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Leadership: Theory, Application, & Skill Development

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Leadership: Theory, Application, & Skill Development APPLICATIONS SKILL DEVELOPMENT APPLYING THE CONCEPT SKILL-DEVELOPMENT EXERCISES MODELS (total of 39; average of 3 boxes, 18 (total of 30; average of 2 per 3.1 Writing Effective Objectives applications per chapter; partial chapter) Model listing below) 1.1 Getting to Know You by 3.2 Giving Praise 1.1 Leadership Managerial Roles Name 4.1 The Negotiation Process 2.3 Achievement Motivation 1.2 Identifying Leadership 6.1 The Oral Message-Sending Theory Traits and Behaviors Process 3.2 The Leadership Grid 2.1 Improving Attitudes and 6.2 Job Instructional Training Steps 4.2 Using Power Personality Traits 6.3 The Performance Formula 5.3 Path-Goal Leadership 2.2 Personality Perceptions 6.4 Coaching Model 6.3 Selecting Conflict 2.3 Ethics and Whistleblowing 6.5 The Collaborating Conflict Management Styles 3.1 Writing Objectives Style 7.1 In-Groups versus Out-Groups 3.2 Giving Praise 6.6 Situational Communication 8.4 Group Problem People 4.1 Influencing Tactics 7.1 Steps in the Delegation Model 9.4 Transformational or 4.2 Influencing, Power, and 8.1 Leadership Decision Making Transactional Leadership Politics 10.1 Low- or High-Performance 4.3 Networking Skills SELF-ASSESSMENT EXERCISES Culture 4.4 Car Dealer Negotiation (total of 37; average of 3 per 11.2 Strategic Thinking 5.1 Identifying Normative chapter) 12.2 Traditional or Learning Leadership Styles 1.1 Leadership Potential Organization 5.2 Using the Normative 1.2 Names Leadership Models 2.1 Personality Profile WORK APPLICATION 6.1 Giving Instructions 2.2 Motive Profile (total of 107; average of 9 per 6.2 Situational Communications 2.3 Motive Profile with Socialized chapter; sample below) 6.3 Coaching Power 1.4 Are the managers where you 6.4 Initiating Conflict Resolution 2.4 Leadership Interest work(ed) effective at 7.1 Improving Dyadic 2.5 Theory X and Theory Y influencing their employees Relationships—Followership Attitudes to bring about change? 7.2 Delegating 2.6 How Ethical Is Your Behavior? Explain. 8.1 Deciding Which Leadership 3.1 Your Leadership Style Decision-Making Style to Use 3.2 Your Personality Traits and CASES: CHAPTER OPENING 8.2 Individual Versus Group Leadership Styles Decision Making 1. General Electric (GE) 3.3 Job Motivators and 9.1 Is the President of the United 2. Lorraine Monroe Maintenance Factors States a Charismatic Leader? 3. Market America 4.1 Influencing Tactics, Power, and 10.1 Identifying and Improving 4. Mark Cuban Personality Traits Organizational Culture 5. Indra Nooyi (PepsiCo) 4.2 Use of Political Behavior 10.2 Diversity Training 6. The Ranch Golf Club 4.3 Networking 10.3 Developing an Effective 7. Joel Osteen 4.4 Negotiating Multicultural Team 8. John Chambers (Cisco) 5.1 Leadership Style 11.1 Strategic Planning 9. Oprah Winfrey 5.2 Your Personality and 11.2 Planning a Change Using 10. Andrea Jung (Avon) Contingency Leadership the Force-Field Model 11. Google Theories 11.3 Managing Change at Your 12. Rick Wagoner (GM) 5.3 Determining Your Preferred College Normative Leadership Style 12.1 Handling a Crisis COMMUNICATION SKILLS 5.4 Your Leadership Continuum 12.2 The Learning Organization and Path-Goal Leadership (total of 84; average of 7 per Styles chapter; sample below) 3.5 Which of the three process motivation theories do you Continued on prefer? Why? 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 VP/Editorial Director: Jack W. Calhoun graphic, electronic, or mechanical, including but not limited to photocopying, Editor-in-Chief: Melissa S. Acuña recording, scanning, digitizing, taping, Web distribution, information networks, Executive Editor/Acquisitions Editor: Joe Sabatino or information storage and retrieval systems, except as permitted under Section Developmental Editor: Leslie Kauff man, LEAP 107 or 108 of the 1976 United States Copyright Act, without the prior written Publishing Services permission of the publisher. Editorial Assistant: Ruth Belanger For product information and technology assistance, contact us at Executive Marketing Manager: Kimberly Kanakes Cengage Learning Customer & Sales Support, 1-800-354-9706 Sr Marketing Coordinator: Sarah Rose For permission to use material from this text or product, Sr Marketing Communications Manager: Jim submit all requests online at www.cengage.com/permissions Overly Further permissions questions can be emailed to Marketing Manager: Clint Kernen [email protected] Director, Content and Media Production: Barbara Fuller-Jacobsen ExamView® is a registered trademark of eInstruction Corp. Windows is a registered trademark of the Microsoft Corporation used herein under license. Content Project Manager: Emily Nesheim Macintosh and Power Macintosh are registered trademarks of Apple Computer, Media Editor: Danny Bolan Inc. used herein under license. Sr Manufacturing Coordinator: Doug Wilke © 2010 Cengage Learning. All Rights Reserved. Production Service: Integra Cengage Learning WebTutor™ is a trademark of Cengage Learning. Sr Art Director: Tippy McIntosh Internal Design: Patti Hudepohl Library of Congress Control Number: 2008939476 Cover Design: Tippy McIntosh ISBN-13: 978-0-324-59655-7 Cover Image: David Madison, Photographer’s ISBN-10: 0-324-59655-3 Choice/Getty Text Permissions Manager: Roberta Broyer South-Western Cengage Learning Photo Permissions Manager: Mandy Groszko 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 1 2 3 4 5 6 7 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 BRIEF CONTENTS Preface xiii Acknowledgments xxiii About the Authors xxvi part one Individuals as Leaders 1 1 Who Is a Leader? 2 2 Leadership Traits and Ethics 30 3 Leadership Behavior and Motivation 68 4 Influencing: Power, Politics, Networking, and Negotiation 108 5 Contingency Leadership Theories 150 part two Team Leadership 187 6 Communication, Coaching, and Conflict Skills 188 7 Leader–Follower Relations 238 8 Team Leadership and Self-Managed Teams 278 part three Organizational Leadership 327 9 Charismatic and Transformational Leadership 328 10 Leadership of Culture, Ethics, and Diversity 368 11 Strategic Leadership and Change Management 416 12 Crisis Leadership and the Learning Organization 450 Appendix: Leadership and Spirituality in the Workplace 481 Glossary 487 Endnotes 492 Index 515 iv CONTENTS Preface xiii Acknowledgments xxiii About the Authors xxvi part one Individuals as Leaders 1 1 WHO IS A LEADER? 2 Leadership Is Everyone’s Business 3 Why Leadership Is Important 4 / Defining Leadership 5 / Self-Assessment 1: Leadership Potential 5 / Are Leaders Born or Made? 9 Leadership Managerial Roles 9 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 2 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
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