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Leadership : Enhancing the Lessons of Experience

ISBN: 9780072881202 | 0072881208
Edition: 5th
Format: Hardcover
Publisher: McGraw-Hill/Irwin
Pub. Date: 3/7/2005

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SummaryTable of Contents
Leadership: The Art of Experience, Fifth Edition, is written for the general student to serve as a stand-alone introduction to the subject of leadership. The text consists of 13 chapters and a final section on Basic and Advanced Leadership Skills. Authors Hughes, Ginnett, and Curphy have drawn upon three different types of literature: empirical studies; interesting anecdotes, stories and findings; and leadership skills to create a text that is personally relevant, interesting and scholarly. The authors' unique quest for a careful balancing act of leadership materials help students apply theory and research to their real-life experiences.
Forewordv
Prefacevii
PART ONE LEADERSHIP IS A PROCESS, NOT A POSITION1(104)
Chapter 1 Leadership Is Everyone's Business
3(19)
... MORE
Introduction
3(1)
The Purpose of This Book
4(1)
Three Leaders
5(1)
Colin Powell
5(1)
Peter Jackson
5(1)
Aung San Suu Kyi
6(1)
What Is Leadership?
6(9)
Leadership Is Both a Science and an Art
8(1)
Leadership Is Both Rational and Emotional
8(1)
Leadership and Management
9(1)
Leadership and Followership
10(2)
Leadership on Stages Large and Small
12(3)
Myths That Hinder Leadership Development
15(3)
Myth: Good Leadership Is All Common Sense
15(1)
Myth: Leaders Are Born, Not Made
16(1)
Myth: The Only School You Learn Leadership from Is the School of Hard Knocks
17(1)
An Overview of This Book
18(1)
Summary
19(1)
Key Terms
19(1)
Questions
19(1)
Activity
20(1)
Minicase: "Richard Branson Shoots for the Moon"
20(2)
Chapter 2 Leadership Involves an Interaction between the Leader, the Followers, and the Situation
22(24)
Introduction
22(1)
Looking at Leadership through Several Lenses
22(1)
The Interactional Framework for Analyzing Leadership
23(5)
The Leader 26 The Followers
28(2)
Changing Roles for Followers
29(1)
The Situation
30(3)
Colin Powell
32(1)
Are Good Women Leaders Hard to Find?
33(5)
Leadership and Management Revisited
38(4)
Leader-Follower-Situation Interactions
39(1)
Manager-Follower-Situation Interactions
40(1)
Leadership, Management, and the Disney Brothers
41(1)
A Final Word
42(1)
There Is No Simple Recipe for Effective Leadership
42(1)
Conclusion: Drawing Lessons from Experience
43(1)
Summary
43(1)
Key Terms
44(1)
Questions
44(1)
Skills
44(1)
Activity
44(1)
Minicase: "Can Disney Save Disney?"
44(2)
Chapter 3 Leadership Is Developed through Education and Experience
46(26)
Introduction
46(1)
The Action-Observation-Reflection Model
46(3)
The Key Role of Perception in the Spiral of Experience
49(5)
Perception and Observation
49(2)
Perception and Reflection
51(2)
Perception and Action
53(1)
Reflection and Leadership Development
54(3)
Single- and Double-Loop Learning
54(2)
Thinking Frames and Multiple Perspectives
56(1)
Leadership Development through Experience
57(8)
The People You Work With
58(2)
The Task Itself
60(1)
Making the Most of Your Leadership Experiences: Learning to Learn from Experience
61(4)
Leadership Development through Education and Training
65(3)
University Courses in Leadership
65(1)
Leadership Training Programs
66(2)
Building Your Leadership Self-Image
68(1)
Summary
68(1)
Key Terms
69(1)
Questions
69(1)
Skills
69(1)
Activity
70(1)
Minicase: "Developing Leaders at UPS"
70(2)
Chapter 4 Assessing Leadership and Measuring Its Effects
72(33)
Introduction
72(3)
Assessing Leadership
75(11)
Best Practices in Assessing Leadership Potential
78(8)
Measuring the Effects of Leadership
86(5)
Common Measures of Successful and Unsuccessful Leadership
88(2)
Best Practices in Measuring Leadership Success
90(1)
Methodologies Used to Study Leadership
91(7)
The Qualitative Approach
94(1)
Quantitative Approaches
94(4)
Maxims and Theories of Leadership
98(3)
Summary
101(1)
Key Terms
102(1)
Questions
102(1)
Skills
102(1)
Activity
102(1)
Minicase: "McDonald's Strategies for Success"
103(2)
PART TWO FOCUS ON THE LEADER105(134)
Chapter 5 Power and Influence
107(25)
Introduction
107(1)
Some Important Distinctions
107(2)
Power and Leadership
109(14)
Sources of Leader Power
109(12)
Leader Motives
121(2)
Influence Tactics
123(5)
Types of Influence Tactics
123(1)
Influence Tactics and Power
124(4)
Summary
128(1)
Key Terms
129(1)
Questions
129(1)
Skills
130(1)
Activity
130(1)
Minicase: "The Prime Minister's Powerful Better Half"
130(2)
Chapter 6 Leadership and Values
132(26)
Introduction
132(1)
Leadership and "Doing the Right Things"
132(19)
What Are Values?
134(1)
How Do Values Develop?
135(4)
Values and Leadership
139(12)
Leading across Cultures
151(3)
What Is Culture?
151(1)
A Framework for Understanding Cultural Differences
151(2)
The Universality of Leadership Attributes
153(1)
Implications for Leadership Practitioners
154(1)
Summary
154(1)
Key Terms
155(1)
Questions
155(1)
Skills
155(1)
Activity
155(1)
Minicase: "Balancing Priorities at Clif Bar"
156(2)
Chapter 7 Leadership Traits
158(41)
Introduction
158(1)
Personality Traits and Leadership
159(14)
What Is Personality?
159(3)
The Five Factor Model of Personality: The Bright Side of Personality
162(4)
Implications of the Five Factor Model
166(3)
Why Do Some Leaders Fail? The Dark Side of Personality
169(4)
Intelligence and Leadership
173(15)
What Is Intelligence?
173(3)
The Triarchic Theory of Intelligence
176(4)
The Components of Creative Intelligence
180(2)
Implications of the Triarchic Theory of Intelligence
182(4)
Intelligence and Stress: Cognitive Resources Theory
186(2)
Emotional Intelligence and Leadership
188(6)
What Is Emotional Intelligence?
188(3)
Can Emotional Intelligence Be Measured and Developed?
191(1)
Implications of Emotional Intelligence
192(2)
Summary
194(1)
Key Terms
195(1)
Questions
196(1)
Skills
196(1)
Activity
196(1)
Minicase: "Lessons on Leadership from Ann Fudge"
197(2)
Chapter 8 Leadership Behavior
199(40)
Introduction
199(1)
Studies of Leadership Behavior
200(15)
Why Study Leadership Behavior?
200(1)
The Early Studies
201(3)
Alternative Conceptualizations of Leadership Behaviors
204(6)
Assessing Leadership Behaviors: Multirater Feedback Instruments
210(5)
Managerial Derailment and Self-Defeating Behaviors
215(8)
Changing Behavior
223(12)
Why Change Behavior?
223(1)
Development Planning
223(4)
Coaching
227(4)
Mentoring
231(4)
Summary
235(1)
Key Terms
236(1)
Questions
236(1)
Skills
236(1)
Activity
236(1)
Minicase: "Paying Attention Pays Off for Andra Rush"
237(2)
PART THREE FOCUS ON THE FOLLOWERS239(88)
Chapter 9 Motivation, Satisfaction, and Performance
241(51)
Introduction
241(1)
Defining Motivation, Satisfaction, and Performance
242(5)
Understanding and Influencing Follower Motivation
247(29)
Need Theories
249(3)
Individual Differences in Motivation
252(7)
Cognitive Theories
259(8)
Situational Approaches
267(7)
Motivation Summary
274(2)
Understanding and Influencing Follower Satisfaction
276(11)
Global, Facet, and Life Satisfaction
277(6)
Three Theories of Job Satisfaction
283(4)
Summary
287(1)
Key Terms
288(1)
Questions
288(1)
Skills
289(1)
Activity
289(1)
Minicase: "Initech versus The Coffee Bean"
290(2)
Chapter 10 Groups, Teams, and Their Leadership
292(35)
Introduction
292(1)
Individuals versus Groups versus Teams
293(1)
The Nature of Groups
294(10)
Group Size
295(1)
Developmental Stages of Groups
296(2)
Group Roles
298(3)
Group Norms
301(1)
Group Cohesion
302(2)
Teams
304(5)
Effective Team Characteristics and Team Building
305(4)
Ginnett's Team Effectiveness Leadership Model
309(10)
Outputs
309(1)
Process
310(2)
Inputs
312(1)
Leadership Prescriptions of the Model
313(1)
Diagnosis and Leverage Points
314(4)
Concluding Thoughts about Ginnett's Team Effectiveness Leadership Model
318(1)
Virtual Teams
319(4)
Summary
323(1)
Key Terms
324(1)
Questions
324(1)
Skills
325(1)
Activity
325(1)
Minicase: "Integrating Teams at Hernandez & Associates"
325(2)
PART FOUR FOCUS ON THE SITUATION327(104)
Chapter 11 Characteristics of the Situation
329(32)
Introduction
329(1)
Background
330(4)
From the Industrial Age to the Information Age
332(2)
The Congruence Model
334(17)
The Work
335(4)
The People
339(1)
The Formal Organization
339(7)
The Informal Organization
346(5)
Environmental Characteristics
351(3)
Technology and Uncertainty
352(1)
Crises
353(1)
Situational Engineering
354(3)
Summary
357(1)
Key Terms
358(1)
Questions
358(1)
Skills
358(1)
Activity
358(1)
Minicase: Innovation at IKEA
359(2)
Chapter 12 Contingency Theories of Leadership
361(28)
Introduction
361(1)
The Normative Decision Model
362(6)
Levels of Participation
362(1)
Decision Quality and Acceptance
362(2)
The Decision Tree
364(2)
Concluding Thoughts about the Normative Decision Model
366(2)
The Situational Leadership® Model
368(3)
Leader Behaviors
368(2)
Follower Readiness
370(1)
Prescriptions of the Model
370(1)
Concluding Thoughts about the Situational Leadership® Model
371(1)
The Contingency Model
372(6)
The Least-Preferred-Coworker Scale
373(1)
Situational Favorability
374(1)
Prescriptions of the Model
375(2)
Concluding Thoughts about the Contingency Model
377(1)
The Path-Goal Theory
378(7)
Leader Behaviors
379(1)
The Followers
379(3)
The Situation
382(1)
Prescriptions of the Theory
382(1)
Concluding Thoughts about the Path-Goal Theory
383(2)
Summary
385(1)
Key Terms
386(1)
Questions
386(1)
Skills
386(1)
Activity
386(1)
Minicase: "Big Changes for a Small Hospital"
387(2)
Chapter 13 Leadership and Change
389(42)
Introduction
389(2)
Leadership and Management: Revisited Again
391(3)
The Rational Approach to Organizational Change
394(11)
Dissatisfaction
394(3)
Model 395 Process
397(2)
Resistance
399(4)
Concluding Comments about the Rational Approach to Organizational Change
403(2)
The Emotional Approach to Organizational Change: Charismatic and Transformational Leadership
405(6)
Charismatic Leadership: A Historical Review
406(5)
What Are the Common Characteristics of Charismatic and Transformational Leadership?
411(12)
Leader Characteristics
411(5)
Follower Characteristics
416(2)
Situational Characteristics
418(2)
Concluding Thoughts about the Characteristics of Charismatic and Transformational Leadership
420(3)
Bass's Theory of Transformational and Transactional Leadership
423(4)
Research Results of Transformational and Transactional Leadership
424(3)
Summary
427(1)
Key Terms
428(1)
Questions
428(1)
Skills
429(1)
Activity
429(1)
Minicase: "Keeping Up with Bill Gates"
429(2)
PART FIVE LEADERSHIP SKILLS431(112)
List of Skills in Part V
432(111)
Basic Leadership Skills
433(1)
Learning from Experience
433(4)
Creating Opportunities to Get Feedback
433(1)
Taking a 10 Percent Stretch
433(1)
Learning from Others
434(1)
Keeping a Journal
434(1)
Having a Developmental Plan
435(2)
Communication
437(5)
Know What Your Purpose Is
440(1)
Choose an Appropriate Context and Medium
440(1)
Send Clear Signals
440(1)
Actively Ensure That Others Understand the Message
441(1)
Listening
442(3)
Demonstrate Nonverbally That You Are Listening
443(1)
Actively Interpret the Sender's Message
443(1)
Attend to the Sender's Nonverbal Behavior
444(1)
Avoid Becoming Defensive
445(1)
Assertiveness
445(6)
Use "I" Statements
449(1)
Speak Up for What You Need
449(1)
Learn to Say No
449(1)
Monitor Your Inner Dialogue
450(1)
Be Persistent
450(1)
Providing Constructive Feedback
451(5)
Make It Helpful
452(1)
Be Specific
453(1)
Be Descriptive
454(1)
Be Timely
455(1)
Be Flexible
455(1)
Give Positive as Wells as Negative Feedback
455(1)
Avoid Blame or Embarrassment
455(1)
Guidelines for Effective Stress Management
456(6)
Monitor Your Own and Your Followers' Stress Levels
459(1)
Identify What Is Causing the Stress
459(1)
Practice a Healthy Lifestyle
460(1)
Learn How to Relax
460(1)
Develop Supportive Relationships
460(1)
Keep Things in Perspective
460(1)
The A-B-C Model
461(1)
Building Technical Competence
462(3)
Determining How the Job Contributes to the Overall Mission
463(1)
Becoming an Expert in the Job
464(1)
Seeking Opportunities to Broaden Experiences
464(1)
Building Effective Relationships with Superiors
465(2)
Understanding the Superior's World
466(1)
Adapting to the Superior's Style
466(1)
Building Effective Relationships with Peers
467(3)
Recognizing Common Interests and Goals
468(1)
Understanding Peers' Tasks, Problems, and Rewards
468(1)
Practicing a Theory Y Attitude
469(1)
Setting Goals
470(2)
Goals Should Be Specific and Observable
470(1)
Goals Should Be Attainable but Challenging
471(1)
Goals Require Commitment
471(1)
Goals Require Feedback
472(1)
Punishment
472(6)
Myths Surrounding the Use of Punishment
473(1)
Punishment, Satisfaction, and Performance
474(2)
Administering Punishment
476(2)
Conducting Meetings
478(3)
Determine Whether It Is Necessary
478(1)
List the Objectives
478(1)
Stick to the Agenda
479(1)
Provide Pertinent Materials in Advance
479(1)
Make It Convenient
479(1)
Encourage Participation
479(1)
Keep a Record
480(1)
Advanced Leadership Skills
481(1)
Delegating
481(5)
Why Delegating Is Important
481(1)
Common Reasons for Avoiding Delegation
482(1)
Principles of Effective Delegation
483(3)
Managing Conflict
486(3)
What Is Conflict?
486(1)
Is Conflict Always Bad?
487(1)
Conflict Resolution Strategies
488(1)
Negotiation
489(2)
Prepare for the Negotiation
490(1)
Separate the People from the Problem
490(1)
Focus on Interests, Not Positions
491(1)
Problem Solving
491(5)
Identifying Problems or Opportunities for Improvement
492(2)
Analyzing the Causes
494(1)
Developing Alternative Solutions
495(1)
Selecting and Implementing the Best Solution
495(1)
Assessing the Impact of the Solution
496(1)
Improving Creativity
496(2)
Seeing Things in New Ways
496(1)
Using Power Constructively
497(1)
Forming Diverse Problem-Solving Groups
498(1)
Diagnosing Performance Problems in Individuals, Groups, and Organizations
498(4)
Expectations
500(1)
Capabilities
500(1)
Opportunities
501(1)
Motivation
501(1)
Concluding Comments on the Diagnostic Model
502(1)
Team Building for Work Teams
502(4)
Team-Building Interventions
502(2)
What Does a Team-Building Workshop Involve?
504(1)
Examples of Interventions
505(1)
Building High Performance Teams: The Rocket Model
506(8)
Mission
507(1)
Talent
508(1)
Norms
508(1)
Buy-In
509(1)
Power
510(1)
Morale
511(1)
Results
511(1)
Implications of the Rocket Model
512(2)
Team Building at the Top
514(4)
Executive Teams Are Different
514(1)
Applying Individual Skills and Team Skills
514(1)
Tripwire Lessons
515(3)
Development Planning
518(6)
Conducting a GAPS Analysis
519(2)
Identifying and Prioritizing Development Needs: Gaps of GAPS
521(1)
Bridging the Gaps: Building a Development Plan
522(2)
Reflecting on Learnings: Modifying Development Plans
524(1)
Transfer Learnings to New Environments
524(1)
Credibility
524(6)
The Two Components of Credibility
525(1)
Building Expertise
525(1)
Building Trust
526(2)
Expertise x Trust
528(2)
Coaching
530(6)
Forging a Partnership
531(1)
Inspiring Commitment: Conducting a GAPS Analysis
531(2)
Growing Skills: Creating Development and Coaching Plans
533(1)
Promoting Persistence: Helping Followers Stick to Their Plans
534(1)
Transferring Skills: Creating a Learning Environment
535(1)
Concluding Comments
535(1)
Empowerment
536(7)
What Is Empowerment?
536(1)
The Psychological Components of Empowerment
537(2)
Six Best Practices of Empowerment
539(4)
References543(36)
Name Index579(6)
Subject Index585

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