Table Of Content

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 3.3 Job Motivators and 1. General Electric (GE) 9.1 Is the President of the United Maintenance Factors 2. Lorraine Monroe States a Charismatic Leader? 4.1 Influencing Tactics, Power, and 3. Market America 10.1 Identifying and Improving Personality Traits 4. Mark Cuban Organizational Culture 4.2 Use of Political Behavior 5. Indra Nooyi (PepsiCo) 10.2 Diversity Training 4.3 Networking 6. The Ranch Golf Club 10.3 Developing an Effective 4.4 Negotiating 7. Joel Osteen Multicultural Team 5.1 Leadership Style 8. John Chambers (Cisco) 11.1 Strategic Planning 5.2 Your Personality and 9. Oprah Winfrey 11.2 Planning a Change Using Contingency Leadership 10. Andrea Jung (Avon) the Force-Field Model Theories 11. Google 11.3 Managing Change at Your 5.3 Determining Your Preferred 12. Rick Wagoner (GM) College Normative Leadership Style COMMUNICATION SKILLS 12.1 Handling a Crisis 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. 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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 B R I E F C O N T E N T S 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 C O N T E N T S 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 and Attitudes, Moral Development, and the Situation Affect Ethical Behavior 54 / How People Justify Unethical Behavior 56 / Simple Guides to Ethical Behavior 58 / Stakeholder Approach to Ethics 58 / Being an Ethical Leader 59 Chapter Summary 60 Key Terms 61 Review Questions 62 Communication Skills 62 Case: The Bill & Melinda Gates Foundation 62 Video Case: “P.F.” Chang’s Serves Its Workers Well 64 Skill-Development Exercise 1: Improving Attitudes and Personality Traits 64 Skill-Development Exercise 2: Personality Perceptions 66 Skill-Development Exercise 3: Ethics and Whistleblowing 67 3 LEADERSHIP BEHAVIOR AND MOTIVATION 68 Leadership Behavior and Styles 70 Leadership Behavior 70 / Leadership Styles and the University of Iowa Research 70 University of Michigan and Ohio State University Studies 71 Self-Assessment 1: Your Leadership Style 71 / University of Michigan: Job-Centered and Employee-Centered Behavior 72 / Ohio State University: Initiating Structure and Consideration Behavior 73 / Differences Between Leadership Models—–and Their Contributions 75 The Leadership Grid 75 Leadership Grid Theory 75 / Leadership Grid and High-High Leader Research and Contributions 77 / Self-Assessment 2: Your Personality Traits and Leadership Styles 78 Leadership and Major Motivation Theories 79 Motivation and Leadership 79 / The Motivation Process 79 / An Overview of Three Major Classifications of Motivation Theories 80 Content Motivation Theories 80 Hierarchy of Needs Theory 81 / Two-Factor Theory 82 / Self-Assessment 3: Job Motivators and Maintenance Factors 83 / Acquired Needs Theory 85 / The Need to Balance Professional and Personal Needs 87 Process Motivation Theories 87 Equity Theory 87 / Expectancy Theory 88 / Goal-Setting Theory 90 Reinforcement Theory 92 Types of Reinforcement 93 / Schedules of Reinforcement 94 / You Get What You Reinforce 95 / Motivating with Reinforcement 96 / Giving Praise 97 Contents vii Putting the Motivation Theories Together Within the Motivation Process 99 Chapter Summary 100 Key Terms 102 Review Questions 102 Communication Skills 102 Case: Art Friedman—–Friedmans Appliance 102 Video Case: Motivation at Washburn Guitars 104 Skill-Development Exercise 1: Writing Objectives 104 Behavior Model Skills Training 1: Session 1 105 Behavior Model Video 1: Giving Praise 105 Skill-Development Exercise 2: Giving Praise 105 4 INFLUENCING: POWER, POLITICS, NETWORKING, AND NEGOTIATION 108 Power 110 Sources of Power 110 / Types of Power and Influencing Tactics, and Ways to Increase Your Power 111 / Self-Assessment 1: Influencing Tactics, Power, and Personality Traits 119 / Acquiring and Losing Power 119 Organizational Politics 120 Self-Assessment 2: Use of Political Behavior 120 / The Nature of Organizational Politics 121 / Political Behavior 122 / Guidelines for Developing Political Skills 124 Networking 127 Self-Assessment 3: Networking 127 / Perform a Self-Assessment and Set Goals 128 / Create Your One-Minute Self-Sell 129 / Develop Your Network 130 / Conduct Networking Interviews 131 / Maintain Your Network 132 Negotiation 133 Self-Assessment 4: Negotiating 133 / Negotiating 134 / The Negotiation Process 135 Ethics and Influencing 140 Chapter Summary 141 Key Terms 142 Review Questions 142 Communication Skills 142 Case: Ron Johnson—–Department of Accounting 143 Video Case: Employee Networks at Whirlpool Corporation 145 Skill-Development Exercise 1: Influencing Tactics 145 Skill-Development Exercise 2: Influencing, Power, and Politics 146 Skill-Development Exercise 3: Networking Skills 147 Skill-Development Exercise 4: Car Dealer Negotiation 148 5 CONTINGENCY LEADERSHIP THEORIES 150 Contingency Leadership Theories and Models 152 Leadership Theories versus Leadership Models 152 / Contingency Theory and Model Variables 152 / Global Contingency Leadership 153 Contingency Leadership Theory and Model 154 Leadership Style and the LPC 155 / Self-Assessment 1: Leadership Style Your Fiedler LPC 155 / Situational Favorableness 156 / Determining the Appropriate Leadership Style 156 / Research 158 viii Contents Leadership Continuum Theory and Model 159 Path-Goal Leadership Theory and Model 161 Situational Factors 162 / Leadership Styles 163 / Research 164 Normative Leadership Theory and Models 165 Leadership Participation Styles 166 / Model Questions to Determine the Appropriate Leadership Style 167 / Selecting the Time-Driven or Development- Driven Model for the Situation 169 / Determining the Appropriate Leadership Style 170 / Research 170 Putting the Behavioral and Contingency Leadership Theories Together 171 Prescriptive and Descriptive Models 173 Leadership Substitutes Theory 173 Substitutes and Neutralizers 173 / Leadership Style 174 / Changing the Situation 174 / Research 174 / Self-Assessment 2: Your Personality and Contingency Leadership Theories 175 Chapter Summary 175 Key Terms 177 Review Questions 177 Communication Skills 177 Case: Rick Parr—–Archer Daniels Midland (ADM) Company 178 Video Case: Leadership at McDonald’s 179 Self-Assessment 3: Determining Your Preferred Normative Leadership Style 180 Skill-Development Exercise 1: Identifying Normative Leadership Styles 183 Skill-Development Exercise 2: Using the Normative Leadership Models 183 Self-Assessment 4: Your Leadership Continuum and Path-Goal Leadership Styles 185 part two Team Leadership 187 6 COMMUNICATION, COACHING, AND CONFLICT SKILLS 188 Communication 189 Communication and Leadership 190 / Sending Messages and Giving Instructions 190 / Receiving Messages 193 / Self-Assessment 1: Listening Skills 193 Feedback 197 The Importance of Feedback 197 / Common Approaches to Getting Feedback on Messages—–and Why They Don’t Work 198 / How to Get Feedback on Messages 199 / 360-Degree Multirater Feedback 200 Coaching 201 Coaching and Leadership 201 / How to Give Coaching Feedback 201 / What Is Criticism and Why Doesn’t It Work? 205 / 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 210 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