The Art and Science of Leadership

by Nahavandi, Afsaneh

• ISBN13: 9780130458124
• ISBN10: 0130458120
• Edition: 3rd
• Format: Paperback
• Copyright: 2003-01-01
• Publisher: Pearson College Div

Summary

Offers a broad review and analysis of the field of leadership, complete with its many debates and controversies. For middle and upper level managers. Softcover.

Table of Contents

Preface	xi
PART I: BUILDING BLOCKS	1	(122)
Definition and Significance of Leadership	3	(29)
What Is an Effective Leader?	4	(3)
Who Is a Leader?	4	(1)
What Is Effectiveness	5	(2)
Culture and Leadership	7	(7)
Levels of Culture	8	(2)
Models of Culture	10	(4)
Obstacles to Effective Leadership	14	(1)
Leadership and Management	15	(1)
Roles and Functions of Leaders	16	(5)
Managerial Roles	16	(2)
Functions of the Leader: Creation and Maintenance of an Organizational Culture	18	(3)
Does Leadership Make a Difference?	21	(2)
Arguments Against the Impact of Leadership	21	(2)
Arguments for the Impact of Leadership	23	(1)
Reconciling the Differences	23	(1)
Summary and Conclusion	23	(2)
Leadership Challenge	25	(1)
Review and Discussion Questions	26	(1)
Searching the Web	26	(1)
What Is Leadership?	27	(1)
Images of Leadership	28	(1)
Narian Bridges	29	(2)
Leadership in Action: Alessi Embraces Failure	31	(1)
Leadership: Past, Present, and Future	32	(25)
A History of Modern Leadership Theory	33	(6)
The Trait Era: Late 1800s to Mid-1940s	33	(2)
Behavior Era: Mid-1940s to Early 1970s	35	(2)
The Contingency Era: Early 1960s to Present	37	(2)
The Present: Current Trends in Leadership Practice and Research	39	(9)
Leader Characteristics and Traits Revisited	39	(3)
Changes in Organizations and in Expectations of Leaders	42	(6)
Summary and Conclusion	48	(2)
Leadership Challenge	50	(1)
Review and Discussion Questions	51	(1)
Searching the Web	51	(1)
Old Wines and New Skins	52	(1)
The Toy Factory	53	(1)
Leadership and Gender	54	(1)
Leadership in Action: The Caring Dictator	55	(2)
Individual Differences and Traits	57	(39)
Elements of Individual Differences Characteristics	58	(3)
Multiple Perspectives and the Impact of the Situation	60	(1)
Individual Characteristics Set the Limits	61	(1)
Values	61	(4)
Value System and Culture	62	(3)
Abilities and Skills	65	(5)
Intelligence and Emotional Intelligence	65	(3)
Creativity	68	(1)
Skills	68	(2)
Relevant Personality Traits	70	(10)
The Big-Five Personality Dimensions	70	(2)
Other Individual Personality Traits	72	(8)
Using Individual Characteristics	80	(1)
Summary and Conclusion	81	(1)
Leadership Challenge	82	(1)
Review and Discussion Questions	83	(1)
Searching the Web	83	(1)
Your Ideal Organization	84	(1)
Value Systems	85	(1)
Emotional Intelligence	86	(2)
Locus of Control	88	(1)
Type A Behavior Pattern	89	(1)
Self-Monitoring	90	(1)
MBTI	91	(2)
Machiavellianism	93	(1)
Leadership in Action: Bonnie Reitz---Helping to Fly Continental	94	(2)
Power and Leadership	96	(27)
Power in Organizations: Definition and Consequences	97	(3)
Consequences of Using Power	97	(1)
Distribution of Power	98	(2)
Sources of Power	100	(7)
Sources of Power Related to Individuals	100	(4)
Sources of Power Related to Organizational Structure	104	(2)
Special Power Sources of Top Executives	106	(1)
The Dark Side of Power: Corruption	107	(5)
Causes	108	(1)
Consequences	109	(1)
Solutions	110	(2)
Empowerment: The Changing Face of Power	112	(3)
Steps to Empowerment	112	(3)
Impact of Empowerment	115	(1)
Summary and Conclusion	115	(2)
Leadership Challenge	117	(1)
Review and Discussion Questions	118	(1)
Searching the Web	118	(2)
Recognizing Blocks to Empowerment	120
Views of Power	119	(2)
Leadership in Action: The Most Powerful Woman in Banking	121	(2)
PART II: CONTINGENCY MODELS	123	(68)
Contingency Models: Using Resources Effectively	125	(35)
Fiedler's Contingency Model	126	(8)
Leader's Style	126	(2)
Situational Control	128	(1)
Predictions of the Contingency Model	129	(3)
Evaluation and Applications	132	(1)
Using the Contingency Model	133	(1)
The Normative Decision Model	134	(5)
Leader's Decision Styles	134	(2)
Contingency variables: Defining the Problem	136	(1)
The Normative Decision Model's Predictions	137	(1)
Evaluation and Application	138	(1)
Cognitive Resources Theory	139	(2)
Leader Characteristics and Contingency Factors	139	(1)
CRT's Predictions	139	(1)
Evaluation and Application	140	(1)
Contingency Models and Culture	141	(1)
Summary and Conclusion	142	(1)
Leadership Challenge	143	(1)
Review and Discussion Questions	144	(1)
Searching the Web	144	(1)
Changing the Leader's Sit Con	145	(2)
Using the Normative Decision Model	147	(5)
Creating an Atmosphere That Encourages Participation	152	(1)
Determining Your LPC	153	(1)
Assessing a Leadership Situation	154	(4)
Leadership in Action: The Cosmetic Queen and the Software King	158	(2)
Exchange and Relationship Development and Management	160	(31)
Path-Goal Theory	161	(5)
The Framework	161	(2)
Limitations and Applications	163	(1)
Attributional Models	163	(2)
Limitations and Applications	165	(1)
Leader-Member Exchange (LMX)	166	(5)
Limitations and Applications	169	(2)
Substitutes for Leadership	171	(3)
Limitations and Applications	173	(1)
Situational Leadership	174	(1)
Limitations and Applications	175	(1)
Summary and Conclusion	175	(3)
Leadership Challenge	178	(1)
Review and Discussion Questions	179	(1)
Searching the Web	179	(2)
Removing Obstacles	181	(1)
In-Group/Out-Group	182	(2)
Identifying Your In-Group and Out-Group	184	(2)
Leadership Substitutes	186	(2)
Leadership in Action: The Caring Navy Commander	188	(3)
PART III: CURRENT DEVELOPMENTS AND APPLICATIONS	191	(96)
Participative Management and Leading Teams	193	(29)
When Should Participation Be Used?	194	(6)
Criteria for Participation	196	(3)
The Role of Culture	199	(1)
The Issue of Delegation	200	(3)
Benefits of Delegation	200	(1)
Guidelines for Good Delegation	201	(1)
Why Do Leaders Fail to Delegate?	202	(1)
Evolution of Participative Management: Teams and Superleadership	203	(4)
Characteristics of Teams	203	(1)
Self-Managed Teams	204	(3)
Super- and Self-Leadership	207	(1)
Role of Leaders in a Team Environment	208	(2)
Summary and Conclusion	210	(1)
Leadership Challenge	211	(1)
Review and Discussion Questions	212	(1)
Searching the Web	212	(1)
To Delegate or Not to Delegate?	213	(2)
Strategies for Becoming a Superleader	215	(3)
Delegation Scale	218	(1)
Are You a Team Leader?	219	(1)
Leadership in Action: Dian Graves Owen	220	(2)
Change-Oriented Leadership	222	(29)
A Brief History of Charismatic and Transformational Leadership and Its Impact	223	(1)
Charismatic Leadership: A Relationship Between Leaders and Followers	224	(9)
Characteristics of Charismatic Leaders	224	(3)
Characteristics of Followers	227	(1)
The Charismatic Situation	228	(3)
The Dark Side of Charisma	231	(1)
Evaluation and Application	232	(1)
Transactional and Transformational Leadership	233	(5)
Transactional Leadership	234	(1)
Transformational Leadership	235	(2)
Evaluation and Application	237	(1)
Change-Oriented and Visionary Leadership in the Popular Press	238	(4)
Evaluation and Application	241	(1)
Summary and Conclusion	242	(1)
Leadership Challenge	243	(1)
Review and Discussion Questions	244	(1)
Searching the Web	244	(1)
Do You Know a Charismatic Leader?	245	(2)
Charismatic Speech	247	(1)
Building Credibility	248	(1)
Leadership in Action: Andrea Jung Orchestrates Avon's Makeover	249	(2)
The Upper-Echelon View: Strategic Leadership	251	(36)
Differences Between Micro and Upper-Echelon Strategic Leadership	252	(2)
The Domain and Impact of Strategic Leadership	254	(6)
Role of Strategic Leaders	255	(1)
Executive Discretion: Moderating Factors of the Rote of Leaders	256	(4)
Characteristics of Upper-Echelon Leaders	260	(8)
Demographic and Personality Traits	260	(2)
Strategic Leadership Types	262	(5)
Strategic Leadership: Culture and Gender	267	(1)
How Do Executives Affect Their Organization?	268	(3)
Direct Decisions	269	(1)
Allocation of Resources and Control aver the Reward System	270	(1)
Setting the Norms and Modeling	270	(1)
Strategic Leaders' Accountability	271	(2)
Summary and Conclusion	273	(2)
Leadership Challenge	275	(1)
Review and Discussion Questions	276	(1)
Searching the Web	276	(1)
Understanding Strategic Forces	277	(3)
Your Organization	280	(1)
Influence Processes	281	(2)
What Is Your Strategic Leadership Type?	283	(2)
Leadership in Action: Fernando Capellan Is Mixing a Social Agenda and Business Success	285	(2)
PART IV: LOOKING TOWARD THE FUTURE	287	(12)
Looking Toward the Future: What Will We Be When We Grow Up?	289	(10)
What We Know and What We Don't Know	290	(3)
What Do We Know?	290	(1)
What Don't We Know?	291	(2)
Changes in the Leadership Context and Its Consequences	293	(4)
Changing Context	293	(1)
Consequences	294	(3)
Looking to the Future	297	(2)
References	299	(22)
Author Index	321	(8)
Subject Index	329

Excerpts

Leading people effectively is a tremendous challenge, a great opportunity, and a serious responsibility. Today's organizations, more than ever, need effective leaders who understand the complexities of our ever-changing global environment; who have the intelligence, sensitivity, and ability to empathize with others; and who can motivate their followers to strive for excellence. We always have been interested in leadership. All civilizations throughout history have focused on their leaders, revering or reviling them. Leaders and followers have existed since humans first organized into groups to accomplish a task. Throughout history, the fate of millions has depended on the leadership qualities of kings and queens and on their battles for succession. Children all over the world learn early, through listening to fairy tales, that the happiness and misery of people depend on the goodness (or evilness) of leaders. We are truly fascinated by those who lead us. To some, leadership is a magical process. Indeed, when we read about historical figures or meet some of the leaders of our times, we can be transfixed by their seemingly magical exploits. They move armies, create new countries, and destroy whole civilizations through what often appears to be the sheer strength of their will. They affect our very existence on this planet. Although our leaders are the ones who dazzle us, we sometimes fail to consider that leaders alone can accomplish nothing. It is the strength of their followers that moves history. It is the hard work of employees that turns a profit in a faltering company It is the initiative of volunteers that achieves an institution's goals. We also must remember that many extraordinary leaders have found themselves shunned and rejected by the people who once admired them. President Charles de Gaulle's road to the leadership of France was long, tortuous, and fraught with failure: After coming to office as a hero after World War II, he was forced out of office twice. Winston Churchill was removed from office twice, too, and faced long periods in his life during which his leadership was neither valued nor wanted. Julius Caesar experienced many ups and downs in his battles with the Roman senate. More recently, Margaret Thatcher saw her fortunes come and go with the mood of the British public and the economic upheaval in Europe. Henry Cisneros, once mayor of San Antonio and secretary of housing and urban development under President Clinton, fell into disfavor with the electorate before he regained his popularity. Benazir Butho of Pakistan has moved. from national hero to national villain several times. Lee Iaccoca of Chrysler was not always the hero that some consider him to be today. George Watson Jr. was booted out of office after successfully leading IBM for many years. Jack Welch, recently retired from the leadership of General Electric and considered by many to be one of the most successful U.S. CEOs, was nicknamed Neutron Jack in his early days at GE for decimating the company workforce through layoffs. If the powers of these leaders are truly magical, why do they wax and wane? Why are they not effective all the time? This question, along with many others, will be addressed in this book. For our organizations to be effective and for our society to function successfully, we must be able to select the right leaders and help them succeed. This book presents a broad review and analysis of the field of leadership with application to business and other organizations because the processes of leading others to achieve organizational goals are applicable in any institutional setting. Our current research has done much to demystify leadership and teach it to the rest of us mortals. Although we still come across some leaders whose performance and behavior escape the bounds of scientific explanation, by and large we know a good deal about leadership and how to train people to be leaders. The cornerstone of our new knowl