andrew i. dubrin b09-1301 - verbundzentrale des · chapter 1 the nature and importance of...

I N T E R N A T I O N A L E D I T I O N

Andrew i . DuBrin

B09-1301

PREFACE XViii

CHAPTER 1 The Nature and Importance of Leadership 1The Meaning of Leadership 2

Leadership as a Partnership 4Leadership as a Relationship 4Leadership Versus Management 5

The Impact of Leadership on Organizational Performance^ 6

Leader in Action: A Full-Time Manager for a Law Firm? 7

Research and Opinion: Leadership Does Make a Difference 8Research and Opinion: Formal Leadership Does Not Make a Difference 9

Leadership Roles 12

Leadership Self-Assessment Quiz 1-1: Readiness for theLeadership Role 12

The Satisfactions and Frustrations of Being a Leader 16

Satisfactions of Leaders 16

Leadership Skill-Building Exercise 1-1: My Leadership Role Analysis 17

Dissatisfactions and Frustrations of Leaders 18

A Framework for Understanding Leadership 20

Skill Development in Leadership 21

Leadership Skill-Building Exercise 1-2: My Leadership Portfolio 23

Leadership Self-Assessment Quiz 1-2: The LeadershipExperience Audit 23

Followership: Being an Effective Group Member 24

Types of Followers 25Essential Qualities of Effective Followers 26Collaboration Between Leaders and Followers 27

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CONTENTS

Summary • Key Terms • Guidelines for Actionand Skill Development 27-28

Leadership Case Problem A: Highland Homes Goes for the Green 29

Leadership Case Problem B: The Subprime Department Blues 30

internet Skill-Building Exercise: Key Leadership Topics 30

CHAPTER 2 Traits, Motives/and Characteristics of Leaders 31Personality Traits of Effective Leaders 33

General Personality Traits 33

Leadership Self-Assessment Quiz 2-1: Behaviors and Attitudesof a Trustworthy Leader 36

Leadership Self-Assessment Quiz 2-2: The Assertiveness Scale 39

Task-Related Personality Traits 42

Leadership Skill-Building Exercise 2-1: A Sense of Humor on the Job 43

Leadership Motives 47

The Power Motive 47

Leadership Skill-Building Exercise 2-2: Developing an internalLocus of Control 48

The Drive and Achievement Motive 50Tenacity and Resilience 50

Leadership Self-Assessment Quiz 2-3: Personal Resiliency Quiz 51

Cognitive Factors and Leadership 52

Cognitive (or Analytical) intelligence 52Knowledge of the Business or Group Task 53

Leader in Action: Former Nike and Coors Leader Frits van paasschenTries the Hotel Business 54

Creativity 55Insight into People and Situations 55Farsightedness and Conceptual Thinking 56The WICS Model of Leadership in Organizations 56

The influence of Heredity and Environment on Leadership 57Leadership Skill-Building Exercise 2-3: Group Feedbackon Leadership Traits 58

The Strengths and Limitations of the Trait Approach 59Summary • Key Terms • Guidelines for Actionand Skill Development 60-61Leadership Case Problem A: The Methodical John Thain TakesOver at Merrill 62Leadership Case Problem B: Amy Touchstone Wants to ShapeUp the Club 64

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Leadership Skill-Building Exercise 2-4: My Leadership Portfolio 65internet Skill-Building Exercise: Measuring Your Emotionalintelligence 65

CHAPTER 3 Charismatic and Transformational Leadership 66The Meanings of Charisma 68

Charisma: A Relationship Between the Leader, Group Members,and Other Stakeholders 68The Effects of Charisma 69

Types of Charismatic Leaders 70

Characteristics of Charismatic Leaders 72

Leadership Self-Assessment Quiz 3-1: The EmotionalExpressiveness Scale 74

The Vision Component of Charismatic Leadership 75

Leadership Skill-Building Exercise 3-1: Formulating a Vision 77

The Communication Style of Charismatic Leaders 77

Management by inspiration 77Management by Storytelling 78

Leadership Skill-Building Exercise 3-2: CharismaticLeadership by Storytelling 79

The Development of Charisma 79

Leadership Self-Assessment Quiz 3-2: The PersonalMagnetism Deficit inventory 79

Techniques for Developing Charisma 81

Transformational Leadership 83

How Transformations Take Place 84Attributes of Transformational Leaders 86The impact of Transformational and Charismatic Leadershipon Performance and Behavior 87

Leader in Action: Swashbuckling Richard Branson of theVirgin Group 88

Concerns About Charismatic Leadership 90

Challenges to the Validity of Charismatic Leadership 90The Dark Side of Charismatic Leadership 91


Leadership Case Problem A: The Image Doctor is in 94

Leadership Case Problem B: Time to Rebound at Willow Pond 95


internet Skill-Building Exercise: Charisma Tips from the internet 96

CONTENTS VII

CHAPTER 4 Leadership Behaviors, Attitudes, and Styles 97The Classic Dimensions of Consideration and Initiating Structure 98

Task-Related Attitudes and Behaviors 101

Leader in Action: Top Brass Try Life in the Trenches 103

Leadership Skill-Building Exercise 4-1: Feedback Skills 104

Leadership Self-Assessment Quiz 4-1: Task-Oriented Attitudesand'Behaviors 105

Relationship-Oriented Attitudes and Behaviors 106

Leadership Skill-Building Exercise 4-2: Clarifying Your Work values 109

360-Degree Feedback for Fine-Tuning a Leadership Approach 110

Leadership Skill-Building Exercise 4-3: Applying Relationship-Orientedand Task-Oriented Attitudes and Behaviors 111

Leadership styles 112

Participative Leadership 113Autocratic Leadership 114

Leadership Self-Assessment Quiz 4-2: What Style of Leader Are Youor Would You Be? 115

Leadership Grid™ Styles 117Entrepreneurial Leadership 117

Leadership Self-Assessment Quiz 4-3: what is Your Propensityfor Taking Risks? 120

Gender Differences in Leadership Style 121

Leadership Skill-Building Exercise 4-4: Entrepreneurial Leadership 122

Selecting the Best/Leadership Style 123

Leadership Self-Assessment Quiz 4-4: How Flexible Are You? 124

Leadership Skill-Building Exercise 4-5: Contrasting Leadership styles 125


Leadership Case Problem A: Is Margo Too Macro? 128

Leadership Case Problem B: Failure Pumps Up Dick Enrico 129


internet Skill-Building Exercise: Identifying Leadership Behaviorsand Attitudes 131

CHAPTER 5 Contingency and Situational Leadership 132Situational Influences on Effective Leadership Behavior 133

Fiedler's Contingency Theory of Leadership Effectiveness 134

Measuring Leadership Style: The Least Preferred Coworker (LPC) Scale 135

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Leadership Self-Assessment Quiz 5-1: The Least Preferred Coworker (LPC)Scale for Measuring Leadership Style 135

Measuring the Leadership Situation 137Overall Findings 137Making the Situation More Favorable for the Leader 138Evaluation of Fiedler's Contingency Theory 139

The Path-Goal Theory of Leadership Effectiveness 139

Matching the Leadership Style to the Situation 140Steps Leaders Can Take to influence Performance and Satisfaction 141

Situational Leadership® II (SLll) 142

Leadership Self-Assessment Quiz 5-2: Measuring YourSituational Perspective 143

Basics of SLll 144Evaluation of SLll 146

Leadership Skill-Building Exercise 5-1: Applying SituationalLeadership II 146

The Normative Decision Model 147

Decision-Making Styles 147Contingency Factors and Application of the Model 147

Leadership Skill-Building Exercise 5-2: Applying theTime-Driven Model 150

Cognitive Resource Theory: How intelligence, Experience,and Stress influence Leadership 151

Contingency Leadership in the Executive Suite 152

Leader in Action: Big Eddie Knows How to Deal 155

Leadership During a Crisis 157

Evidence-Based Leadership for the Contingencyand Situational Approach 159


Leadership Case Problem A: Keeping the Cloud ComputingMastermind Happy 163

Leadership Case Problem B: Oh Rats, What a Problem 164


internet Skill-Building Exercise: Crisis Management 165

CHAPTER 6 Leadership Ethics and Social Responsibility 166Principles and Practices of Ethical and Moral Leadership 167

Leadership Self-Assessment Quiz 6-1: The Leader integrity Scale 168

CONTENTS iX

Five Ethical Leadership Behaviors 170Factors Contributing to Ethical Differences 172

Leadership Self-Assessment Quiz 6-2: The Air Force CharacterAttributes Checklist 174

the Ethical Mind for Leaders 175

Guidelmes for Evaluating the Ethics of a Decision 176

Leadership Skill-Building Exercise 6-1: The Best Buy In-Store Web Site 177

A Sampling of unethical Leadership Behaviors 178

Leadership, Social Responsibility, and Creating an EthicalOrganizational Culture 178

Providing Strategic Leadership of Ethics and Social Responsibility 180Creating a Pleasant Workplace 181Helping Build a Sustainable Environment 182Engaging in Philanthropy 183

Leadership Skill-Building Exercise 6-2: Conductingan Environmental Audit 184

working with Suppliers to improve Working Conditions 184

Leader in Action: Joe Crosby of Coach's Low Country BrandsHelps the community 185

Establishing Written Codes of Ethical Conduct 185Developing Formal Mechanisms for Dealing with Ethical Problems 186Accepting Whistleblowers 186Providing Training in Ethics and Social Responsibility 187Placing Company Interests over Personal Interests 187

Leadership Skill-Building Exercise 6-3: Dealing with DefiningMoments 188 /

Ethical Behavior and Organizational Performance 188

Summary • Key Terms • Guidelines for Actionand Skill Development 190

Leadership Case Problem A: Rent-Way Slides Away 191

Leadership Case Problem B: "GE, Can't You Just Shut Upand Sell us Stuff?" 193


internet Skill-Building Exercise: Career Consequences of unethicalLeadership Behavior 195

CHAPTER 7 Power, Politics, and Leadership 196Sources and Types of Power 198

Position Power 198Personal Power 199

CONTENTS

Manager Assessment Quiz 7-1: Rating a Manager's Power 200

Power Stemming from Ownership 201Power Stemming from Dependencies 201Power Derived from Capitalizing on Opportunity 202Pdwer Stemming from Managing Critical Problems 203Power Stemming from Being Close to Power 203

Tactics for Becoming an Empowering Leader 203

Leader in Action: A. G. Lafley, The Widely AdmiredBig Company Executive 204

The Nature of Empowerment 204Empowering Practices 205

Leadership Self-Assessment Quiz 7-1: Becomingan Empowering Manager 207

Effective Delegation and Empowerment 209

Leadership Skill-Building Exercise 7-1: Conductingan Empowerment Session 210

Factors That Contribute to Organizational Politics 210

Pyramid-Shaped Organization Structure 211Subjective Standards of Performance 211Environmental Uncertainty and Turbulence 211Emotional insecurity 211Machiavellian Tendencies 212

Encouraging Admiration from Subordinates 212

Political Tactics and Strategies 212

Ethical Political Tactics and Strategies 212Leadership Self-Assessment Quiz 7-2: The Positive OrganizationalPolitics Questionnaire 213

Leadership Skill-Building Exercise 7-2: Paying Back Favorsfrom Network Members 217

Leadership Skill-Building Exercise 7-3: Flattery Role Play 219

unethical Political Tactics and Strategies 220

Exercising Control over Dysfunctional Politics 222

Leadership Skill-Building Exercise 7-4: Controlling Office Politics 224


Leadership Case Problem A: Kimberly Davis DancesAround Mergers 226

Leadership Case Problem B: YO-YO Empowerment at Direct Mail inc. 227


Internet Skill-Building Exercise: Advice About Office Politics 228

CONTENTS XI

CHAPTER 8 Influence Tactics of Leaders 229A Model of Power and influence 231

Description and Explanation of Influence Tactics 232

Leadership Self-Assessment Quiz 8-1: Survey of influence Tactics 233

Essentially Ethical and Honest Tactics 234Essentially Dishonest and Unethical Tactics 238

Leadership Self-Assessment Quiz 8-2: Measure of Ingratiating Behaviorin Organizational Settings (MIBOS) 240

Leadership influence for Organizational Change 242

Leadership Skill-Building Exercise 8-1: Ethical Influence Tactics 243

Leadership Skill-Building Exercise 8-2: Identifying Influence Tactics 243

Leader in Action: Starbucks' Developer Attempts to Perk Up the Place 245

Relative Effectiveness and Sequencing of Influence Tactics 246

Relative Effectiveness of Influence Tactics 246Sequencing of Influence Tactics 247

Leadership Skill-Building Exercise 8-3: Applying Influence Tactics 248

implicit Leadership Theories and Leadership Influence 249


Leadership Case Problem A: Be Fit or Be Out of Favor at CFl Westgate 252

Leadership Case Problem B: The Chief Avon Lady Attemptsa Makeover 253


internet Skill-Building Exercise: How Machiavellian Are You? 254

CHAPTER 9 Developing Teamwork 255Leadership Self-Assessment Quiz 9-1: The Teamwork Checklist 257

The Leader's Role in the Team-Based Organization 258

Leader Actions That Foster Teamwork 259

Actions Leaders Can Take Using Their Own Resources 260

Leadership Skill-Building Exercise 9-1: Shelters for the Homeless 262

Leadership Self-Assessment Quiz 9-2: Team Player Attitudes 263

Leadership Self-Assessment Quiz 9-3: OvercomingMicromanagement 266

Actions Generally Requiring Organization Structure or Policy 268

Offsite Training and Team Development 270

Features of Outdoor and Offsite Training Programs 271

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Leader in Action: Developing the Leadership Team at Molson Coorsby Helping Habitat for Humanity 272

Leadership Skill-Building Exercise 9-2: The Newspaper Shelter 273

Leadership Skill-Building Exercise 9-3: Trust Me 273

Evaluation of Outdoor Training for Team Development 274

The Leader-Member Exchange Model and Teamwork 274

Different-Quality Relationships 275First Impressions 277

Summary • Key Terms • Guidelines for Actionand Skill Development 278

Leadership Case Problem A: Why Can't we Work Like a Real Team? 279

Leadership Case Problem B: Over the Top at Bell ExpressVu 281


internet Skill-Building Exercise: Are Team Leadership Skills or TeamworkSkills in Demand? 282

CHAPTER 10 Motivation and Coaching Skills 283Leadership Self-Assessment Quiz 10-1: My Approachto Motivating Others 285

Expectancy Theory and Motivational Skills 286

Basic Components of Expectancy Theory 287Leadership Skills and Behaviors Associated with Expectancy Theory 289

Goal Theory 290

Basic Findings of Goal Theory 290

Leadership Skill-Building Exercise 10-1: Estimating Valencesfor Applying Expectancy Theory 291

Underlying Mechanisms and Concerns 293

Leadership Skill-Building Exercise 10-2: The Application of Goal Theory 294

Using Recognition and Pride to Motivate Others 294

Leadership Self-Assessment Quiz 10-2: How MuchDo I Crave Recognition? 295

Appealing to the Recognition Need of Others 296Appealing to Pride 297Equity Theory and Social Comparison 298

Leadership Skill-Building Exercise 10-3: The Applicationof Equity Theory 299

Coaching as an Approach to Motivation 300

Key Characteristics of Coaching 300Fallacies About Coaching 301

CONTENTS

Leader in Action: Doug Conant of Campbell Soup DemandsTalent Development 302

Coaching Skills and Techniques 302

Leadership Self-Assessment Quiz 10-3: Characteristicsof an Effective Coach 305

Executive Coaching and Leadership Effectiveness 306

Specific Forms of Assistance Provided by Executive Coaches 306

Leadership Skill-Building Exercise 10-4: Coachingfor Improved Performance 307

Contributions of and Concerns About Executive Coaching 308


Leadership Case Problem A: Justin Salisbury Tries a Little Recognition 311

Leadership Case Problem B: Coach sally Gorman 312


internet Skill-Building Exercise: Dream Job Coaching 314

CHAPTER 11 Communication and Conflict Resolution Skills 315Leadership Self-Assessment Quiz 11-1: A Self-Portraitof My Communication Effectiveness 317

Inspirational and Powerful Communication 318

Speaking and Writing 318The Six Basic Principles of Persuasion 323Nonverbal Communication Including Videoconferencing 324

Listening as a Leadership Skill 326

Leadership Skill-Building Exercise 11-1: Feedback on Verbaland Nonverbal Behavior 327

Selective Listening to Problems 327Making the Rounds 328

Leadership Skill-Building Exercise 11-2: Leadership Listening 329

Leader in Action: Automotive Systems Leader Engagesin Two-Way Communication 329

Overcoming Cross-cultural Communication Barriers 330

Leadership Self-Assessment Quiz 11-2: Cross-cultural Skillsand Attitudes 330

The Leader's Role in Resolving Conflict and Negotiating 334

Conflict Management Styles 335

Leadership Self-Assessment Quiz 11-3: My Conflict Resolution Style 336

Resolving Conflict Between Two Group Members 337Negotiating and Bargaining 339

XiV CONTENTS

Leadership Skill-Building Exercise 11-3: integrative Bargaining 342


Leadership Case Problem A: Jason Makes the Rounds 344

Leadership Case Problem B: west Coast wellness on the Go 346


Internet Skill-Building Exercise: What Is Your influence Quotient? 347

CHAPTER 12 Creativity, Innovation, and Leadership 348Steps in the Creative Process 349

Characteristics of Creative Leaders 351

Knowledge 351

Leadership Self-Assessment Quiz 12-1: The Creative Personality Test 352

Cognitive Abilities 354Personality 354Passion for the Task and the Experience of Flow 355

The Componential Theory of Individual Creativity 355

Overcoming Traditional Thinking as a Creative Strategy 356

Modern Business Examples of Thinking Outside the Box 357

Organizational Methods to Enhance Creativity 358Systematically Collecting Fresh ideas 358Brainstorming 359

Leadership Skill-Building Exercise 12-1: Choose an EffectiveDomain Name 360

Using the Pet-Peeve Technique 361

Leadership Skill-Building Exercise 12-2: The Pet-Peeve Technique 362

Equipping a Kitchen for the Mind 362

Self-Help Techniques to Enhance Creative Problem Solving 362

Practicing Creativity-Enhancing Exercises 363Staying Alert to Opportunities 363

Leadership Skill-Building Exercise 12-3: Word Hints to Creativity 364

Maintaining an Enthusiastic Attitude, Including Being Happy 364Maintaining and Using a Systematic Place for Recording Your ideas 365Playing the Roles of Explorer, Artist, Judge, and Lawyer 365Engaging in Appropriate Physical Exercise 366

Establishing a Climate and Culture for Creative Thinking 366

Leadership Diagnostic Activity 12-1: Assessing the Climatefor innovation 367

Leadership Practices for Enhancing Creativity 368Methods of Managing Creative workers 370

CONTENTS XV

Leader in Action: CEO Josh Linkner Builds a Cultureof Creativity at ePrize 371

Additional Leadership Practices That Enhance Innovation 372


Leadership Case Problem A: Hitting Paydirt 376

Leadership Case Problem B: Sparking Innovation at Gap 377


Internet Skill-Building Exercise: Creativity in Business 379

CHAPTER 13 International and Culturally Diverse Aspectsof Leadership 380The Advantages of Managing for Diversity 382

Leadership Skill-Building Exercise 13-1: Capitalizing on Diversity 385

Cultural Factors influencing Leadership Practice 385

Key Dimensions of Differences in Cultural Values 385

Leadership Self-Assessment Quiz 13-1: Charting Your Culturalvalue Profile 388

Cultural Values and Leadership Style 389

Cultural Sensitivity and Cultural Intelligence 391

Cultural Sensitivity 391

Leadership Self-Assessment Quiz 13-2: My Tolerance for CulturalDifferences 391

Leader in Action: IBM Manager Adapts His Approachto Different Generations 394

Cultural Intelligence 394

Global Leadership Skills 395

A Proposed Model for Global Leadership skills 395Success Factors in International Management Positions 396Motivating and Inspiring Workers in Other Cultures 397

Leadership initiatives for Achieving Cultural Diversity 398

Hold Managers Accountable for Achieving Diversity 399Establish Minority Recruitment, Retention, and Mentoring Programs 399Conduct Diversity Training 400

Leadership Skill-Building Exercise 13-2: The Diversity Circle 401

Conduct Cross-Cultural Training 402Encourage the Development of Employee Networks 403Avoid Group Characteristics When Hiring for Person-Organization Fit 404Attain Diversity Among Organizational Leaders 405

XVi CONTENTS


Leadership Case Problem A: Can Howard Stringer Fix Sony? 408

Leadership Case Problem B: Curses, Foiled Again in France 409


internet Skill-Building Exercise: Test Yourself for Hidden Bias 411

CHAPTER 14 Strategic Leadership and KnowledgeManagement 412The Nature of Strategic Leadership 413

High-Level Cognitive Activity of the Leader 414

Leadership Self-Assessment Quiz 14-1: Are Youa Strategic Thinker? 415

Gathering Multiple Inputs to Formulate Strategy 416Anticipating and Creating a Future 417Revolutionary and Contrarian Thinking 417Creating a Vision 418

Conducting a SWOT Analysis 419

Internal Strengths 419internal weaknesses 420External Opportunities 420External Threats 420

Leadership Skill-Building Exercise 14-1: Conducting a SWOT Analysis 421

A Sampling of Business Strategies Formulated by Leaders 421

Knowledge Management and the Learning Organization 425

Leader in Action: Julia Stewart, Queen of IHOPand Applebee's international 426

Knowledge Management 427

Leadership Self-Assessment Quiz 14-2: Do You workfor a Learning Organization? 428

Leadership Self-Assessment Quiz 14-3: My Attitudes TowardSharing Knowledge 433

The Learning Organization 434


Leadership Case Problem A: Samsung Sings a Different Tune 437

Leadership Case Problem B: IHOP Wants to Rejuvenate Applebee's 439


internet Skill-Building Exercise: Professional Assistance in ImplementingKnowledge Management 441

CONTENTS XVli

CHAPTER 15 Leadership Development and Succession 442Development Through Self-Awareness and Self-Discipline 444

Leadership Development Through Self-Awareness 444Leadership Development Through Self-Discipline 446

Leadership Self-Assessment Quiz 15-1: The InterpersonalSkills Checklist 447

Development Through Education, Experience, and Mentoring 448

Education 448Experience 449Mentoring 452

Leadership Self-Assessment Quiz 15-2: My AttitudesToward Mentoring 453

Leadership Development Programs 455

Leader in Action: Compensation Consultant Kathy van Neck Benefitsfrom Formal Mentoring 456

Types of Leadership Development Programs 457

Leadership Succession 461

How the Board Chooses a Successor 461Succession Planning at General Electric 462The Emotional Aspects of Leadership Succession 462Developing a Pool of Successors 463Growing Inside-Outside Leaders 464

Challenges of Being a New Leader 464

Leadership Skill-Building Exercise 15-1: Building for the Future 466


Leadership Case Problem A: The Leadership inventory Chartat Pine Grove 468

Leadership Case Problem B: No-Holds-Barred Feedback in Aspen 471


Internet Skill-Building Exercise: A Scientific Approachto Succession Planning 473

Endnotes 474

Glossary 499

Name Index 505

Organization index 508

Subject index 509

andrew i. dubrin b09-1301 - verbundzentrale des · chapter 1 the nature and importance of...

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