Leadership in Organizations

Welcome
	Welcome
Copyright Page and Preface
	Section 1: Copyright
	Section 2: Dedication
	Section 3: About the Authors
	Section 4: Preface
1: The Nature of Leadership
	Introduction: The Nature of Leadership
	1.1: Definitions of Leadership
		1.1.2: Type of Influence Process
		1.1.3: Purpose of Influence Attempts
		1.1.4: Influence Based on Reason or Emotions
		1.1.5: Direct and Indirect Leadership
		1.1.6: Leadership or Management
		1.1.7: Our Definition of Leadership
	1.2: Indicators of Leadership Effectiveness
		1.2.2: What Criteria to Use
	1.3: Research Methods for Studying Leadership Effectiveness
	1.4: Major Perspectives in Leadership Theory and Research
		1.4.2: Behavior Approach
		1.4.3: Power-Influence Approach
		1.4.4: Situational Approach
		1.4.5: Values-Based Approach
	1.5: Level of Conceptualization for Leadership Theories
		1.5.2: Dyadic Processes
		1.5.3: Group Processes
		1.5.4: Organizational Processes
		1.5.5: Multi-level Theories
	1.6: Other Bases for Comparing Leadership Theories
		1.6.2: Descriptive or Prescriptive Theory
		1.6.3: Universal or Contingency Theory
	1.7: Organization of the Book
	Summary: The Nature of Leadership
		Review and Discussion Questions
		Key Terms
2: Leadership Behavior
	Introduction: Leadership Behavior
	2.1: Reasons for Diverse Taxonomies of Leadership Behavior
	2.2: Some Important Types of Leadership Behavior
		2.2.2: Change-Oriented Behaviors
		2.2.3: Empowering and Participative Leadership
		2.2.4: Transformational Leadership
		2.2.5: External Leadership Behaviors
		2.2.6: Proactive Influence Tactics
	2.3: Specific Task-Oriented Leader Behaviors
		2.3.2: Clarifying Roles and Objectives
		2.3.3: Monitoring Operations and Performance
		2.3.4: Solving Operational Problems
	2.4: Specific Relations-Oriented Leader Behaviors
		2.4.2: Developing Subordinate Skills
		2.4.3: Providing Praise and Recognition
	Summary: Leadership Behavior
		Review and Discussion Questions
		Key Terms
		Case: Consolidated Products
		Case: Superior Staffing
3: The Leadership Situation and Adaptive Leadership
	Introduction: The Leadership Situation and Adaptive Leadership
	3.1: Different Ways Situations Affect Leaders
		3.1.2: Situation Moderates Effects of Leader Behavior
		3.1.3: Situation Directly Affects Outcomes or Mediators
	3.2: Stewart Model of Situational Determinants
		3.2.2: Constraints
		3.2.3: Choices
		3.2.4: Pattern of Relationships
		3.2.5: Work Patterns
		3.2.6: Exposure
		3.2.7: Leader Discretion
	3.3: Other Situational Determinants of Leader Behavior
		3.3.2: Size of Organizational Unit
		3.3.3: External Dependencies
		3.3.4: Extreme Contexts
	3.4: Guidelines for Coping with Demands and Constraints
	3.5: Early Contingency Theories of Effective Leader Behavior
		3.5.2: Leadership Substitutes Theory
	3.6: Multiple-Linkage Model
		3.6.2: Situational Variables
		3.6.3: Short-Term Actions to Correct Deficiencies
		3.6.4: Long-Term Actions to Improve the Situation
	3.7: Evaluation of Research on the Contingency Theories
	3.8: Guidelines for Flexible, Adaptive Leadership
	Summary: The Leadership Situation and Adaptive Leadership
		Review and Discussion Questions
		Key Terms
		Case: Acme Manufacturing Company
		Case: Foreign Auto Shop
4: Decision Making and Empowerment by Leaders
	Introduction: Decision Making and Empowerment by Leaders
	4.1: Decision Making by Managers
		4.1.2: Important Decisions Are Disorderly and Political
		4.1.3: Many Decisions Are Informal and Adaptive
		4.1.4: Routine Decisions Are Different
	4.2: Participative Leadership
		4.2.2: Potential Benefits of Participative Leadership
		4.2.3: Objectives for Different Participants
		4.2.4: Research on Effects of Participative Leadership
		4.2.5: The Threshold Effect of Participative Leadership
		4.2.6: Findings in Participation Research
	4.3: Normative Decision Model
		4.3.2: Situational Variables
		4.3.3: Decision Rules
		4.3.4: Evaluation of the Theory
	4.4: Guidelines for Participative Leadership
		4.4.2: Using Participative Decision Making
	4.5: Delegation
		4.5.2: Potential Benefits from Delegation
		4.5.3: Reasons for Lack of Delegation
		4.5.4: Research on Consequences of Delegation
	4.6: Guidelines for Delegating
		4.6.2: How to Delegate
	4.7: Psychological Empowerment
	4.8: Empowerment Programs
		4.8.2: Formal Decision Procedures
		4.8.3: Shared Leadership Responsibilities
		4.8.4: Information Sharing
		4.8.5: Example of a Creative Empowerment Program
	4.9: Benefits of Empowering Leadership and Programs
	Summary: Decision Making and Empowerment by Leaders
		Review and Discussion Questions
		Key Terms
		Case: Echo Electronics
		Case: Alvis Corporation
5: Leading Change and Innovation
	Introduction: Leading Change and Innovation
	5.1: Types of Change in Teams and Organizations
		5.1.2: Technology
		5.1.3: Strategy
		5.1.4: Economics or People
		5.1.5: Developmental, Transitional, or Transformational Change
	5.2: Change Processes
		5.2.2: Stages in Reaction to a Change
		5.2.3: Prior Experience and Reactions to Change
	5.3: Reasons for Accepting or Rejecting Change
		5.3.2: The Proposed Change Is Not Feasible
		5.3.3: The Proposed Change Is Not Cost Effective
		5.3.4: The Change Would Cause Personal Losses
		5.3.5: The Proposed Change Is Inconsistent with Values
		5.3.6: The Leaders Are Not Trusted
		5.3.7: Organizational Cynicism About Change
		5.3.8: Alternative Reasons for Resistance
	5.4: Implementing Change
		5.4.2: Understanding Systems Dynamics
		5.4.3: Responsibility for Implementing Major Change
		5.4.4: The Pace and Sequencing of Changes
	5.5: Guidelines for Implementing Change
	5.6: How Visions Influence Change
		5.6.2: Elements of a Vision
		5.6.3: Research on Effects of Visions
		5.6.4: Guidelines for Developing a Vision
	5.7: Collective Learning and Innovation
		5.7.2: External Acquisition of New Knowledge
		5.7.3: Integrating Exploration and Exploitation Learning Processes
		5.7.4: Knowledge Diffusion and Application
		5.7.5: Learning Organizations
	5.8: Guidelines for Enhancing Learning and Innovation
	Summary: Leading Change and Innovation
		Review and Discussion Questions
		Key Terms
		Case: Ultimate Office Products
		Case: Ready Foods Company
6: Power and Influence Tactics
	Introduction: Power and Influence Tactics
	6.1: Sources of Power
		6.1.2: Legitimate Power
		6.1.3: Reward Power
		6.1.4: Coercive Power
		6.1.5: Referent Power
		6.1.6: Expert Power
		6.1.7: Information Power
	6.2: How Power Is Gained or Lost
		6.2.2: Strategic Contingencies Theory
		6.2.3: Institutionalization of Power
	6.3: Consequences of Power
	6.4: Guidelines for Using Power
		6.4.2: Reward Power
		6.4.3: Coercive Power
		6.4.4: Expert Power
		6.4.5: Referent Power
	6.5: Influence Tactics and Outcomes
		6.5.2: Influence Outcomes for Proactive Tactics
	6.6: Types of Proactive Influence Tactics
		6.6.2: Apprising
		6.6.3: Inspirational Appeals
		6.6.4: Consultation
		6.6.5: Exchange
		6.6.6: Collaboration
		6.6.7: Ingratiation
		6.6.8: Personal Appeals
		6.6.9: Legitimating Tactics
		6.6.10: Pressure
		6.6.11: Coalition Tactics
	6.7: Power and Influence Behavior
	6.8: Effectiveness of Proactive Tactics
		6.8.2: Combining Tactics
		6.8.3: Sequencing Tactics
		6.8.4: Using the Tactics to Resist Influence Attempts
	6.9: Guidelines for Using Proactive Influence Tactics
		6.9.2: Inspirational Appeals
		6.9.3: Consultation
		6.9.4: Collaboration
	Summary: Power and Influence Tactics
		Review and Discussion Questions
		Key Terms
		Case: Sporting Goods Store
		Case: The New Dean
7: Leader Traits and Skills
	Introduction: Leader Traits and Skills
	7.1: Personality Traits and Effective Leadership
		7.1.2: Self-Confidence
		7.1.3: Internal Locus of Control
		7.1.4: Emotional Stability and Maturity
		7.1.5: Core Self-Evaluation
		7.1.6: Power Motivation
		7.1.7: Personal Integrity
		7.1.8: Narcissism
		7.1.9: Achievement Orientation
		7.1.10: Need for Affiliation
		7.1.11: The Big Five Personality Traits
	7.2: Skills and Effective Leadership
		7.2.2: Conceptual Skills
		7.2.3: Interpersonal Skills
		7.2.4: Political Skill
	7.3: Managerial Competencies
		7.3.2: Social Intelligence
		7.3.3: Learning Ability
	7.4: Situational Relevance of Traits and Skills
		7.4.2: Type of Organization
		7.4.3: Stress on the Leader
		7.4.4: External Environment
	7.5: Evaluation of the Trait Approach
	7.6: Guidelines for Leaders
	Summary: Leader Traits and Skills
		Review and Discussion Questions
		Key Terms
		Case: National Products
		Case: Prestige Marketing
8: Charismatic and Transformational Leadership
	Introduction: Charismatic and Transformational Leadership
	8.1: Charismatic Leadership
		8.1.2: Influence Processes and Mediating Variables
		8.1.3: Traits and Values of Charismatic Leaders
		8.1.4: Positive and Negative Charismatics
		8.1.5: The Leadership Situation
	8.2: Effects of Charismatic Leaders
		8.2.2: Findings from Research on Effects of Charismatic Leaders
		8.2.3: Learning Charismatic Leadership
		8.2.4: Implications for Organizations
	8.3: Transformational Leadership
		8.3.2: Influence Processes
		8.3.3: Leadership Situation
	8.4: Comparison of Charismatic and Transformational Leadership
	8.5: Evaluation of the Theories
	8.6: Guidelines for Inspirational Leadership
	Summary: Charismatic and Transformational Leadership
		Review and Discussion Questions
		Key Terms
		Case: Metro Bank
		Case: Astro Airlines
9: Values-Based and Ethical Leadership
	Introduction: Values-Based and Ethical Leadership
	9.1: Conceptions of Ethical Leadership
		9.1.2: Personal Integrity and Ethical Leadership
		9.1.3: Dilemmas in Assessing Ethical Leadership
		9.1.4: Multiple Stakeholders and Competing Values
	9.2: Determinants and Consequences of Ethical Leadership
		9.2.2: Situational Influences on Ethical Leadership
		9.2.3: Consequences of Ethical and Unethical Leadership
	9.3: Theories of Values-Based Leadership
		9.3.2: Servant Leadership
		9.3.3: Spiritual Leadership
		9.3.4: Authentic Leadership
	9.4: Comparison and Evaluation of Theories
		9.4.2: Evaluation of Theories
	9.5: Guidelines for Ethical Leadership
		9.5.2: Programs to Promote Ethical Behavior
		9.5.3: Cultural Values, Laws, and Professional Standards
	Summary: Values-Based and Ethical Leadership
		Review and Discussion Questions
		Key Terms
		Case: Unethical Leadership at Enron
		Case: Restview Hospital
10: Dyadic Relations and Followers
	Introduction: Dyadic Relations and Followers
	10.1: Leader-Member Exchange Theory
		10.1.2: Determinants and Consequences of LMX
		10.1.3: Evaluation of LMX Theory
	10.2: Leader Attributions About Subordinates
		10.2.2: Other Determinants of Leader Attributions
		10.2.3: Relational Attributions
	10.3: Guidelines for Correcting Performance Deficiencies
	10.4: Follower Attributions and Implicit Theories
		10.4.2: Implications of Follower Attributions About Leaders
		10.4.3: Implicit Leadership Theories
	10.5: Impression Management by Leaders and Followers
		10.5.2: Impression Management by Leaders
	10.6: Followership
		10.6.2: Integrating Leader and Follower Roles
	10.7: Self-Management
		10.7.2: Effects of Self-Management
		10.7.3: How Leaders Encourage Self-Management
	10.8: Guidelines for Followers
	Summary: Dyadic Relations and Followers
		Review and Discussion Questions
		Key Terms
		Case: Cromwell Electronics
		Case: American Financial Corporation
11: Leadership in Teams and Decision Groups
	Introduction: Leadership in Teams and Decision Groups
	11.1: Determinants of Team Performance
		11.1.2: Member Skills and Role Clarity
		11.1.3: Internal Organization and Coordination
		11.1.4: External Coordination
		11.1.5: Resources and Political Support
		11.1.6: Cooperation and Mutual Trust
		11.1.7: Collective Efficacy and Potency
		11.1.8: Accurate, Shared Mental Models
		11.1.9: Member Diversity
		11.1.10: Group Process Dichotomies
		11.1.11: Subgroups in Work Teams
	11.2: Functional and Cross-Functional Work Teams
		11.2.2: Cross-Functional Work Teams
		11.2.3: Leadership in Cross-Functional Teams
		11.2.4: Virtual Teams
	11.3: Self-Managed Work Teams
		11.3.2: Leadership in Self-Managed Teams
	11.4: Guidelines for Leading Teams
	11.5: Leading Decision Groups
		11.5.2: Group Maintenance Functions
		11.5.3: Who Should Perform the Leadership Functions
	11.6: Guidelines for Leading Meetings
	Summary: Leadership in Teams and Decision Groups
		Review and Discussion Questions
		Key Terms
		Case: Southwest Engineering Services
		Case: Columbia Corporation
12: Strategic Leadership in Organizations
	Introduction: Strategic Leadership in Organizations
	12.1: Determinants of Organizational Performance
		12.1.2: Efficiency and Process Reliability
		12.1.3: Human Capital and Strategic Human Resource Management
		12.1.4: Competitive Strategy
		12.1.5: Management Programs, Systems, and Structures
	12.2: How Leaders Influence Organizational Performance
		12.2.2: Coordinating Leadership Across Levels and Subunits
	12.3: Situations Affecting Strategic Leadership
		12.3.2: Environmental Uncertainty and Crises
	12.4: Organizational Culture
		12.4.2: Culture and Organizational Performance
		12.4.3: Leader Influence on Culture
		12.4.4: Difficulty of Culture Change
	12.5: Research on Effects of Strategic Leadership
		12.5.2: Descriptive Studies of CEO Decisions and Actions
		12.5.3: Survey Studies on CEO Leadership
		12.5.4: Evaluation of Research on Strategic Leadership
	12.6: Executive Teams
		12.6.2: Facilitating Conditions
		12.6.3: Leadership of Executive Teams
		12.6.4: Example of a Study on Executive Teams
	12.7: Other Conceptions of Organizational Leadership
		12.7.2: Relational Leadership
		12.7.3: Complexity Theory of Leadership
	12.8: External Monitoring and Strategy Formulation
		12.8.2: Developing Competitive Strategy
	12.9: Guidelines for Strategic Leadership
	Summary: Strategic Leadership in Organizations
		Review and Discussion Questions
		Key Terms
		Case: Costco
		Case: Turnaround at Nissan
13: Cross-Cultural Leadership and Diversity
	Introduction: Cross-Cultural Leadership and Diversity
	13.1: Cross-Cultural and Global Leadership
		13.1.2: Types of Cross-Cultural Studies
		13.1.3: Cultural Influences on Leadership Behavior
		13.1.4: Cross-Cultural Research on Behavior Differences
		13.1.5: Cross-Cultural Research on Effects of Leader Behavior
		13.1.6: The GLOBE Project
	13.2: Cultural Values and Leadership
		13.2.2: Uncertainty Avoidance
		13.2.3: Individualism (versus Collectivism)
		13.2.4: Gender Egalitarianism
		13.2.5: Performance Orientation
		13.2.6: Humane Orientation
		13.2.7: Culture Clusters
		13.2.8: Evaluation of Cross-Cultural Research
	13.3: Guidelines for Global Leadership
	13.4: Gender and Leadership
		13.4.2: Theories of Male Advantage
		13.4.3: Theory of Feminine Advantage
		13.4.4: Explanations for the Glass Ceiling and Glass Cliff
		13.4.5: Findings in Research on Gender Differences
		13.4.6: Limitations of Research on Gender Differences
		13.4.7: Identifying Causes and Reducing Discrimination
		13.4.8: Summary of Leader Gender Research
		13.4.9: Managing Diversity and Inclusion
		13.4.10: Fostering Appreciation and Tolerance
		13.4.11: Providing Equal Opportunity
	Summary: Cross-Cultural Leadership and Diversity
		Review and Discussion Questions
		Key Terms
		Case: Madison, Jones, and Conklin
		Case: A Day in the Life of a Global Leader
14: Developing Leadership Skills
	Introduction: Developing Leadership Skills
	14.1: Leadership Training Programs
		14.1.2: Design of Leadership Training
		14.1.3: Effects of Leadership Training
	14.2: Learning from Experience
		14.2.2: Variety of Tasks or Assignments
		14.2.3: Accurate, Relevant Feedback
	14.3: Developmental Activities
		14.3.2: Developmental Assessment Centers
		14.3.3: Developmental Assignments
		14.3.4: Mentoring
		14.3.5: Executive Coaching
		14.3.6: Simulations
		14.3.7: Personal Growth Programs
	14.4: Facilitating Leadership Development
		14.4.2: Support by the Boss
		14.4.3: Learning Climate
		14.4.4: Criteria for Developmental Assignments
	14.5: Systems Perspective on Leadership Development
		14.5.2: Integrating Developmental Activities
		14.5.3: Leadership Development for the Organization
		14.5.4: Guidelines for Self-Development
	Summary: Developing Leadership Skills
		Review and Discussion Questions
		Key Terms
		Case: Federated Industries
		Case: River Bank
15: Overview and Integration
	Introduction: Overview and Integration
	15.1: Major Findings About Effective Leadership
		15.1.2: Leadership Behavior
		15.1.3: Power and Influence
		15.1.4: Traits and Skills
		15.1.5: Integration of Diverse Perspectives About Effective Leadership
	15.2: Multi-Level Explanatory Processes
		15.2.2: Social Identification
		15.2.3: Trust and Cooperation
		15.2.4: Knowledge and Skills
		15.2.5: Specialization
		15.2.6: Perceived Efficacy and Optimism
		15.2.7: Empowerment
		15.2.8: Collective Learning and Innovation
	15.3: Ways to Improve Leadership Research
		15.3.2: Survey Studies Versus Experiments
		15.3.3: Level of Analysis
		15.3.4: Limitations in Behavior Studies
		15.3.5: Other Methodological Issues
		15.3.6: Summary of Research Limitations
	15.4: General Guidelines for Effective Leadership
	15.5: The State of the Field
	Summary: Overview and Integration
		Key Terms
References
	References