Developing Potential Across a Full Range of Leadership TM: Cases on Transactional and Transformational Leadership

190 Pages·2001·41.68 MB·English

by  Bruce J. Avolio

This Page Intentionally Left Blank
DEVELOPING POTENTIAL ACROSS
A FULL RANGE OF LEADERSHIP"
Cases on Transactional
and Transformational Leadership
Edited by
Bruce J. Avolio
Bernard M. Bass
Center for Leadership Studies
School of Management
SUNY-Binghamton
LAWRENCE ERLBAUM ASSOCIATES, PUBLISHERS
2002 Mahwah. New Jersey London
Copyright 0 2002 by Lawrence Erlbaum Associates. Inc.
All rights reserved. No part of the book may be reproduced In
any form, by photostat, microform, retrleval system, any other
or
means, without the prior written permission of the publisher.
Lawrence Erlbaum Associates. Inc.. Publishers
10 Industrial Avenue
Mahwah. New Jersey 07430
I I
Coverd eslgnb yK athrynH oughtaling-Lacey
Llbmy of Congress Cataloglngin-PublicatJonD ata
Developing potential across a full range of leadershlps :C ases on transactional and
transformational leadership/ Bruce J. Avolio and Bernard Bass.
M.
cm p. .
Includes bibliographical references and indexes.
ISBN 080583894-5 (pbk. :a lk. paper)
1. Leadershipcase studies. 1 .Avolio, Bruce J. 11 .Bass, Bernard M.
HD57.7 2002
.D498
658.4092-dc21 2001433043
CIP
Books published by Lawrence Erlbaum Associates are printed acld-free paper,
on
and their bindings are chosen for strength and durability.
Printed In the United States of America
l 0 9 8 7 6 5 4 3 2 1
Contents
Preface vii
Introduction 1
I ATITI'UDFS AND BEHAVIOR INDMDUAL LEADER!5
OF
1 Still Flylng HighA fteAr ll TheseY earsa St outhwesAt irlines 13
TPh2oo wu Cge hollt'lssin on Leadership 16
3 In the Land of Cornflakes andA Cs saerm bly 20
4 Can You Name AmeSreicv ae'sn BBoe ssste s? 24
Listening by 5 Leading 36
6 PaGtraic lliua p, CEO, PC Connection (Excerpts) 42
Leadership 7 Global
48
LeadeI n8rss htiTilDplus r ranmar ao und 55
Ladies 9 Leading 62
10 The Many Facets oLfe aTdi nears'sh ip 66
V
vi c o r n
I1 DEVELOPMENTA ND SUCCESSION
LEADER
11 Playing Powell Politics 73
12 Larry Bossidy 76
13 Gertrude Boyle 79
14 A. Diane Moeller: A Talk With the Healthcare Forum’s
Incoming Chair 84
15 Leadership of Renewal: Leadership for the 21st Century 88
16 Profiles of Successful Women Managers 96
Two
17 Nimrod Press 98
111 AND IMPLEMENTATION
STRATEGIES THEIR
18 The Future at Telview 111
19 David Glassman: Division Manager in Telview 116
20 Joan Rivers’ Memo 125
21 Back to theP ast When the Future Seemed So Obvious 130
22 Amy’sD ebrief 134
23 A Doll’s House 138
N ETHICALISSUES
24 Managerial Ethical Leadership: Adrian Cadbury 149
25 JimC orby 152
26 The Commandant’s Dilemma 154
27 Jack Gets a Grip 159
28 The Fine Art of Leadership 164
Preface
This is a volume of 28 cases. In each case, the focusi s on the leadership
style of the key players. The cases were chosen to present all facets of a
model of leadership, which says that the most effective leaders are both
transformational and transactionailn their leaderships tyle. Cases were se-
lected for inclusion and/or developed to provide examples of leaders from
across the spectrum of public and private sectors. Specific emphasis was
placed on selecting male and female leaders from a broada rray of cultures.
Purpose of This Book A great deal has been written about am odel of
leadership that we refer to as a "full range" of leadership potential. This
book adds to the literatureb,y highlighting specific people who exemplify
the various styles and orientationsre garding a full range of leadership PO-
tential.
lntended Audience. We expect that practitioners who conduct orf acili-
tate leadership traininwg ill find this book quite useful to their work. In ad-
dition, managers interested in developing their own leadership potential
will be able to learnb y example how different styles affect leadership per-
formance. This book can also be used as a supplement to other books on
leadership for undergraduate, graduate, and executive education courses
in management.
vii
viii PREFACE
Transformational leaders tend to be:
Idealized andin spiring: They act as role models; take calculated risks; dem-
onstrate high standards of ethical conduct: and are admired, respected, and
trusted by their followers. Such leaders provide meaning and challenge.
They arouse team spirite, nvision attractive futures, and demonstraat cel ear
sense of purpose and commitment to them ission.
Intellectually stimulating: They frame and reframe problems, question as-
sumptions, and stimulatfeo llowers and peerst o creative thinking and inno-
vation.
Individuallyconsiderate:T hey show concernfo r the well-being of each per-
son theyw ork with, and treat eacha s an individual with unique needs and
capabilities. They place a considerable amount of attention on developing
each person to his or her full potential.
Transactional leaders tend to be:
Contingently rewardingT: hey provide rewards and/or promisefso r people
who meet standards of performance set jointly or by thel eader.
Active in managingb y exception: They monitor followers' performanacne d
take corrective action as needed.
Nontransactional passive leaders wait for problems to arise before taking
action, avoid making decisions, or are not aroundw hen needed.
Each leader has a profile that includes some or all of these transfor-
mational, transactional, andn ontransactional behaviors. The better leaders
do both, and the beslet aders are more transformational than transactional.
In the first 27 cases, ybu will find one or more componentso f a full range
of leadership illustrated for discussion. Some of the leadersp rofiled exhibit
certain components of leadership to a much greater extent than they do
other components.
Case 28 illustrates a false leadership. The leaders discussed seem like
transformational leaders but think and act in ways to benefit only them-
selves at thee xpense of others-they are pseudotransformational and pseu-
dotransactional leaders.
Discussion of the cases highlights how to build balance in one's leader-
ship profile to optimize the potential of leaders, followers, and their organi-
zations. The presence or absenceo f styles in a wide variety of contexts is
discussed in terms of the effects on individuals, groups, or organizations.
Discussion questions are posed at the endo f each case. The book begins
with an overview of what constitutes transactional and transformational
PREFACE ix
leadership. This discussion is then expanded to include what we term a Full
range of leadership potentialTM.
We wish to acknowledge Juliette Monet and Ben Laurenzi fort heir assis-
tance in helping identify the cases that were ultimately selected; Wendy
Kramer, who helped put all the pieces together: and Sally Bowers, Berna-
dette Cencetti, and Maureen Whitney for their data-processing assistance.
-Bruce J. Auolio
-Bernard M. Bass
Binghamton, New York