Leadership (with InfoTrac)

by Lussier, Robert N.; Achua, Christopher F.

• ISBN13: 9780324316971
• ISBN10: 0324316976
• Edition: 3rd
• Format: Paperback
• Copyright: 2006-02-01
• Publisher: Cengage Learning

Summary

Learn tomorrow's leadership strategies today. LEADERSHIP combines traditional theories with cutting-edge developments to bring you the leadership textbook you have to own if you want to succeed in tomorrow's workforce. Plus, this edition comes with hands-on skill building exercises so you can learn by doing. And with countless study aids built right into the textbook, you'll have all you need to ace the test as well.

Table of Contents

PART 1 Individuals as Leaders
Who Is A Leader?	2	(26)
Leadership Is Everyone's Business	4	(6)
Why Leadership Is Important	4	(1)
Defining Leadership	5	(1)
Self-Assessment 1: Leadership Potential	6	(3)
Are Leaders Born or Made?	9	(1)
Leadership Managerial Roles	10	(4)
Interpersonal Roles	10	(1)
Informational Roles	11	(1)
Decisional Roles	12	(2)
Levels of Analysis of Leadership Theory	14	(3)
Individual Level of Analysis	15	(1)
Group Level of Analysis	15	(1)
Organizational Level of Analysis	15	(1)
Interrelationships among the Levels of Analysis	16	(1)
Leadership Theory Paradigms	17	(2)
The Trait Theory Paradigm	17	(1)
The Behavioral Leadership Theory Paradigm	18	(1)
The Contingency Leadership Theory Paradigm	18	(1)
The Integrative Leadership Theory Paradigm	19	(1)
From the Management to the Leadership Theory Paradigm	19	(1)
Objectives of the Book	19	(3)
Leadership Theory	20	(1)
Application of Leadership Theory	21	(1)
Leadership Skill Development	21	(1)
Flexibility	22	(1)
Organization of the Book	22	(6)
Chapter Summary	23	(1)
Key Terms	23	(1)
Review and Discussion Questions	24	(1)
Case: Scott Livengood---Krispy Kreme	24	(1)
Video Case: CVS Corporation	25	(1)
Skill-Development Exercise 1: Getting to Know You by Name	25	(2)
Self-Assessment 2: Names	27	(1)
Skill-Development Exercise 2: Identifying Leadership Traits and Behaviors	27	(1)
Leadership Traits And Ethics	28	(44)
Personality Traits and Leadership	30	(6)
Self-Assessment 1: Personality Profile	30	(1)
Personality and Traits	31	(1)
The Big Five Model of Personality	32	(2)
Personality Profiles	34	(1)
Derailed Leadership Traits	35	(1)
Traits of Effective Leaders	36	(6)
Dominance	36	(1)
High Energy	36	(1)
Self-Confidence	37	(1)
Locus of Control	37	(1)
Stability	37	(1)
Integrity	38	(1)
Intelligence	39	(1)
Flexibility	40	(1)
Sensitivity to Others	40	(2)
The Personality Profile of Effective Leaders	42	(5)
Achievement Motivation Theory	42	(1)
Leader Motive Profile Theory	43	(1)
Self-Assessment 2: Motive Profile	44	(1)
Self-Assessment 3: Motive Profile with Socialized Power	45	(2)
Leadership Attitudes	47	(6)
Self-Assessment 4: Leadership Interest	47	(2)
Theory X and Theory Y	49	(1)
Self-Assessment 5: Theory X and Theory Y Attitudes	49	(1)
The Pygmalion Effect	50	(1)
Self-Concept	51	(2)
How Attitudes Develop Leadership Styles	53	(1)
Ethical Leadership	53	(19)
Self-Assessment 6: How Ethical Is Your Behavior	54	(2)
Does Ethical Behavior Pay?	56	(1)
How Personality Traits and Attitudes, Moral Development, and the Situation Affect Ethical Behavior	56	(3)
How People Justify Unethical Behavior	59	(1)
Simple Guides to Ethical Behavior	60	(1)
Stakeholder Approach to Ethics	61	(1)
Being an Ethical Leader	61	(2)
Chapter Summary	63	(2)
Key Terms	65	(1)
Review and Discussion Questions	65	(1)
Case: Bill Gates---Microsoft	65	(2)
Video Case: The Timberland Company	67	(1)
Skill-Development Exercise 1: Improving Attitudes and Personality Traits	67	(2)
Skill-Development Exercise 2: Personality Perceptions	69	(1)
Skill-Development Exercise 3: Ethics and Whistle-Blowing	70	(2)
Leadership Behavior And Motivation	72	(42)
Leadership Behavior and Styles	74	(2)
Leadership Behavior	74	(1)
Leadership Styles and the University of Iowa Research	75	(1)
University of Michigan and Ohio State University Studies	76	(4)
University of Michigan: Job-Centered and Employee-Centered Behavior	76	(1)
Self-Assessment 1: Your Leadership Style	77	(1)
Ohio State University: Initiating Structure and Consideration Behavior	78	(2)
Differences between Leadership Models---and Their Contributions	80	(1)
The Leadership Grid	80	(4)
Leadership Grid Theory	80	(2)
Leadership Grid and High-High Leader Research and Contributions	82	(1)
Self-Assessment 2: Your Personality Traits and Leadership Styles	83	(1)
Leadership and Major Motivation Theories	84	(1)
Motivation and Leadership	84	(1)
The Motivation Process	84	(1)
An Overview of Three Major Classifications of Motivation Theories	85	(1)
Content Motivation Theories	85	(8)
Hierarchy of Needs Theory	86	(2)
Two-Factor Theory	88	(1)
Self-Assessment 3: Job Motivators and Maintenance Factors	89	(2)
Acquired Needs Theory	91	(1)
The Need to Balance Professional and Personal Needs	92	(1)
Process Motivation Theories	93	(6)
Equity Theory	93	(1)
Expectancy Theory	94	(2)
Goal-Setting Theory	96	(3)
Reinforcement Theory	99	(7)
Types of Reinforcement	100	(1)
Schedules of Reinforcement	101	(1)
You Get What You Reinforce	102	(1)
Motivating with Reinforcement	103	(1)
Giving Praise	104	(2)
Putting the Motivation Theories Together within the Motivation Process	106	(8)
Chapter Summary	107	(2)
Key Terms	109	(1)
Review and Discussion Questions	109	(1)
Case: Art Friedman---Friedmans Microwave Ovens	109	(1)
Video Case: Buffalo Zoo	110	(1)
Skill-Development Exercise 1: Writing Objectives	111	(1)
Behavior Model Skills Training 1	112	(1)
Behavior Model Video 1	112	(1)
Skill-Development Exercise 2: Giving Praise	112	(2)
Influencing: Power, Politics, Networking, And Negotiation	114	(44)
Power	116	(12)
Sources of Power	116	(1)
Types of Power and Influencing Tactics, and Ways to Increase Your Power	117	(11)
Self-Assessment 1: Influencing Tactics, Power, and Personality Traits	128	(1)
Acquiring and Losing Power	128	(1)
Organizational Politics	128	(7)
The Nature of Organizational Politics	129	(1)
Political Behavior	129	(1)
Self-Assessment 2: Use of Political Behavior	130	(2)
Guidelines for Developing Political Skills	132	(3)
Networking	135	(7)
Self-Assessment 3: Networking	136	(1)
Perform a Self-Assessment and Set Goals	137	(1)
Create Your One-Minute Self-Sell	138	(1)
Develop Your Network	139	(1)
Conduct Networking Interviews	139	(2)
Maintain Your Network	141	(1)
Negotiation	142	(7)
Self-Assessment 4: Negotiating	142	(1)
Negotiating	143	(1)
The Negotiation Process	143	(6)
Ethics and Influencing	149	(9)
Chapter Summary	150	(1)
Key Terms	151	(1)
Review and Discussion Questions	151	(1)
Case: Carlton Petersburg---Department of Leadership	151	(2)
Video Case: Buffalo Zoo	153	(1)
Skill-Development Exercise 1: Influencing Tactics	153	(1)
Skill-Development Exercise 2: Influencing, Power, and Politics	154	(2)
Skill-Development Exercise 3: Networking Skills	156	(1)
Skill-Development Exercise 4: Car Dealer Negotiation	157	(1)
Contingency Leadership Theories	158	(38)
Contingency Leadership Theories and Models	160	(2)
Leadership Theories versus Leadership Models	160	(1)
Contingency Theory and Model Variables	160	(1)
Global Contingency Leadership	161	(1)
Contingency Leadership Theory and Model	162	(6)
Leadership Style and the LPC	163	(1)
Situational Favorableness	163	(1)
Self-Assessment 1: Your Fiedler LPC Leadership Style	164	(2)
Determining the Appropriate Leadership Style	166	(1)
Research	167	(1)
Leadership Continuum Theory and Model	168	(3)
Path-Goal Leadership Theory and Model	171	(4)
Situational Factors	172	(1)
Leadership Styles	172	(1)
Research	173	(2)
Normative Leadership Theory and Models	175	(6)
Leadership Participation Styles	175	(1)
Model Questions to Determine the Appropriate Leadership Style	176	(3)
Selecting the Time-Driven or Development-Driven Model for the Situation	179	(1)
Determining the Appropriate Leadership Style	180	(1)
Research	180	(1)
Putting the Behavioral and Contingency Leadership Theories Together	181	(2)
Prescriptive and Descriptive Models	183	(1)
Leadership Substitutes Theory	183	(13)
Substitutes and Neutralizes	184	(1)
Leadership Style	184	(1)
Changing the Situation	184	(1)
Research	185	(1)
Self-Assessment 2: Your Personality and Contingency Leadership Theories	185	(1)
Chapter Summary	186	(1)
Key Terms	187	(1)
Review and Discussion Questions	187	(1)
Case: Hank Thomson---Mocon	187	(2)
Video Case: The Vermont Teddy Bear Company	189	(1)
Self-Assessment 3: Determining Your Preferred Normative Leadership Style	189	(3)
Skill-Development Exercise 1: Identifying Normative Leadership Styles	192	(1)
Skill-Development Exercise 2: Using the Normative Leadership Models	193	(1)
Self-Assessment 4: Your Leadership Continuum and Path-goal Leadership Styles	194	(2)
PART 2 Team Leadership
Communication, Coaching, And Conflict Skills	196	(52)
Communication	198	(8)
Communication and Leadership	198	(1)
Sending Messages and Giving Instructions	198	(4)
Receiving Messages	202	(1)
Self-Assessment 1: Listening Skills	203	(3)
Feedback	206	(5)
The Importance of Feedback	206	(2)
Common Approaches to Getting Feedback on Messages---and Why They Don't Work	208	(1)
How to Get Feedback on Messages	209	(1)
360-Degree Multirater Feedback	210	(1)
Coaching	211	(9)
Coaching and Leadership	211	(1)
How to Give Coaching Feedback	211	(4)
What Is Criticism and Why Doesn't It Work?	215	(2)
The Coaching Model for Employees Who Are Performing Below Standard	217	(2)
Mentoring	219	(1)
Managing Conflict	220	(6)
The Psychological Contract	220	(1)
Conflict and Leadership	221	(1)
Conflict Management Styles	221	(5)
Collaborating Conflict Management Style Models	226	(22)
Initiating Conflict Resolution	227	(1)
Responding to Conflict Resolution	228	(1)
Mediating Conflict Resolution	228	(2)
Self-Assessment 2: Your Personality Traits and Communication, Feedback, Coaching, and Conflict Management Style	230	(1)
Chapter Summary	231	(1)
Key Terms	232	(1)
Review and Discussion Questions	232	(1)
Case: Lawrence Weinbach---Unisys Corporation	232	(2)
Video Case: Le Meridien Hotel	234	(1)
Skill-Development Exercise 1: Giving Instructions	234	(2)
Behavior Model Skills Training 1: Session 1	236	(1)
Self-Assessment 3: Determining Your Preferred Communication Style	236	(3)
The Situational Communications Model: The Interactive Process System	239	(3)
Behavior Model Video 1: Situational Communications	242	(1)
Skill-Development Exercise 2: Situational Communications	243	(1)
Behavior Model Skills Training 2: Session 2	243	(1)
The Coaching Model	243	(1)
Behavior Model Video 2: Coaching	244	(1)
Skill-Development Exercise 3: Coaching	244	(1)
Behavior Model Skills Training 3: Session 3	245	(1)
The Initiating Conflict Resolution Model 6--5	245	(1)
Behavior Model Video 3: Initiating Conflict Resolution	246	(1)
Skill-Development Exercise 4: Initiating Conflict Resolution	246	(1)
Behavior Model Video 4: Mediating Conflict Resolution	247	(1)
Leader/Follower Relations	248	(44)
Evolution of the Dyadic Theory	250	(7)
Vertical Dyadic Linkage (VDL) Theory	251	(1)
Self-Assessment 1: Dyadic Relationship with Your Manager	252	(2)
Leader-Member Exchange (LMX) Theory	254	(1)
Team Building	255	(1)
Systems and Networks	256	(1)
Leader-Member Exchange Theory	257	(8)
The Influence of LMX on Follower Behavior	258	(2)
Self-Assessment 2: In-Group and Out-Group	260	(1)
Strategies for Developing Positive Leader-Member Relations	260	(2)
Limitation of LMX Application	262	(1)
Self-Assessment 3: Your LMX Relationship with Your Manager	262	(1)
Factors that Determine LMX Quality	263	(2)
Bias in LMX: Employee Career Implications	265	(1)
Followership	265	(14)
The Effective Follower, and Follower Types	266	(3)
Self-Assessment 4: Effective Followership	269	(1)
Guidelines to Becoming an Effective Follower	269	(4)
Determinants of Follower Influence	273	(3)
Effective Leader Feedback	276	(2)
Dual Role of Being a Leader and a Follower	278	(1)
Delegation	279	(13)
Delegating	279	(1)
Delegation Decisions	280	(2)
Self-Assessment 5: Followership and Personality	282	(2)
Chapter Summary	284	(2)
Key Terms	286	(1)
Review and Discussion Questions	286	(1)
Case: W. L. Gore & Associates	286	(2)
Video Case: LaBelle Management	288	(1)
Skill-Development Exercise 1: Improving Dyadic Relationships---Followership	288	(1)
Behavior Model Skills Training	289	(1)
The Delegation Model	289	(1)
Behavior Model Video 1: Delegating	289	(1)
Skill-Development Exercise 2: Delegating	290	(2)
Team Leadership And Self-Managed Teams	292	(64)
The Use of Teams in Organizations	294	(14)
Groups versus Teams: What Is the Difference?	296	(1)
Advantages and Disadvantages of Teamwork	297	(3)
Self-Assessment 1: Assessing Teamwork in Your Group	300	(1)
Characteristics of Effective Teams	300	(8)
Self-Assessment 2: Assessing the Climate for Creativity	308	(1)
Types of Teams	308	(7)
Functional Team	309	(1)
Cross-Functional Team	310	(3)
Self-Managed Team (SMT)	313	(2)
Decision Making in Teams	315	(5)
Team versus Individual Decision Making	315	(2)
Self-Assessment 3: Personality Traits and Teams	317	(1)
Leader-Centered versus Group-Centered Approaches	318	(2)
Normative Leadership Model	320	(1)
Leadership Skills for Effective Team Meetings	320	(5)
Planning Meetings	320	(2)
Conducting Meetings	322	(1)
Handling Problem Members	323	(2)
Self-Managed Teams	325	(12)
The Nature of Self-Managed Teams	326	(3)
The Benefits of Self-Managed Teams	329	(1)
Factors That Influence Self-Managed Team Effectiveness	330	(5)
Guidelines for Improving Self-Managed Team Effectiveness	335	(2)
The Changing Role of Leadership in Self-Managed Teams	337	(19)
The Self-Managed Team Facilitator	338	(2)
The Challenges of Implementing Self-Managed Teams	340	(1)
Chapter Summary	341	(3)
Key Terms	344	(1)
Review and Discussion Questions	344	(1)
Case: Frederick W. Smith---Federal Express	344	(2)
Video Case: Cannondale Corporation	346	(1)
Behavior Model Skills Training	346	(1)
Leadership Decision Making Model: (Part I) Deciding Which Leadership Decision-Making Style to Use	347	(2)
Behavior Model Video and Video Exercise: (Part II) Deciding Which Leadership Decision-Making Style to Use	349	(1)
Skill-Development Exercise 1: (Part III & IV) Deciding which Leadership Decision-Making Style to Use	350	(2)
Skill-Development Exercise 2: Individual Versus Group Decision Making	352	(4)
PART 3 Organizational Leadership
Charismatic And Transformational Leadership	356	(40)
Personal Meaning	359	(4)
Factors That Influence Personal Meaning	359	(4)
Charisma	363	(4)
Weber's Conceptualization of Charisma	363	(1)
Locus of Charismatic Leadership	364	(1)
Behavioral Components of Charisma	365	(2)
Charismatic Leadership	367	(10)
The Effects of Charismatic Leadership	368	(2)
Qualities of Charismatic Leaders	370	(4)
How One Acquires Charismatic Qualities	374	(1)
Charisma: A Double-Edged Sword	375	(2)
Transformational Leadership	377	(9)
Charismatic versus Transformational Leadership	378	(2)
Transformational Leader Behaviors and Attributes	380	(2)
Transformational versus Transactional Leadership	382	(1)
Self-Assessment 1: Are You More of a Transactional or Transformational Leader?	382	(3)
The Transformation Process	385	(1)
Stewardship and Servant Leadership	386	(10)
The Nature of Stewardship and Servant Leadership	386	(1)
Framework for Stewardship	387	(1)
Framework for Servant Leadership	388	(1)
Self-Assessment 2: Personality and Charismatic and Transformational Leadership	389	(1)
Chapter Summary	390	(2)
Key Terms	392	(1)
Review and Discussion Questions	393	(1)
Case: William Perez Replaces Phil Knight as CEO of Nike, Inc.	393	(1)
Video Case: Le Meridien Hotel	394	(1)
Skill-Development Exercise 1: Is the President of the United States a Charismatic Leader?	395	(1)
Leadership Of Culture And Diversity, And The Learning Organization	396	(62)
Creating a High-Performance Culture	398	(21)
The Power of Culture	399	(3)
Weak versus Strong Culture	402	(1)
Characteristics of Low-Performance Cultures	403	(3)
Characteristics of High-Performance Cultures	406	(3)
Leaders as Culture Creators	409	(6)
Cultural Value Types	415	(4)
Value-Based Leadership	419	(8)
Self-Assessment 1: Personal Values	420	(1)
Advocating Ethical Behavior	420	(3)
A Framework of Value Dimensions for Understanding Cultural Differences	423	(3)
Implications for Leadership Practice	426	(1)
Changing Demographics and Diversity	427	(13)
Current State of Workforce Diversity	428	(2)
Reasons for Embracing Diversity	430	(2)
Leadership Initiatives for Achieving Full Diversity	432	(8)
The Learning Organization and Its Culture	440	(18)
What Is a Learning Organization?	441	(1)
The Traditional versus the Learning Organization	442	(1)
The Role of Leaders in Creating a Learning Organization	443	(5)
Self-Assessment 2: Personality and Culture, Values, Diversity, and the Learning Organization	448	(1)
Chapter Summary	449	(2)
Key Terms	451	(1)
Review and Discussion Questions	451	(1)
Case: Robert Stevens Continues Lockheed Martin's Diversity Initiatives	452	(2)
Video Case: Fannie Mae	454	(1)
Skill-Development Exercise 1: Improving Dyadic Relationships---Followership	454	(1)
Skill-Development Exercise 2: Diversity Training	455	(1)
Skill-Development Exercise 3: Developing an Effective Multicultural Team	456	(2)
Strategic Leadership And Managing Crises And Change	458	(43)
Strategic Leadership	460	(13)
Analyzing the Environment	464	(2)
Strategic Vision	466	(1)
Mission Statement	467	(1)
Corporate-Level Objectives	468	(1)
Strategy Formation	469	(2)
Strategy Implementation	471	(1)
Strategy Evaluation	472	(1)
Crisis Leadership	473	(11)
Precrisis Planning	475	(3)
Five-Step Process for Crisis Risk Assessment	478	(1)
Crisis Management	479	(3)
Guidelines for Effective Crisis Communication	482	(2)
Leading Change	484	(17)
The Need for Change	485	(1)
The Change Process	485	(4)
Why People Resist Change	489	(4)
Guidelines for Overcoming Resistance to Change	493	(1)
Self-Assessment 1: Personality, Leadership, and Change	494	(1)
Chapter Summary	495	(1)
Key Terms	496	(1)
Review and Discussion Questions	497	(1)
Case: Strategic Leadership Success at ExxonMobil	497	(2)
Video Case: Fallon Worldwide	499	(1)
Skill-Development Exercise 1: Strategic Planning	499	(1)
Skill-Development Exercise 2: Planning a Change Using the Force Field Model	500	(1)
APPENDIX: LEADERSHIP AND SPIRITUALITY IN THE WORKPLACE	501	(10)
Spirituality in the Workplace	501	(3)
Defining Spirituality in the Workplace	502	(1)
Levels of Spirituality Development	503	(1)
Guidelines for Leading from a Spiritual Perspective	504	(2)
Know Thyself	504	(1)
Act with Authenticity and Congruency	504	(1)
Respect and Honor the Beliefs of Others	505	(1)
Be as Trusting as You Can Be	505	(1)
Maintain a Spiritual Practice	505	(1)
Categorized Bibliography on Spirituality in the Workplace	506	(5)
Spirit at Work Website	506	(1)
Overview of Spirituality in the Workplace	506	(1)
Leadership from a Spiritual Perspective	506	(1)
Case Studies of Leaders Who Have Applied Spiritual Principles to the Organizations Where They Work	507	(1)
Creativity and Spirituality in the Workplace	507	(1)
Spiritual Principles for Career Development	508	(1)
Spirituality at the Team Level	508	(1)
Systemic Approaches	508	(1)
The Role of Business in a Changing World	509	(1)
Summary	509	(2)
Glossary	511	(6)
Endnotes	517	(26)
Index	543