Understanding Behaviors for Effective Leadership

by Howell, Jon P.; Costley, Dan L.

• ISBN13: 9780131484528
• ISBN10: 0131484524
• Edition: 2nd
• Format: Paperback
• Copyright: 2005-02-15
• Publisher: Pearson

Summary

Providing a comprehensive review of the major behavior patterns that effective leaders use to influence followers, this book keys in on what effective leaders really do and emphasizes how leaders can diagnose and modify situations and followers to make their leadership a more positive and productive endeavor.Organized into an easy-to-follow four-part structure: Part I introduces the concept of leadership, the approach of the book, and descriptions and evaluations of several currently popular situational leadership theories. Part II describes the five core leadership behavior patterns (supportiveness, directiveness, participation, reward/punishment, and charismatic behavior). Part III examines less-researched leader behavior patterns such as boundary-spanning, building social exchanges, and followership. Part IV describes the current leadership issues of ethics, diversity, leadership development, and change, with a concluding chapter that integrates findings from earlier chapters and describes popular leadership styles that are combinations of the specific leader behaviors described earlier.For leadership roles found in business, nursing, military science, criminal justice, education, government or agriculture.

Table of Contents

Preface	xiii
PART I BASIC LEADERSHIP CONCEPTS AND ISSUES	1	(61)
Leadership and Its Importance	1	(21)
Leadership in Action: Lilly Yeh	2	(1)
Importance of Leadership	3	(1)
Defining Leadership	4	(2)
Leadership Effectiveness	6	(1)
Leadership in Action: Martin Luther King Jr.	7	(1)
Leadership versus Management	8	(1)
Leadership Self-Assessment: Evaluating Leadership Traits	9	(1)
Traits of Leaders	9	(2)
Leadership Behaviors	11	(1)
Leadership in Action: Effective Leadership Behaviors	12	(1)
Situational Factors and Leadership	12	(1)
The Leadership Process: Three Key Tasks	13	(1)
Leadership in Action: Margaret Thatcher	14	(1)
Current Issues in Leadership	15	(7)
Ethics and Fairness	15	(1)
Diversity	16	(1)
Leadership Development	16	(1)
Leading Organizational Change	16	(1)
Transformational Leadership	17	(1)
Summary	17	(1)
Research Results for Leadership Self-Assessment: Evaluating Leadership Traits	17	(1)
Key Terms and Concepts in This Chapter	18	(1)
Review and Discussion Questions	18	(1)
Exercise: Leaders You Have Observed	18	(1)
Case Incident: Michael D. Eisner, Chairman and CEO of Walt Disney Productions	19	(1)
Endnotes	20	(2)
Leadership Behaviors and Processes	22	(19)
Behavior Patterns of Leaders	23	(2)
Effects of a Leader's Behavior on Followers	25	(2)
Leadership in Action: Dwight D. Eisenhower	27	(1)
Determining an Appropriate Behavior Pattern: Situational and Follower Characteristics	27	(5)
Situational Factors That Increase Leadership Effectiveness	29	(1)
Situational Factors That Decrease Leadership Effectiveness	30	(1)
Situational Factors That Substitute for Leadership Behaviors	30	(2)
Leadership in Perspective: Ethics in Leadership	32	(1)
Power, Influence, and Authority	33	(2)
Leadership in Perspective: Nazi Germany	35	(6)
Summary	36	(1)
Key Terms and Concepts in This Chapter	37	(1)
Review and Discussion Questions	37	(1)
Leadership Self-Assessment: Important Leadership Behaviors	38	(1)
Case Incident: Bobby Knight, Basketball Coach	39	(1)
Endnotes	40	(1)
Contingency Models of Leadership	41	(21)
Fiedler's Contingency Theory of Leadership	42	(1)
Leadership Self-Assessment: Least Preferred Coworker (LPC) Scale	43	(2)
Recommendations of the Contingency Model	44	(1)
How Valid and Useful Is the Model?	45	(1)
Hersey and Blanchard's Situational Leadership Theory	45	(2)
Recommendations of the Situational Leadership Theory	46	(1)
How Valid and Useful Is the Model?	46	(1)
Path-Goal Theory of Leadership	47	(3)
Recommendations of the Path-Goal Theory	48	(1)
How Valid and Useful Is the Model?	48	(2)
Multiple Linkage Model of Leadership	50	(2)
Recommendations of the Multiple Linkage Model	52	(1)
How Valid and Useful Is the Model?	52	(1)
Normative Decision-Making Theory of Participation	52	(10)
Recommendations of the Normative Decision-Making Model	54	(1)
How Valid and Useful Is the Model?	55	(2)
Summary	57	(1)
Key Terms and Concepts in This Chapter	58	(1)
Review and Discussion Questions	58	(1)
Exercise: Changing Situational Favorableness or Control	58	(1)
Case Incident: Tough Assignment	59	(1)
Endnotes	59	(3)
PART II CORE LEADERSHIP BEHAVIORS	62	(186)
Supportive Leadership Behavior	62	(33)
Examples of Effective Supportive Leadership	62	(1)
Definition, Background, and Importance of Supportive Leadership Behaviors	63	(1)
Ineffective Supportive Leadership	64	(1)
Leadership in Action: Pat Carrigan, Plant Manager for General Motors	65	(1)
Skills, Traits, and Sources of Power for Supportive Leadership	66	(1)
Leadership in Perspective: Supportive and Nonsupportive Communication	66	(1)
Leadership Self-Assessment: Effective Listening	67	(2)
Facilitating and Limiting Conditions for Supportive Leadership	69	(1)
Leadership in Perspective: Supportiveness and Leader Gender	70	(1)
Supportiveness and Followers' Behavior	71	(1)
Leadership in Action: Stan Smith	72	(1)
Effects of Supportive Leadership	72	(2)
Situations in Which Supportiveness May or May Not Be Effective	74	(1)
Leadership Self-Assessment: Diagnosing Situations for Supportive Leadership	74	(1)
Leadership in Action: Herbert Kelleher	75	(1)
Situational Factors That Enhance Effectiveness of Supportive Leadership	75	(4)
Task, Organizational, and Follower Characteristics	76	(2)
Influencing Situations to Increase the Impact of Supportiveness	78	(1)
Situational Factors That Neutralize Effectiveness of Supportive Leadership	79	(1)
Task, Organizational, and Follower Characteristics	79	(1)
Overcoming Factors That Neutralize Supportive Leadership	79	(1)
Leadership Self-Assessment: Supportive Leadership Communication	80	(1)
Situational Factors That Substitute for Supportive Leadership	81	(1)
Task, Organizational, and Follower Characteristics	81	(1)
Creating Factors That Substitute for Supportive Leadership	81	(1)
Assessing the Dynamics of Supportive Leadership	82	(1)
Leadership in Action: Substituting for Supportive Leadership with Young Athletes	83	(1)
Leadership in Action: Cleaster Mims	84	(11)
Summary	84	(3)
Key Terms and Concepts in This Chapter	87	(1)
Review and Discussion Questions	87	(1)
Leadership Self-Assessment: When are Supportive Behaviors Needed?	88	(1)
Case Incident: Don't Baby Them	89	(1)
Case Incident: A Lack of Self-Confidence?	89	(1)
Endnotes	90	(5)
Directive Leadership Behavior	95	(36)
Examples of Effective Directive Leadership	95	(1)
Definition, Background, and Importance of Directive Leadership Behaviors	96	(2)
Leadership in Perspective: Frederick Winslow Taylor	98	(1)
Ineffective Directive Leadership	99	(1)
Skills, Traits, and Sources of Power for Directive Leaders	99	(2)
Leadership Self-Assessment: Providing Effective Performance Feedback	101	(1)
Facilitating and Limiting Conditions for Directive Leadership	102	(1)
Effects of Directive Leadership	102	(1)
Leadership in Action: Women and Leadership in the America's Cup Race	103	(3)
Effects on Follower and Group Psychological Reactions	104	(1)
Effects on Followers' Performance and Behavior	105	(1)
Leadership in Action: Directive Leadership in Mexico	106	(1)
Situations in Which Directive Leadership May or May Not Be Effective	107	(1)
Leadership Self-Assessment: Diagnosing Situations for Directive Leadership	108	(1)
Situational Factors That Enhance Effectiveness of Directive Leadership	108	(1)
Leadership in Action: John F. Welch, Former Chairman and CEO of General Electric	109	(2)
Task, Organizational, and Follower Characteristics	109	(2)
Leadership in Perspective: Followers' Gender and Race	111	(2)
Influencing Situations to Increase the Impact of Directiveness	111	(2)
Leadership in Perspective: Combining Leadership Behaviors	113	(1)
Situational Factors That Neutralize Effectiveness of Directive Leadership	113	(3)
Task, Organizational, and Follower Characteristics	113	(1)
Overcoming Factors That Neutralize Directive Leadership	114	(2)
Leadership Self-Assessment: Directive Attitudes and Behaviors	116
Situational Factors That Substitute for Directive Leadership	115	(3)
Task, Organizational, and Follower Characteristics	115	(2)
Creating Factors That Substitute for Directive Leadership	117	(1)
Leadership in Action: A Need for Directive Leadership	118	(1)
Assessing the Dynamics of Directive Leadership	118	(13)
Summary	119	(3)
Key Terms and Concepts in This Chapter	122	(1)
Review and Discussion Questions	122	(1)
Exercise: Assessment of Directive Leadership Behaviors	123	(1)
Case Incident: Frances Hesselbein	123	(1)
Case Incident: A Type of Direction	124	(1)
Endnotes	125	(6)
Participative Leadership Behavior	131	(37)
Examples of Effective Participative Leadership	131	(1)
Definition, Background, and Importance of Participative Leadership Behaviors	132	(3)
Leadership in Action: Wilma Mankiller	135	(1)
Ineffective Participative Leadership	136	(1)
Skills, Traits, and Sources of Power for Participative Leaders	137	(1)
Leadership in Perspective: History of Participative Leadership	138	(3)
Leadership Self-Assessment: Obtaining Effective Participation	141	(1)
Facilitating and Limiting Conditions for Participative Leadership	141	(2)
Leadership in Perspective: What are Groups Good at Doing?	143	(1)
Effects of Participative Leadership	143	(3)
Effects on Follower and Group Psychological Reactions	144	(1)
Effects on Followers' Performance and Behavior	144	(2)
Situational Dynamics of Participative Leadership	146	(1)
Leadership Self-Assessment: Diagnosing Situations for Participative Leadership	147	(1)
Situational Factors That Enhance the Effectiveness of Participative Leadership	147	(1)
Leadership in Action: Bob Gore, W. L. Gore & Associates	148	(3)
Task, Organizational, and Follower Characteristics	147	(2)
Influencing Situations to Make Participative Leadership More Effective	149	(2)
Leadership in Perspective: Research on Participative Leadership	151	(1)
Situational Factors That Neutralize the Effectiveness of Participative Leadership	151	(3)
Task, Organizational, and Follower Characteristics	151	(1)
Overcoming Factors That Neutralize Participative Leadership	152	(2)
Leadership in Action: Participative Leadership at General Motors	154	(1)
Situational Factors That Substitute for Participative Leadership	154	(1)
Creating Factors That Substitute for Participative Leadership	155	(1)
Assessing the Dynamics of Participative Leadership	155	(1)
Leadership in Action: John W. Gardner on Moral Leadership	156	(12)
Summary	157	(3)
Key Terms and Concepts in This Chapter	160	(1)
Review and Discussion Questions	160	(1)
Case Incident: A Supervisor's Problem	160	(1)
Exercise: Actions to Obtain Participation	161	(1)
Case Incident: Let's All Be Participative Managers	162	(1)
Endnotes	162	(6)
Leader Reward and Punishment Behaviors	168	(40)
Examples of Effective Leader Reward and Punishment Behaviors	168	(1)
Definition, Background, and Importance of Leader Reward and Punishment Behaviors	169	(2)
The Process of Social Exchange	171	(1)
Leadership in Action: Informal Rewards in the Military	171	(1)
Contingent Rewards and Punishments	172	(1)
Leadership in Perspective: Effective Use of Rewards	172	(2)
Rewarding Desired Behavior	173	(1)
The Use of Punishment	173	(1)
Leadership in Perspective: Constructive Punishment	174	(1)
Ineffective Leader Rewards and Punishments	175	(1)
Leadership Self-Assessment: Using Reward and Punishment Behaviors	176	(1)
Skills, Traits, and Sources of Power for Rewarding and Punishing Followers	176	(2)
Facilitating and Limiting Conditions for Leader Rewards and Punishments	178	(1)
Leadership in Action: Robert Galvin, Past Chairman of Motorola	179	(1)
Effects of Leader Rewards and Punishments	179	(2)
Effects of Leader Reward Behaviors	180	(1)
Effects of Leader Punishment Behaviors	181	(1)
Situational Dynamics of Leader Rewards and Punishments	181	(1)
Leadership in Perspective: Punishment and Moral Leadership	182	(1)
Leadership Self-Assessment: Diagnosing Situations for Leader Rewards and Punishments	183	(1)
Situational Factors That Enhance the Effectiveness of Leader Reward and Punishment Behaviors	183	(2)
Task, Organizational, and Follower Characteristics	184	(1)
Leadership in Perspective: Rewards and Punishments in Team Sports	185	(2)
Influencing Situations to Make Leader Rewards and Punishments More Effective	186	(1)
Leadership in Action: How Leaders Can Reward Followers	187	(1)
Situational Factors That Neutralize Leader Reward and Punishment Behaviors	188	(2)
Task, Organizational, and Follower Characteristics	188	(2)
Overcoming Factors That Neutralize Leaders' Rewards and Punishments	190	(1)
Leadership in Action: Leading Social Workers	190	(1)
Situational Factors That Substitute for Leader Reward and Punishment Behaviors	190	(3)
Task, Organizational, and Follower Characteristics	191	(1)
Creating Factors That Substitute for Leader Reward and Punishment Behaviors	192	(1)
Assessing the Dynamics of Leader Reward and Punishment Behaviors	193	(15)
Summary	194	(3)
Key Terms and Concepts in This Chapter	197	(1)
Review and Discussion Questions	198	(1)
Case Incident: Choosing the Appropriate Leadership Behaviors	198	(1)
Case Incident: Move the Supervisors?	199	(1)
Case Incident: Leadership in a Women's Prison	200	(1)
Endnotes	201	(7)
Charismatic Leadership Behavior	208	(40)
Examples of Effective Charismatic Leadership	208	(1)
Definition, Background, and Importance of Charismatic Leadership Behaviors	209	(2)
Charismatic Leadership Has Strong Effects	211	(1)
Leadership in Action: Anita Roddick, Founder of The Body Shop	212	(2)
Leadership in Perspective: Ethical and Unethical Charismatic Leadership	214	(1)
Examples of Ineffective Charismatic Leadership	215	(1)
Skills, Traits, and Sources of Power for Charismatic Leaders	216	(1)
Leadership Self-Assessment: Do You Have Charismatic Tendencies?	217	(2)
Facilitating and Limiting Conditions for Charismatic Leadership	219	(1)
Effects of Charismatic Leadership Behaviors	220	(1)
Effects on Follower and Group Psychological Reactions	220	(1)
Leadership in Perspective: Spirituality and Charismatic Leadership	221	(2)
Effects on Followers' Performance and Behavior	222	(1)
Transformational Leadership	223	(1)
Leadership in Perspective: Charismatic Leadership in Other Countries	224	(2)
Situational Dynamics of Charismatic Leadership	226	(1)
Situational Factors That Enhance Charismatic Leadership	226	(1)
Leadership Self-Assessment: Diagnosing Situations for Charismatic Leadership	227	(4)
Organizational and Environmental Characteristics	227	(2)
Influencing Situations to Make Charismatic Leadership More Effective	229	(2)
Leadership in Action: Orit Gadiesh, A Charismatic Leader	231	(1)
Situational Characteristics That Neutralize Charismatic Leadership	231	(1)
Situational Factors That Substitute for Charismatic Leadership	232	(2)
Task, Organizational, and Follower Characteristics	232	(1)
Creating Factors That Substitute for Charismatic Leadership	233	(1)
Assessing the Dynamics of Charismatic Leadership	234	(1)
Leadership in Action: Nelson Mandela	235	(13)
Summary	236	(3)
Key Terms and Concepts in This Chapter	239	(1)
Review and Discussion Questions	239	(1)
Exercise: Analyzing Charismatic Leader Communication	240	(1)
Case Incident: Charismatic Leadership: A Follower's Perspective	241	(1)
Exercise: What Does and Does Not Inspire?	242	(1)
Endnotes	243	(5)
PART III EMERGING LEADERSHIP BEHAVIORS	248	(63)
Boundary Spanning and Team Leadership	248	(28)
Examples of Effective Boundary Spanning	248	(2)
Examples of Ineffective Boundary Spanning	250	(2)
Importance of Boundary Spanning	252	(1)
Skills, Traits, and Sources of Power for Effective Boundary Spanning	253	(1)
Leadership Self-Assessment: Boundary Spanning Leadership	254	(2)
Negotiation in Boundary Spanning	256	(2)
Separate the People from the Problem	257	(1)
Focus on Interests, Not Positions	257	(1)
Invent Options for Mutual Gain	257	(1)
Insist on Using Objective Criteria	258	(1)
Know Your BATNA	258	(1)
Preparation Is the Key	258	(1)
Effects of Boundary Spanning	258	(2)
Situational Enhancers, Neutralizers, and Substitutes for Boundary Spanning	260	(1)
Team Leadership---A Key Situational Factor	261	(1)
Leadership in Action: Bill Gates, Boundary Spanner	262	(14)
Cross-Functional Teams	263	(1)
Self-Managed Teams	263	(1)
Virtual Teams	264	(1)
Top Management Teams	264	(1)
Effective Leadership Behaviors for Team Leaders	264	(3)
Creating Team-Based Substitutes for Leadership	267	(1)
Effects of Team Leadership	267	(1)
Summary	268	(2)
Key Terms and Concepts in This Chapter	270	(1)
Review and Discussion Questions	270	(1)
Exercise: Boundary Spanning with the Boss	270	(1)
Case Incident: Can the Conflict Be Resolved?	271	(1)
Case Incident: Henry Ford, An Historical Business Leader	272	(1)
Endnotes	273	(3)
Building Social Exchanges and Fairness	276	(21)
Examples of Effective Social Exchange Behaviors	276	(2)
Developing the Leader-Follower Exchange	278	(2)
Examples of Ineffective Social Exchange Behaviors	280	(1)
Leadership in Action: The New Department Head	281	(1)
Skills, Traits, and Sources of Power for Building Social Exchanges	282	(1)
Fairness or Justice in Social Exchanges	283	(2)
Types of Fairness or Justice	284	(1)
Leadership in Perspective: Pay, Fairness, and Professional Sports	285	(2)
How to Demonstrate Fairness or Justice	286	(1)
Leadership in Action: The Four-Way Test	287	(1)
Effects of Leaders' Social Exchange Behaviors	287	(1)
Situational Enhancers, Neutralizers, and Substitutes for Leaders' Exchange Behaviors	288	(9)
Summary	289	(3)
Key Terms and Concepts in This Chapter	292	(1)
Review and Discussion Questions	292	(1)
Experiential Exercise: Assessing Your Social Exchange	293	(1)
Case Incident: The Improvement Suggestion	294	(1)
Endnotes	294	(3)
Followership	297	(14)
Examples of Effective Followership	297	(3)
Examples of Ineffective Followership	300	(1)
Followership in Action: Taking Responsibility in a Difficult Situation	301	(1)
Importance of Followership	301	(1)
Followership in Perspective: How to Increase Your Technical Competence	302	(1)
Skills, Traits, and Sources of Power for Effective Followership	302	(1)
Followership in Perspective: Followers' Strategies for Building Effective Relations with Leaders	303	(1)
Effects of Followership	304	(1)
Situational Enhancers, Neutralizers, and Substitutes for Followership	304	(1)
Followership in Perspective: Followers' Strategies for Building Cooperative Relationships with Coworkers	305	(6)
Summary	305	(2)
Key Terms and Concepts in This Chapter	307	(1)
Review and Discussion Questions	307	(1)
Followership Self-Assessment: Effective Followership Behaviors	308	(1)
Case Incident: Can Ralph's Followership Be Improved?	309	(1)
Endnotes	309	(2)
PART IV CURRENT LEADERSHIP ISSUES AND INTEGRATION	311	(95)
Leadership Ethics and Diversity	311	(33)
An Example of Leadership Ethics	311	(1)
Ethics and Leadership	312	(1)
Ethical Issues	313	(3)
Leadership in Action: John Gutfreund and the Salomon Brothers Scandal	316	(1)
Approaches to Ethical Behavior	317	(2)
Leadership Self-Assessment: Describing Leaders	319	(3)
Creating an Ethical Climate	322	(2)
Charismatic or Transformational Leadership and Ethics	324	(1)
Spirituality	325	(2)
Leadership in Action: A Consultant's Description of Spirituality Among CEOs	327	(1)
Diversity	327	(6)
Barriers to Diversity	330	(1)
Diversity Among Leaders	331	(2)
Leadership in Action: CEO Kathleen Ligocki	333	(11)
Creating a Multicultural Organization	334	(2)
Leadership for Diversity	336	(1)
Summary	337	(1)
Key Terms and Concepts in This Chapter	338	(1)
Review and Discussion Questions	338	(1)
Case Incident: Multiply-Abused Children	339	(1)
Experiential Exercise: Benefits of Multiculturalism	339	(1)
Case Incident: Three Chinese Companies	340	(1)
Endnotes	341	(3)
Leadership Development and Organizational Change	344	(38)
Leadership Development	345	(1)
Leadership Self-Assessment: Assessing Your Emotional Intelligence at Work	346	(4)
Values and Self-Awareness	348	(2)
Leadership Self-Assessment: How Often Do You Value These Things?	350	(3)
Vision	352	(1)
Leadership Self-Assessment: You, Fifteen Years from Now	353	(1)
Leadership Self-Assessment: Personal Best Exercise	354	(3)
Skill Development	356	(1)
Leadership Self-Assessment: The Interpersonal Skills Checklist	357	(1)
Leadership Self-Assessment: Listening Skills	358	(7)
Leading Organizational Change	365	(4)
Major Types of Change Affecting Organizations	366	(2)
Organizational Culture	368	(1)
Leadership in Action: Culture in W. B. Doner & Company	369	(13)
Two Patterns of Organizational Change	369	(1)
The Classic Model for Implementing Change	370	(2)
An Alternative Model for Implementing Change	372	(4)
Denial, Avoidance, and Resistance to Change	376	(1)
Helping People Cope	376	(1)
Evaluating Change	377	(1)
Summary	377	(2)
Key Terms and Concepts in This Chapter	379	(1)
Review and Discussion Questions	379	(1)
Experiential Exercise: Leadership Roles	379	(1)
Experiential Exercise: Your Learning Journal	379	(1)
Endnotes	380	(2)
Integration and Conclusions	382	(24)
General Effects of Leadership Behaviors	382	(2)
Typical Leadership Styles	384	(8)
Coach	384	(1)
Human Relations Specialist	385	(1)
Controlling Autocrat	386	(1)
Transformational Visionary	387	(2)
Transactional Exchange	389	(2)
Servant	391	(1)
Leadership in Action: Abraham Lincoln as a Servant Leader	392	(1)
Creating Leadership Enhancers and Substitutes	393	(2)
Globalization and Cross-Cultural Leadership	395	(3)
Equifinality in Leadership	398	(8)
Summary	399	(1)
Key Terms and Concepts in This Chapter	400	(1)
Review and Discussion Questions	400	(1)
Case Incident: Gaining Compliance	401	(1)
Case Incident: Leadership in a Sexual Assault Recovery Center	401	(3)
Endnotes	404	(2)
Index	406