Leadership Theory Application
APPLICATIONS SKILL DEVELOPMENT CONCEPT APPLICATION (total of 42; average of 18 applications per chapter; partial listing below)
1.2 Leadership Managerial Roles 2.3 Achievement Motivation Theory 3.2 The Leadership Grid 4.3 Path-Goal Leadership 5.2 Using Power 6.3 Selecting Conflict Management Styles 7.1 In-Groups versus Out-Groups 8.4 Group Problem People 9.3 Transformational or Transactional
Leadership 10.1 Characteristics of Low- or
High-Performance Culture 11.2 Strategic Management Process 12.2 Differentiating between the Traditional
or Learning Organization
WORK APPLICATION (total of 111; average of 9 per chapter; sample below)
1.1: Recall a present or past job. Were you both a leader and a follower? Explain.
CASES: CHAPTER OPENING 1. Andrew Mason (Groupon) 2. Ellen Kullman 3. Traders Joes 4. Indra Nooyi (PepsiCo) 5. Mark Cuban 6. The Ranch Golf Club 7. Mark Zuckerberg 8. Gary Kelly (South West) 9. Oprah Winfrey
10. Andrea Jung (Avon) 11. Google 12. Vikram Pandit (CEO)
CRITICAL THINKING QUESTIONS (total of 80; average of 7 per chapter; sample below)
1.1 Should leadership be the managers job, or should leadership be a shared process?
1.2 Are you interested in sharing leadership, or do you prefer to be a follower?
1.3 Some people say the hard skills (finance, quantitative analysis) are more important for managers than soft skills (interpersonal skills), and some say the opposite is true. What is your view?
1.4 Should leadership courses focus on teach- ing students about leadership or on teaching students to be leaders?
DEVELOPING YOUR LEADERSHIP SKILLS (total of 29; average of 2 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 Whistle-blowing 3.1 Writing Objectives 3.2 Giving Praise 4.1 Identifying Normative Leadership
Styles 4.2 Using the Normative Leadership
Models 5.1 Influencing Tactics 5.2 Influencing, Power, and Politics 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 Multicul-
tural 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
MODELS 3.1 Writing Effective Objectives Model 3.2 Giving Praise 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 Process 8.1 Leadership Decision Making
SELF-ASSESSMENT EXERCISES (total of 40; average of 3 per chapter)
1.1 Leadership Potential 1.2 Managerial Leadership Skills 2.1 Big Five 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 Behavioral Leadership Style 3.2 Your Personality Traits and Lead-
ership Styles 3.3 Job Motivators and Maintenance
Factors 4.1 Leadership Style 4.2 Your Personality and Contingency
Leadership Theories 4.3 Determining Your Preferred
Normative Leadership Style 4.4 Your Leadership Continuum and
Path-Goal Leadership Styles 5.1 Influencing Tactics, Power, and
Personality Traits 5.2 Use of Political Behavior 5.3 Networking 5.4 Negotiating
Continued on inside back cover
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LEADERSHIP Theory, Application, & Skill Development
5e
ROBERT N. LUSSIER, PH.D. Springfield College
CHRISTOPHER F. ACHUA, D.B.A. University of Virginias College at Wise
Australia Brazil Japan Korea Mexico Singapore Spain United Kingdom United States
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Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.
LEADERSHIP Theory, Application, & Skill Development
5e
ROBERT N. LUSSIER, PH.D. Springfield College
CHRISTOPHER F. ACHUA, D.B.A. University of Virginias College at Wise
Australia Brazil Japan Korea Mexico Singapore Spain United Kingdom United States
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Leadership: Theory, Application, & Skill Development, Fifth Edition Robert N. Lussier, Christopher F. Achua
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Library of Congress Control Number: 2011941648
ISBN-13: 978-1-111-82707-6
ISBN-10: 1-111-82707-9
South-Western
5191 Natorp Boulevard Mason, OH 45040 USA
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To my wife Marie and our six children:
Jesse, Justin, Danielle, Nicole, Brian, and Renee
Robert N. Lussier
To my family, especially my wife (Pauline),
the children (Justin, Brooke, Jordan, Cullen, Gregory and Zora)
and my mother (Theresia Sirri).
Christopher F. Achua
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Brief Contents
Preface xv
Acknowledgments xxvii
About the Authors xxx
PART ONE INDIVIDUALS AS LEADERS 1
1 Who Is a Leader and What Skills Do Leaders Need? 2
2 Leadership Traits and Ethics 32
3 Leadership Behavior and Motivation 69
4 Contingency Leadership Theories 111
5 Influencing: Power, Politics, Networking, and Negotiation 147
PART TWO TEAM LEADERSHIP 189
6 Communication, Coaching, and Conflict Skills 190
7 Leader-Member Exchange and Followership 239
8 Team Leadership and Self-Managed Teams 276
PART THREE ORGANIZATIONAL LEADERSHIP 321
9 Charismatic and Transformational Leadership 322
10 Leadership of Culture, Ethics, and Diversity 356
11 Strategic Leadership and Change Management 393
12 Crisis Leadership and the Learning Organization 428
Appendix: Leadership and Spirituality in the Workplace 463
Glossary 472
Endnotes 479
Index 508
vi Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s).
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Contents
Preface xv Acknowledgments xxvii About the Authors xxx
PART ONE INDIVIDUALS AS LEADERS 1
CHAPTER 1 Who Is a Leader and What Skills Do Leaders Need? 2 Leadership Is Everyones Business 3
Defining Leadership 5 Self-Assessment 1: Leadership Potential 5 / LeadersFollowers 6 / Influence 7 / Organizational Objectives 8 / Change 8 / People 8
Leadership Skills 9 Are Leaders Born or Made? 9 / Self-Assessment 2: Managerial Leadership Skills 9 / Can Leadership Be Taught and Skills Developed? 10 / Managerial Leadership Skills 10
Managerial Leadership Roles 13 Interpersonal Roles 13 / Informational Roles 14 / Decisional Roles 15
Levels of Analysis of Leadership Theory 17 Individual Level of Analysis 17 / Group Level of Analysis 17 / Organizational Level of Analysis 17 / Interrelationships among the Levels of Analysis 18
Leadership Theory Paradigms 19 The Trait Theory Paradigm 19 / The Behavioral Leadership Theory Paradigm 19 / The Contingency Leadership Theory Paradigm 20 / The Integrative Leadership Theory Paradigm 20 / From the Management to the Leadership Theory Paradigm 21
Objectives of the Book 22 Leadership Theory 22 / Application of Leadership Theory 23 / Leadership Skill Development 24 / Flexibility 24
Organization of the Book 24
Chapter Summary 25 Key Terms 26 Review Questions 27 Critical Thinking Questions 27 CASE: Steve JobsApple 27 VIDEO CASE: Leadership at P.F. Changs 29 Developing Your Leadership Skills 1: Getting to Know You by Name 30 Self-Assessment 3: Names 31 Developing Your Leadership Skills 2: Identifying Leadership Traits and Behaviors 31
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CHAPTER 2 Leadership Traits and Ethics 32 Personality Traits and Leadership 33
Self-Assessment 1: Big Five Personality Profile 33 / Personality and Traits 34 / Personality Profiles 35 / Applying Trait Theory 35
The Big Five Including Traits of Effective Leaders 37 Surgency 37 / Agreeableness 38 / Adjustment 39 / Conscientiousness 40 / Openness 41
The Personality Profile of Effective Leaders 43 Achievement Motivation Theory 43 / Self-Assessment 2: Motive Profile 45 / Leader Motive Profile Theory 46 / Self-Assessment 3: Motive Profile with Socialized Power 47 / Self-Assessment 4: Leadership Interest 48
Leadership Attitudes 49 Theory X and Theory Y 49 / Self-Assessment 5: Theory X and Theory Y Attitudes 49 / The Pygmalion Effect 50 / Self-Concept 51 / How Attitudes Develop Leadership Styles 52
Ethical Leadership 53 Self-Assessment 6: How Ethical Is Your Behavior? 53 / Does Ethical Behavior Pay? 55 / Factors Influencing Ethical Behavior 55 / How People Justify Unethical Behavior 57 / Guides to Ethical Behavior 59 / Being an Ethical Leader 60
Chapter Summary 61 Key Terms 62 Review Questions 62 Critical Thinking Questions 63 CASE: The Bill & Melinda Gates Foundation 63 VIDEO CASE: P.F. Changs Serves Its Workers Well 65 Developing Your Leadership Skills 1: Improving Attitudes and Personality Traits 65 Developing Your Leadership Skills 2: Personality Perceptions 67 Developing Your Leadership Skills 3: Ethics and Whistle-blowing 68
CHAPTER 3 Leadership Behavior and Motivation 69 Leadership Behavior and Styles 70
Leadership Behavior 70 / Leadership Styles and the University of Iowa Research 71
University of Michigan and Ohio State University Studies 72 Self-Assessment 1: Your Behavioral Leadership Style 72 / University of Michigan: Job- Centered and Employee-Centered Behavior 73 / Ohio State University: Initiating Structure and Consideration Behavior 75 / Differences, Contributions, and Applications of Leadership Models 75
The Leadership Grid 77 Leadership Grid Theory 77 / Leadership Grid and High-High Leader Research 79 / Behavioral Theory Contributions and Applications 79 / Self-Assessment 2: Your Personality Traits and Leadership Styles 80
Leadership and Major Motivation Theories 80 Motivation and Leadership 81 / The Motivation Process 81 / An Overview of Three Major Classifications of Motivation Theories 82
Content Motivation Theories 82 Hierarchy of Needs Theory 82 / Two-Factor Theory 84 / Self-Assessment 3: Job Motivators and Maintenance Factors 85 / Acquired Needs Theory 88 / Balancing Work-Life Needs 89
viii CONTENTS
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Process Motivation Theories 89 Equity Theory 90 / Expectancy Theory 91 / Goal Setting Theory 92
Reinforcement Theory 95 Types of Reinforcement 96 / Schedules of Reinforcement 97 / You Get What You Reinforce 98 / Motivating with Reinforcement 99 / Giving Praise 100
Putting the Motivation Theories Together within the Motivation Process 103
Chapter Summary 104 Key Terms 105 Review Questions 105 Critical Thinking Questions 105 CASE: Art FriedmanFriedmans Appliance 106 VIDEO CASE: Motivation at Washburn Guitars 107 Developing Your Management Skills 1: Writing Objectives 108 Behavior Model Skills Training 1: Giving Praise 109 Behavior Model Video 1: Giving Praise 109 Developing Your Leadership Skills 2: Giving Praise 109
CHAPTER 4 Contingency Leadership Theories 111 Contingency Leadership Theories and Models 112
Leadership Theories versus Leadership Models 113 / Contingency Theory and Model Variables 113 / Global Contingency Leadership 114
Contingency Leadership Theory and Model 115 Leadership Style and the LPC 116 / Self-Assessment 1: Leadership Style 116 / Situational Favorableness 117 / Determining the Appropriate Leadership Style 117 / Research, Criticism, and Applications 119
Leadership Continuum Theory and Model 120
PathGoal Leadership Theory and Model 122 Situational Factors 124 / Leadership Styles 124 / Research, Criticism, and Applications 126
Normative Leadership Theory and Models 127 Leadership Participation Styles 127 / Model Questions to Determine the Appropriate Leadership Style 128 / Selecting the Time-Driven or Development-Driven Model for the Situation 131 / Determining the Appropriate Leadership Style 131 / Research, Criticism, and Applications 132
Putting the Behavioral and Contingency Leadership Theories Together 133 Prescriptive and Descriptive Models 133
Leadership Substitutes Theory 135 Substitutes and Neutralizers 135 / Leadership Style 136 / Changing the Situation 136 / Research, Criticism, and Applications 136 / Self-Assessment 2: Your Personality and Contingency Leadership Theories 136
Chapter Summary 137 Key Terms 138 Review Questions 138 Critical Thinking Questions 139 CASE: Terry GouFoxconn Technology Group 139 VIDEO CASE: Leadership at McDonalds 141 Self-Assessment 3: Determining Your Preferred Normative Leadership Style 141 Developing Your Leadership Skills 1: Identifying Normative Leadership Styles 144 Developing Your Leadership Skills 2: Using the Normative Leadership Models 144 Self-Assessment 4: Your Leadership Continuum and Path-Goal Leadership Styles 146
CONTENTS ix
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CHAPTER 5 Influencing: Power, Politics, Networking, and Negotiation 147 Power 148
Sources of Power 149 / Types of Power and Influencing Tactics, and Ways to Increase Your Power 149 / Self-Assessment 1: Influencing Tactics, Power, and Personality Traits 158 / Acquiring and Losing Power 158
Organizational Politics 159 Self-Assessment 2: Use of Political Behavior 160 / The Nature of Organizational Politics 161 / Political Behavior 161 / Guidelines for Developing Political Skills 163
Networking 165 Self-Assessment 3: Networking 166 / Perform a Self-Assessment and Set Goals 167 / Create Your One-Minute Self-Sell 168 / Develop Your Network 168 / Conduct Networking Interviews 169 / Maintain Your Network 171 / Social Networking at Work 171
Negotiation 172 Self-Assessment 4: Negotiating 172 / Negotiating 173 / The Negotiation Process 174
Ethics and Influencing 178
Chapter Summary 180 Key Terms 181 Review Questions 181 Critical Thinking Questions 181 CASE: Latoya WashingtonDepartment of Marketing 182 VIDEO CASE: Employee Networks at Whirlpool Corporation 183 Developing Your Leadership Skills 1: Influencing Tactics 184 Developing Your Leadership Skills 2: Influencing, Power, and Politics 185 Developing Your Leadership Skills 3: Networking Skills 186 Developing Your Leadership Skills 4: Car Dealer Negotiation 187
PART TWO TEAM LEADERSHIP 189
CHAPTER 6 Communication, Coaching, and Conflict Skills 190 Communication 191
Communication and Leadership 192 / Sending Messages and Giving Instructions 192 / Receiving Messages 195 / Self-Assessment 1: Listening Skills 195
Feedback 199 The Importance of Feedback 199 / Common Approaches to Getting Feedback on Messagesand Why They Dont Work 200 / How to Get Feedback on Messages 201 / 360-Degree Multi-Rater Feedback 201
Coaching 202 How to Give Coaching Feedback 203 / What Is Criticismand Why Doesnt It Work? 206 / 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 211
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
x CONTENTS
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Chapter Summary 219 Key Terms 221 Review Questions 221 Critical Thinking Questions 221 CASE: Reed HastingsNetflix 222 VIDEO CASE: Communication at Navistar International 224 Developing Your Leadership Skills 1: Giving Instructions 224 Behavior Model Skills Training 1: Session 1 226 Self-Assessment 3: Determining Your Preferred Communication Style 226 The Situational Communications Model: The Interactive Process System 229 Behavior Model Video 6.1: Situational Communications 233 Developing Your Leadership Skills 2: Situational Communications 233 Behavior Model Skills Training 2: Session 2 234 The Coaching Model 234 Behavior Model Video 6.2: Coaching 234 Developing Your Leadership Skills 3: Coaching 234 Behavior Model Skills Training 3: Session 3 236 The Initiating Conflict Resolution Model 6.5 236 Behavior Model Video 6.3: Initiating Conflict Resolution 236 Developing Your Leadership Skills 4: Initiating Conflict Resolution 236 Behavior Model Video 6.4: Mediating Conflict Resolution 238
CHAPTER 7 LeaderMember Exchange and Followership 239 Evolution of Dyadic Theory 241
Vertical Dyadic Linkage (VDL) Theory 242 / Self-Assessment 1: Dyadic Relationship with Your Manager 242 / LeaderMember Exchange (LMX) Theory 244 / Team-Member Exchange Theory 245
LeaderMember Exchange Theory 246 Factors That Influence LMX Relationships 246 / Developing High-Quality LMX Relationships 248 / The Benefits of High-Quality LMX Relationships 249 / Self- Assessment 2: In-Group and Out-Group 250
Strengths and Limitations of LMX Theory 250 Self-Assessment 3: Your LMX Relationship with Your Manager 251
Followership 252 Defining Followership 252 / Types of Followers 252 / The Effective Follower 254 / Self-Assessment 4: Effective Followers 255 / Guidelines to Becoming an Effective Follower 255 / Determinants of Follower Influence 258 / Dual Role of Being a Leader and a Follower 260
Delegation 261 Delegating 261 / Delegation Decisions 262 / Self-Assessment 5: Followership and Personality 263 / Delegating with the Use of a Model 264
Follower Evaluation and Feedback 266
Chapter Summary 267 Key Terms 269 Review Questions 269 Critical Thinking Questions 269 CASE: W. L. Gore & Associates 270 VIDEO CASE: Delegation at Boyne USA Resorts 272 Developing Your Leadership Skills 1: Improving Dyadic Relationships Followership 272 Behavior Model Skills Training 273 The Delegation Model 273
CONTENTS xi
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Behavior Model Video 7.1: Delegating 273 Developing Your Leadership Skills 2: Delegating 274
CHAPTER 8 Team Leadership and Self-Managed Teams 276 The Use of Teams in Organizations 278
Groups versus Teams: What Is the Difference? 278 / Advantages and Disadvantages of Teamwork 280 / Self-Assessment 1: Assessing Teamwork in Your Group 281 / What Is an Effective Team? 282 / Characteristics of Effective Teams 283 / Team Leadership 287 / Organizational Climate and Team Creativity 288 / Self- Assessment 2: Assessing the Climate for Creativity 289
Types of Teams 290 Functional Team 290 / Cross-Functional Team 291 / Virtual Team 292 / Self- Managed Team (SMT) 293
Decision Making in Teams 293 Normative Leadership Model 294 / Team-Centered Decision-Making Model 294 / Self-Assessment 3: Personality Traits and Teams 295
Leadership Skills for Effective Team Meetings 296 Planning Meetings 297 / Conducting Meetings 298 / Handling Problem Members 299
Self-Managed Teams 301 The Nature of Self-Managed Teams 301 / The Benefits of Self-Managed Teams 303 / Improving the Success Rate of Self-Managed Teams 304 / The Changing Role of Leadership in Self-Managed Teams 306 / The Challenges of Implementing Self-Managed Teams 307
Chapter Summary 308 Key Terms 310 Review Questions 310 Critical Thinking Questions 311 CASE: Frederick W. SmithFedEx 311 VIDEO CASE: The NEADS Team: People and Dogs 313 Behavior Model Skills Training 313 Leadership Decision-Making Model: (Part I) 314 Behavior Model Video 8.1 and Video Exercise: (Part II) 316 Developing Your Leadership Skills 1: (Parts III & IV) 317 Developing Your Leadership Skills 2: Individual Versus Group Decision Making 319
PART THREE ORGANIZATIONAL LEADERSHIP 321
CHAPTER 9 Charismatic and Transformational Leadership 322 Charismatic Leadership 324
Webers Conceptualization of Charisma 324 / Locus of Charismatic Leadership 325 / The Effects of Charismatic Leaders on Followers 326 / How One Acquires Charismatic Qualities 328 / Charisma: A Double-Edged Sword 329
Transformational Leadership 331 The Effects of Transformational Leadership 331 / Transformational versus Transactional Leadership 332 / Self-Assessment 1: Are You More of a Transformational Leader? 332 / The Transformation Process 334
xii CONTENTS
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Charismatic and Transformational LeadershipAn Integrated Perspective 336 Qualities of Effective Charismatic and Transformational Leadership 336 / Transformational and Charismatic Leader Behaviors 340 / Differentiating between Charismatic and Transformational Leadership 342 / Self-Assessment 2: Are You More Charismatic, Transformational, or Both? 344
Stewardship and Servant Leadership 345 Defining Stewardship and Servant Leadership 346 / The Effective Steward Leader 346 / The Effective Servant Leader 347 / Self-Assessment 3: Personality and Charismatic and Transformational Leadership 348
Chapter Summary 349 Key Terms 351 Review Questions 351 Critical Thinking Questions 351 CASE: Ursula Burns: Xeroxs Chairwoman and CEO 352 VIDEO CASE: Timbuk2: Former CEO Sets a Course 354 Developing Your Leadership Skills 1: Is the President of the United States a Charismatic Leader? 354
CHAPTER 10 Leadership of Culture, Ethics, and Diversity 356 What Is Organizational Culture? 358
The Power of Culture 359 / Low- and High-Performing Cultures 360 / The Leaders Role in Influencing Culture 364 / Types of Culture 366 / National Culture IdentitiesHofstedes Value Dimensions 369
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