Leadership in Organizations (7th Edition)

Cover......Page 1
Title Page......Page 4
Copyright......Page 5
Contents......Page 10
Preface......Page 18
CHAPTER 1 Introduction: The Nature of Leadership......Page 22
Definitions of Leadership......Page 23
Indicators of Leadership Effectiveness......Page 30
Overview of Major Research Approaches......Page 33
Level of Conceptualization for Leadership Theories......Page 36
Other Bases for Comparing Leadership Theories......Page 41
Organization of the Book......Page 43
Summary......Page 44
Review and Discussion Questions......Page 45
CHAPTER 2 The Nature of Managerial Work......Page 46
Typical Activity Patterns in Managerial Work......Page 47
The Content of Managerial Work......Page 52
Demands, Constraints, and Choices......Page 57
Research on Situational Determinants......Page 59
Changes in the Nature of Managerial Work......Page 63
How Much Discretion Do Managers Have?......Page 64
Limitations of the Descriptive Research......Page 65
Applications for Managers......Page 66
Summary......Page 71
Review and Discussion Questions......Page 72
Case: Acme Manufacturing Company......Page 73
CHAPTER 3 Perspectives on Effective Leadership Behavior......Page 75
Ohio State Leadership Studies......Page 76
Michigan Leadership Studies......Page 79
Limitations of Survey Research on Leader Behavior......Page 80
Experiments on Task and Relations Behavior......Page 82
Research Using Critical Incidents......Page 83
The High-High Leader......Page 84
Leadership Behavior Taxonomies......Page 87
Specific Task Behaviors......Page 93
Specific Relations Behaviors......Page 97
Evaluation of the Behavior Approach......Page 100
Summary......Page 101
Case: Consolidated Products......Page 103
Case: Air Force Supply Squadron......Page 105
CHAPTER 4 Participative Leadership, Delegation, and Empowerment......Page 107
Nature of Participative Leadership......Page 108
Consequences of Participative Leadership......Page 110
Research on Effects of Participative Leadership......Page 112
Normative Decision Model......Page 115
Applications: Guidelines for Participative Leadership......Page 121
Delegation......Page 124
Applications: Guidelines for Delegating......Page 129
Perceived Empowerment......Page 133
Summary......Page 137
Review and Discussion Questions......Page 138
Case: Echo Electronics......Page 139
Case: Alvis Corporation......Page 140
CHAPTER 5 Dyadic Relations, Attributions, and Followership......Page 142
Leader-Member Exchange Theory......Page 143
Leader Attributions About Subordinates......Page 149
Applications: Correcting Performance Deficiencies......Page 150
Follower Attributions and Implicit Theories......Page 154
Impression Management......Page 157
Follower Contributions to Effective Leadership......Page 160
Self-Management......Page 161
Applications: Guidelines for Followers......Page 163
Summary......Page 167
Review and Discussion Questions......Page 168
Case: Cromwell Electronics......Page 169
Case: American Financial Corp.......Page 170
CHAPTER 6 Power and Influence......Page 172
Conceptions of Power and Influence......Page 173
Power Types and Sources......Page 175
How Power is Acquired or Lost......Page 185
Consequences of Position and Personal Power......Page 187
How Much Power Should Leaders Have?......Page 189
Influence Tactics......Page 191
Power and Influence Behavior......Page 198
Use and Effectiveness of Influence Tactics......Page 199
Summary......Page 206
Review and Discussion Questions......Page 207
Case: Restview Hospital......Page 208
Case: Sporting Goods Store......Page 209
Nature of Traits and Skills......Page 211
Research on Leader Traits and Skills......Page 213
Managerial Traits and Effectiveness......Page 220
Managerial Skills and Effectiveness......Page 230
Other Relevant Competencies......Page 233
Situational Relevance of Skills......Page 236
Evaluation of the Trait Research......Page 239
Applications for Managers......Page 240
Summary......Page 241
Review and Discussion Questions......Page 242
Case: National Products......Page 243
CHAPTER 8 Early Contingency Theories of Effective Leadership......Page 245
LPC Contingency Model......Page 246
Path-Goal Theory of Leadership......Page 249
Situational Leadership Theory......Page 254
Leadership Substitutes Theory......Page 257
Multiple Linkage Model......Page 261
Cognitive Resources Theory......Page 268
General Evaluation of Contingency Theories......Page 271
Applications for Adaptive Leadership......Page 273
Summary......Page 276
Review and Discussion Questions......Page 277
Case: Foreign Auto Shop......Page 278
CHAPTER 9 Charismatic and Transformational Leadership......Page 281
Two Early Theories......Page 282
Attribution Theory of Charismatic Leadership......Page 283
Self-Concept Theory of Charismatic Leadership......Page 285
Other Conceptions of Charisma......Page 288
Consequences of Charismatic Leadership......Page 292
Transformational Leadership......Page 296
Primary Types of Research on the Theories......Page 300
Transformational vs. Charismatic Leadership......Page 306
Evaluation of the Theories......Page 307
Applications: Guidelines for Leaders......Page 309
Summary......Page 313
Case: Metro Bank......Page 314
Case: Astro Airlines......Page 316
CHAPTER 10 Leading Change in Organizations......Page 319
Change Processes in Organizations......Page 320
Influencing Organization Culture......Page 326
Developing a Vision......Page 330
Applications: Procedures for Developing a Vision......Page 333
Implementing Change......Page 336
Applications: Guidelines for Leading Change......Page 338
Innovation and Organizational Learning......Page 343
Applications: Guidelines for Increasing Learning and Innovation......Page 347
Summary......Page 349
Review and Discussion Questions......Page 350
Case: Ultimate Office Products......Page 351
CHAPTER 11 Leadership in Teams and Decision Groups......Page 353
The Nature of Teams......Page 354
Determinants of Team Performance......Page 359
Leadership in Different Types of Teams......Page 364
Procedures for Facilitating Team Learning......Page 369
Applications: Guidelines for Team Building......Page 372
Decision Making in Groups......Page 375
Leadership Functions in Meetings......Page 377
Applications: Guidelines for Leading Meetings......Page 380
Summary......Page 384
Review and Discussion Questions......Page 385
Case: Southwest Engineering Services......Page 386
CHAPTER 12 Strategic Leadership by Executives......Page 389
How Leaders Influence Organizational Performance......Page 390
Constraints on Executives......Page 397
Conditions Affecting the Need for Strategic Leadership......Page 399
Political Power and Strategic Leadership......Page 402
Executive Tenure and Strategic Leadership......Page 403
Research on Effects of CEO Leadership......Page 404
Strategic Leadership by Executive Teams......Page 410
Two Key Responsibilities for Top Executives......Page 415
Summary......Page 422
Review and Discussion Questions......Page 423
Case: Columbia Corp.......Page 424
Case: Costco......Page 425
CHAPTER 13 Ethical, Servant, Spiritual, and Authentic Leadership......Page 429
Conceptions of Ethical Leadership......Page 430
Dilemmas in Assessing Ethical Leadership......Page 431
Determinants and Consequences of Ethical Leadership......Page 434
Transforming Leadership and Adaptive Problem Solving......Page 438
Servant Leadership......Page 440
Spiritual Leadership......Page 442
Authentic Leadership......Page 444
Comparison and Evaluation of Theories......Page 448
Increasing Ethical Leadership......Page 451
Summary......Page 453
Case: Unethical Leadership at Enron......Page 454
CHAPTER 14 Gender, Diversity, and Cross-Cultural Leadership......Page 457
Introduction to Cross-cultural Leadership......Page 458
Cross-cultural Leadership Research: Types and Difficulties......Page 459
The GLOBE Project......Page 461
Cultural Value Dimensions and Leadership......Page 463
Evaluation of the Cross-Cultural Research......Page 468
Gender and Leadership......Page 469
Managing Diversity......Page 474
Summary......Page 476
Review and Discussion Questions......Page 477
Case: Madison, Jones, and Conklin......Page 478
CHAPTER 15 Developing Leadership Skills......Page 479
Leadership Training Programs......Page 480
Designing Effective Training......Page 481
Special Techniques for Leadership Training......Page 483
Learning from Experience......Page 488
Developmental Activities......Page 490
Self-Help Activities......Page 502
Facilitating Conditions for Leadership Development......Page 503
A Systems Perspective on Leadership Development......Page 505
Summary......Page 508
Review and Discussion Questions......Page 509
Case: Federated Industries......Page 510
Major Findings in Leadership Research......Page 512
Explanatory Processes and Levels of Conceptualization......Page 517
Toward an Integrating Conceptual Framework......Page 528
Biases in the Conceptualization of Leadership......Page 531
Biases in Research Methods......Page 535
Emerging Conceptions of Leadership......Page 539
Concluding Thoughts......Page 543
Review and Discussion Questions......Page 545
Case: Turnaround at Nissan......Page 546
References......Page 550
B......Page 624
C......Page 625
D......Page 626
F......Page 627
H......Page 628
J......Page 629
K......Page 630
M......Page 631
P......Page 633
S......Page 634
W......Page 636
Z......Page 637
C......Page 638
E......Page 640
G......Page 641
L......Page 642
M......Page 644
O......Page 645
P......Page 646
S......Page 647
T......Page 648
W......Page 649