39 Support for self-worth, 240–141 Supportive style, 164–165 Surgency personality dimension, 34, 60 Survival anxiety, 416–490 SWOT analysis, 423, 446–458 Synergy, 451 System failures, 451 Systems theory, 304–305 Systems thinking, 470 T Tannenbaum, Robert, 159–160, 166 Task-oriented leadership style, 155, 174, 429 Task structure, 156, 162 Taylor, Frederick, 293 Taylor, Jeff, 40 Team cohesion, 288 Team leader, 76 Team learning, 285 Team potency, 348–349 Teams See also Self-managed teams (SMTs) advantages of teamwork, 282–283 cohesiveness/interdependence of, 288 competence, 166 composition of, 288–289 creativity and, 291 crisis management, 453–454 decision making in, 298–300 defined, 280 disadvantages of teamwork, 283–284 diversity and, 296 groups vs., 281 leader- vs group-centered, 319 leadership of, 278–305 normative leadership model, 300 organizational support/use of, 290–292 problem members, 303–305 self-managed, 296–308 size of, 289 structure of, 293 team defined, 280 team effectiveness, 285–286 team norms, 286 teamwork defined, 280 types of, 293–295 Technology, 159, 293 Telephone conferences, 302 Television, 344 Thank-you follow-ups, 132 Theory X and Theory Y, 52 Theory Z, 154 360-degree multirater feedback, 200 3M, 96, 376, 380, 385, 425, 427, 467 Timbuk2: Former CEO Sets a Course, 366 Time Warner, 127 Timing, 216 Top-down directive approach, 263 Total quality management (TQM), 306 Touching, 98 Toyota, 91, 114, 154 Training, diversity, 397–398 Trait theories of leadership, 32 Trait theory paradigm, 16 Transactional leadership, 352–354 Transformational leadership, 328–360 behaviors and attributes, 350–352 change and, 352–355 and charismatic leadership compared, 337–340 defined, 347–348 vs transactional leadership, 352–354 transformation process, 354–355 Trauma, 456 Trist, Eric, 305 Trust, 39, 126 ability to inspire, 342–343 earning and keeping, 359 Trustworthiness, 39 Tupperware, 113 Tutu, Desmond, 332 “Twelve Non-Negotiable Rules,” 31 Two-factor theory, 82–85, 100 U Uncertainty, 439 Unconventionalism, 336, 361 Understanding, checking, 190–191 Unfreezing change phase, 436–437 Unions, 110, 393 Unisys Corporation, 222–223 United Parcel Service (UPS), 318 Universal theories, 17 University of Iowa leadership styles, 70–71 University of Michigan Leadership Model, 72–73, 75, 78, 102, 155, 160 Upgrading, 432 U.S Army mission statement, 425 V Values, 333 cultural value types, 382–384 differences, in global cultures, 395–396 shared, of organizational culture, 124–125 statement, 379, 382 threat to personal, 439–440 value defined, 427 Values-based leadership, 165, 387 advocating ethical behavior, 388–390 cultural differences and, 391–392 values defined, 387 Variable interval schedule, 95 Variable ratio schedule, 95, 98 Vertical dyadic linkage (VDL) theory, 240–242 Video cases Communication at Navistar International, 224 Delegation at Boyne USA Resorts, 274 Diversity at PepsiCo, 412 Employee Networks at Whirlpool Corporation, 145 Leadership at McDonald’s, 179 Leadership at P.F Chang’s, 26 Managing in Turbulent Times at Second City Theater, 478 Motivation at Washburn Guitars, 104 NEADS Team: People and Dogs, 320 Original Penguin Spreads Its Wings, 447 P.F Chang’s Serves Its Workers Well, 64 Timbuk2: Former CEO Sets a Course, 366 Videoconferences, 302 Virtual team, 296 Vision articulation of, 336 change and, 436–437 Index communication of, 437 conceptualization of, 420 for learning, 472 status quo/future vision discrepancy, 336 strategic vision, 424 Vision statement, 424–425 Volunteering, 51, 305 Vroom, Victor, 88, 165–168 W Wagoner, Rick, 451 Wal-Mart, 39, 381, 405–406 culture, Sam Walton’s conception, 370–371 Walton, Sam, 370, 381 Watkins, Sherron, 390 Weber, Max, 334, 360 Weinbach, Lawrence, 222–223 Welch, Jack, 85, 87, 90, 297, 339, 476 Whistle blower/whistle blowing, 52, 54, 56, 59, 389–390 Winfrey, Oprah, 329–330, 333, 340, 344, 346, 352 Winfrey, Vernon, 338 W L Gore & Associates, 271–273 Work environment minorities and, 400 as reflection of corporate values, 382 supportive of creativity, 291 Work group, 163 Work–life balance, 330 WorldCom, 4, 54 Writing objectives model, 90 Writing tips, 192 X Xerox Corporation, 364–365, 399 Y Yetton, Philip, 165, 170 Z Zenith, 425 Ziglar, Zig, 65 525 This page intentionally left blank Continued from inside front cover APPLICATIONS SKILL DEVELOPMENT VIDEO CASES ETHICAL DILEMMA SELF-ASSESSMENT EXERCISES Leadership at P.F Chang’s “P.F.” Chang’s Serves Its Workers Well Motivation at Washburn Guitars Employee Networks at Whirlpool Corporation Leadership at McDonald’s Communication at Navistar International Delegation at Boyne USA Resorts The NEADS Team: People and Dogs Timbuk2: Former CEO Sets a Course 10 Diversity at PepsiCo 11 Original Penguin Spreads Its Wings 12 Managing in Turbulent Times at Second City Theater (total of 24; average of per chapter) 1.1 Is Leadership Really Important? 1.2 Executive Compensation 2.1 Downsizing and Part-Time Workers 2.2 Sex and Violence 3.1 Academic Standards 3.2 Airlines 4.1 Following Orders 4.2 Dick Grasso, NYSE 5.1 Leadership Gender 5.2 Drug Research 6.1 Advertising 6.2 Academic Grades 7.1 LMX at Work 7.2 Delegating the Destruction of Documents 8.1 Team Players 8.2 Norms 9.1 Obesity and Charismatic Ads 9.2 Transforming Music and Movies 10.1 Buy American 10.2 Gender Discrimination 11.1 Strategic Leadership and Management 11.2 Change Through Upgrading 12.1 HP Corporate Spy Pretexting Scandal 12.2 Departmentalization (continued) 6.1 Listening Skills 6.2 Your Personality Traits and Communication, Feedback, Coaching, and Conflict Management Style 6.3 Determining Your Preferred Communication Style 7.1 Dyadic Relationship with Your Manager 7.2 In-Group and Out-Group 7.3 Your LMX Relationship with Your Manager 7.4 Effective Followership 7.5 Followership and Personality 8.1 Assessing Teamwork in Your Group 8.2 Assessing the Climate for Creativity 8.3 Personality Traits and Teams 9.1 Are You More of a Transactional or Transformational Leader? 9.2 Personality and Charismatic and Transformational Leadership 10.1 Personal Values 10.2 Personality, Culture, Values, and Diversity 11.1 Personality, Leadership, and Change 12.1 Learning Organizations 12.2 Personality and Crisis and the Learning Organization CASES: END OF CHAPTER Steve Jobs—Apple The Bill & Melinda Gates Foundation Art Friedman—Friedmans Appliance Ron Johnson—Department of Accounting Rick Parr—Archer Daniels Midland (ADM) Company Lawrence Weinbach—from Unisys Corporation to Yankee Hill Capital Management W L Gore & Associates Frederick W Smith—FedEx Anne Mulcahy and Ursula Burns: Xerox’s Dynamic Duo 10 Robert Stevens Continues Lockheed Martin’s Diversity Initiatives 11 Mark Parker: A Seasoned Veteran Takes the Helm at Nike 12 CEO A G Lafley’s Transformation of P&G BEHAVIOR MODEL VIDEOS 3.1 6.1 6.2 6.3 6.4 7.1 8.1 Giving Praise Situational Communications Coaching Initiating Conflict Resolution Mediating Conflict Resolution Delegating Deciding Which Leadership Decision-Making Style to Use ... Leadership Continuum Theory and Model 159 Path-Goal Leadership Theory and Model 161 Situational Factors 162 / Leadership Styles 163 / Research 164 Normative Leadership Theory and Models 165 Leadership. .. “Evidence-Based Management (EBM)” and “AACSB Learning Standards” have been added to the Leadership Theory subsection The Application of Leadership Theory and Leadership Skill Development subsections... Corporation 145 Skill- Development Exercise 1: Influencing Tactics 145 Skill- Development Exercise 2: Influencing, Power, and Politics 146 Skill- Development Exercise 3: Networking Skills 147 Skill- Development