9780130458124

Offers a broad review and analysis of the field of leadership, complete with its many debates and controversies. For middle and upper level managers. Softcover.

Preface

xi

PART I: BUILDING BLOCKS

1

(122)

Definition and Significance of Leadership

3

(29)

What Is an Effective Leader?

4

(3)

Who Is a Leader?

4

(1)

What Is Effectiveness

5

(2)

Culture and Leadership

7

(7)

Levels of Culture

8

(2)

Models of Culture

10

(4)

Obstacles to Effective Leadership

14

(1)

Leadership and Management

15

(1)

Roles and Functions of Leaders

16

(5)

Managerial Roles

16

(2)

Functions of the Leader: Creation and Maintenance of an Organizational Culture

18

(3)

Does Leadership Make a Difference?

21

(2)

Arguments Against the Impact of Leadership

21

(2)

Arguments for the Impact of Leadership

23

(1)

Reconciling the Differences

23

(1)

Summary and Conclusion

23

(2)

Leadership Challenge

25

(1)

Review and Discussion Questions

26

(1)

Searching the Web

26

(1)

What Is Leadership?

27

(1)

Images of Leadership

28

(1)

Narian Bridges

29

(2)

Leadership in Action: Alessi Embraces Failure

31

(1)

Leadership: Past, Present, and Future

32

(25)

A History of Modern Leadership Theory

33

(6)

The Trait Era: Late 1800s to Mid-1940s

33

(2)

Behavior Era: Mid-1940s to Early 1970s

35

(2)

The Contingency Era: Early 1960s to Present

37

(2)

The Present: Current Trends in Leadership Practice and Research

39

(9)

Leader Characteristics and Traits Revisited

39

(3)

Changes in Organizations and in Expectations of Leaders

42

(6)

Summary and Conclusion

48

(2)

Leadership Challenge

50

(1)

Review and Discussion Questions

51

(1)

Searching the Web

51

(1)

Old Wines and New Skins

52

(1)

The Toy Factory

53

(1)

Leadership and Gender

54

(1)

Leadership in Action: The Caring Dictator

55

(2)

Individual Differences and Traits

57

(39)

Elements of Individual Differences Characteristics

58

(3)

Multiple Perspectives and the Impact of the Situation

60

(1)

Individual Characteristics Set the Limits

61

(1)

Values

61

(4)

Value System and Culture

62

(3)

Abilities and Skills

65

(5)

Intelligence and Emotional Intelligence

65

(3)

Creativity

68

(1)

Skills

68

(2)

Relevant Personality Traits

70

(10)

The Big-Five Personality Dimensions

70

(2)

Other Individual Personality Traits

72

(8)

Using Individual Characteristics

80

(1)

Summary and Conclusion

81

(1)

Leadership Challenge

82

(1)

Review and Discussion Questions

83

(1)

Searching the Web

83

(1)

Your Ideal Organization

84

(1)

Value Systems

85

(1)

Emotional Intelligence

86

(2)

Locus of Control

88

(1)

Type A Behavior Pattern

89

(1)

Self-Monitoring

90

(1)

MBTI

91

(2)

Machiavellianism

93

(1)

Leadership in Action: Bonnie Reitz---Helping to Fly Continental

94

(2)

Power and Leadership

96

(27)

Power in Organizations: Definition and Consequences

97

(3)

Consequences of Using Power

97

(1)

Distribution of Power

98

(2)

Sources of Power

100

(7)

Sources of Power Related to Individuals

100

(4)

Sources of Power Related to Organizational Structure

104

(2)

Special Power Sources of Top Executives

106

(1)

The Dark Side of Power: Corruption

107

(5)

Causes

108

(1)

Consequences

109

(1)

Solutions

110

(2)

Empowerment: The Changing Face of Power

112

(3)

Steps to Empowerment

112

(3)

Impact of Empowerment

115

(1)

Summary and Conclusion

115

(2)

Leadership Challenge

117

(1)

Review and Discussion Questions

118

(1)

Searching the Web

118

(2)

Recognizing Blocks to Empowerment

120

Views of Power

119

(2)

Leadership in Action: The Most Powerful Woman in Banking

121

(2)

PART II: CONTINGENCY MODELS

123

(68)

Contingency Models: Using Resources Effectively

125

(35)

Fiedler's Contingency Model

126

(8)

Leader's Style

126

(2)

Situational Control

128

(1)

Predictions of the Contingency Model

129

(3)

Evaluation and Applications

132

(1)

Using the Contingency Model

133

(1)

The Normative Decision Model

134

(5)

Leader's Decision Styles

134

(2)

Contingency variables: Defining the Problem

136

(1)

The Normative Decision Model's Predictions

137

(1)

Evaluation and Application

138

(1)

Cognitive Resources Theory

139

(2)

Leader Characteristics and Contingency Factors

139

(1)

CRT's Predictions

139

(1)

Evaluation and Application

140

(1)

Contingency Models and Culture

141

(1)

Summary and Conclusion

142

(1)

Leadership Challenge

143

(1)

Review and Discussion Questions

144

(1)

Searching the Web

144

(1)

Changing the Leader's Sit Con

145

(2)

Using the Normative Decision Model

147

(5)

Creating an Atmosphere That Encourages Participation

152

(1)

Determining Your LPC

153

(1)

Assessing a Leadership Situation

154

(4)

Leadership in Action: The Cosmetic Queen and the Software King

158

(2)

Exchange and Relationship Development and Management

160

(31)

Path-Goal Theory

161

(5)

The Framework

161

(2)

Limitations and Applications

163

(1)

Attributional Models

163

(2)

Limitations and Applications

165

(1)

Leader-Member Exchange (LMX)

166

(5)

Limitations and Applications

169

(2)

Substitutes for Leadership

171

(3)

Limitations and Applications

173

(1)

Situational Leadership

174

(1)

Limitations and Applications

175

(1)

Summary and Conclusion

175

(3)

Leadership Challenge

178

(1)

Review and Discussion Questions

179

(1)

Searching the Web

179

(2)

Removing Obstacles

181

(1)

In-Group/Out-Group

182

(2)

Identifying Your In-Group and Out-Group

184

(2)

Leadership Substitutes

186

(2)

Leadership in Action: The Caring Navy Commander

188

(3)

PART III: CURRENT DEVELOPMENTS AND APPLICATIONS

191

(96)

Participative Management and Leading Teams

193

(29)

When Should Participation Be Used?

194

(6)

Criteria for Participation

196

(3)

The Role of Culture

199

(1)

The Issue of Delegation

200

(3)

Benefits of Delegation

200

(1)

Guidelines for Good Delegation

201

(1)

Why Do Leaders Fail to Delegate?

202

(1)

Evolution of Participative Management: Teams and Superleadership

203

(4)

Characteristics of Teams

203

(1)

Self-Managed Teams

204

(3)

Super- and Self-Leadership

207

(1)

Role of Leaders in a Team Environment

208

(2)

Summary and Conclusion

210

(1)

Leadership Challenge

211

(1)

Review and Discussion Questions

212

(1)

Searching the Web

212

(1)

To Delegate or Not to Delegate?

213

(2)

Strategies for Becoming a Superleader

215

(3)

Delegation Scale

218

(1)

Are You a Team Leader?

219

(1)

Leadership in Action: Dian Graves Owen

220

(2)

Change-Oriented Leadership

222

(29)

A Brief History of Charismatic and Transformational Leadership and Its Impact

223

(1)

Charismatic Leadership: A Relationship Between Leaders and Followers

224

(9)

Characteristics of Charismatic Leaders

224

(3)

Characteristics of Followers

227

(1)

The Charismatic Situation

228

(3)

The Dark Side of Charisma

231

(1)

Evaluation and Application

232

(1)

Transactional and Transformational Leadership

233

(5)

Transactional Leadership

234

(1)

Transformational Leadership

235

(2)

Evaluation and Application

237

(1)

Change-Oriented and Visionary Leadership in the Popular Press

238

(4)

Evaluation and Application

241

(1)

Summary and Conclusion

242

(1)

Leadership Challenge

243

(1)

Review and Discussion Questions

244

(1)

Searching the Web

244

(1)

Do You Know a Charismatic Leader?

245

(2)

Charismatic Speech

247

(1)

Building Credibility

248

(1)

Leadership in Action: Andrea Jung Orchestrates Avon's Makeover

249

(2)

The Upper-Echelon View: Strategic Leadership

251

(36)

Differences Between Micro and Upper-Echelon Strategic Leadership

252

(2)

The Domain and Impact of Strategic Leadership

254

(6)

Role of Strategic Leaders

255

(1)

Executive Discretion: Moderating Factors of the Rote of Leaders

256

(4)

Characteristics of Upper-Echelon Leaders

260

(8)

Demographic and Personality Traits

260

(2)

Strategic Leadership Types

262

(5)

Strategic Leadership: Culture and Gender

267

(1)

How Do Executives Affect Their Organization?

268

(3)

Direct Decisions

269

(1)

Allocation of Resources and Control aver the Reward System

270

(1)

Setting the Norms and Modeling

270

(1)

Strategic Leaders' Accountability

271

(2)

Summary and Conclusion

273

(2)

Leadership Challenge

275

(1)

Review and Discussion Questions

276

(1)

Searching the Web

276

(1)

Understanding Strategic Forces

277

(3)

Your Organization

280

(1)

Influence Processes

281

(2)

What Is Your Strategic Leadership Type?

283

(2)

Leadership in Action: Fernando Capellan Is Mixing a Social Agenda and Business Success

285

(2)

PART IV: LOOKING TOWARD THE FUTURE

287

(12)

Looking Toward the Future: What Will We Be When We Grow Up?

289

(10)

What We Know and What We Don't Know

290

(3)

What Do We Know?

290

(1)

What Don't We Know?

291

(2)

Changes in the Leadership Context and Its Consequences

293

(4)

Changing Context

293

(1)

Consequences

294

(3)

Looking to the Future

297

(2)

References

299

(22)

Author Index

321

(8)

Subject Index

329

What is included with this book?

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Leading people effectively is a tremendous challenge, a great opportunity, and a serious responsibility. Today's organizations, more than ever, need effective leaders who understand the complexities of our ever-changing global environment; who have the intelligence, sensitivity, and ability to empathize with others; and who can motivate their followers to strive for excellence. We always have been interested in leadership. All civilizations throughout history have focused on their leaders, revering or reviling them. Leaders and followers have existed since humans first organized into groups to accomplish a task. Throughout history, the fate of millions has depended on the leadership qualities of kings and queens and on their battles for succession. Children all over the world learn early, through listening to fairy tales, that the happiness and misery of people depend on the goodness (or evilness) of leaders. We are truly fascinated by those who lead us. To some, leadership is a magical process. Indeed, when we read about historical figures or meet some of the leaders of our times, we can be transfixed by their seemingly magical exploits. They move armies, create new countries, and destroy whole civilizations through what often appears to be the sheer strength of their will. They affect our very existence on this planet. Although our leaders are the ones who dazzle us, we sometimes fail to consider that leaders alone can accomplish nothing. It is the strength of their followers that moves history. It is the hard work of employees that turns a profit in a faltering company It is the initiative of volunteers that achieves an institution's goals. We also must remember that many extraordinary leaders have found themselves shunned and rejected by the people who once admired them. President Charles de Gaulle's road to the leadership of France was long, tortuous, and fraught with failure: After coming to office as a hero after World War II, he was forced out of office twice. Winston Churchill was removed from office twice, too, and faced long periods in his life during which his leadership was neither valued nor wanted. Julius Caesar experienced many ups and downs in his battles with the Roman senate. More recently, Margaret Thatcher saw her fortunes come and go with the mood of the British public and the economic upheaval in Europe. Henry Cisneros, once mayor of San Antonio and secretary of housing and urban development under President Clinton, fell into disfavor with the electorate before he regained his popularity. Benazir Butho of Pakistan has moved. from national hero to national villain several times. Lee Iaccoca of Chrysler was not always the hero that some consider him to be today. George Watson Jr. was booted out of office after successfully leading IBM for many years. Jack Welch, recently retired from the leadership of General Electric and considered by many to be one of the most successful U.S. CEOs, was nicknamed Neutron Jack in his early days at GE for decimating the company workforce through layoffs. If the powers of these leaders are truly magical, why do they wax and wane? Why are they not effective all the time? This question, along with many others, will be addressed in this book. For our organizations to be effective and for our society to function successfully, we must be able to select the right leaders and help them succeed. This book presents a broad review and analysis of the field of leadership with application to business and other organizations because the processes of leading others to achieve organizational goals are applicable in any institutional setting. Our current research has done much to demystify leadership and teach it to the rest of us mortals. Although we still come across some leaders whose performance and behavior escape the bounds of scientific explanation, by and large we know a good deal about leadership and how to train people to be leaders. The cornerstone of our new knowl

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The Art and Science of Leadership

The Art and Science of Leadership

0130458120

Summary

Table of Contents

Supplemental Materials

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