The Art of Leadership

Title
Contents
Chapter 1 The Importance of Leadership: Setting the Stage
	What Is Leadership?
	The Importance of Leadership
	Three Types of Leaders
	How Many Leaders Are There?
	How Qualities of the Individual and Environmental Factors Influence the Leadership Process
		Qualities of the Individual
		Environmental Factors
		Interaction between the Individual and the Environment
	Where Leaders Learn to Lead and What People Want in a Leader
	Exercise 1–1: Personalizing Leadership
	Satisfactions and Frustrations of Leaders
		Satisfactions of Leaders
		Frustrations of Leaders
	Caring Leadership
	Leadership in the Work Setting
	Nine Key Areas of Leadership
	Chapter One Summary
	Answer Key for Chapter One Summary
Part 1 Leadership Variables
	Chapter 2 The Leadership Equation
		Leadership Trait Theory
		Exercise 2–1: Six Traits of Leadership
			Trait Theory Applied
		Leadership Behavior Theory
		Exercise 2–2: Two Dimensions of Leadership
			Behavior Theory Applied
		Leadership Contingency Theory
			Matching Qualities of Leaders, Characteristics of Followers, and the Nature of the Situation
		Case Study: Mr. Black, Ms. Blue, and Mr. White
		Transformational Leadership
	Chapter 3 Leadership Qualities, Characteristics of Followers, and Situational Factors
		Exercise 3–1: Ten Leadership Qualities—How Do You Rate?
		Characteristics of Followers
		The Importance of Trust
		Exercise 3–2: Interpersonal Trust Scale
		Situational Factors
		Different Kinds of Intelligence
		Exercise 3–3: Indicator of Multiple Intelligences
		Styles of Leading
		Exercise 3–4: What Is Your Leadership Style?
		Leadership Effectiveness Today
		Part One Summary
		Answer Key for Part One Summary
		Reflection Points
		Part One Video Case
		Action Assignment
Part 2 The Power of Vision
	Chapter 4 The Importance of Vision and the Motive to Lead
		Examples of Powerful Visions
		Vision as an Ideal
		Leader as Visionary and Motivator of People
		Leadership Effectiveness
		Exercise 4–1: Leadership Assessment
		The Concept of Visioning
			Visioning Process Principles
			Visioning Content Principles
			Visioning Application Principles
		The Importance of Alignment and Prioritization
		Why Create a Vision?
		Requirements for an Effective Vision
		Social Motives to Lead
		Exercise 4–2: Social Motives in the Work Setting
	Chapter 5 Organizational Climate
		Exercise 5–1: Organizational Climate Questionnaire
		Patterns of Leadership
			Pattern I Leadership (Exploitive)
			Pattern II Leadership (Impoverished)
			Pattern III Leadership (Supportive)
			Pattern IV Leadership (Enlightened)
		The Power of Stories
		Building Community in the Workplace
			Community Building and the Role of the Leader
			The Mouse and the Web
		The Struggle to Stay Flat
		Part Two Summary
		Answer Key for Part Two Summary
		Reflection Points
		Part Two Video Case
		Action Assignment
Part 3 The Importance of Ethics
	Chapter 6 Leadership Ethics
		Exercise 6–1: Moral Dilemmas
		No Easy Subject
		The Roots of Ethics
			The Secular Tradition
			The Religious Tradition
		Ethics, Humankind, and Other Animals
		Moral Development
		Levels of Morality
		Lessons in Obedience
		Virtue: The Nature of Level III, Stage 6 Morality
		Ethics and the Legal Department
	Chapter 7 The Role of Values and Ethics at Work
		The Starbucks Story
		Values and the Importance of Courage
		Traditional Definitions of Good
			Power
			Personal Integrity
			Natural Simplicity
			Will of God
			Pleasure
			Greatest Good for the Greatest Number
			Pragmatism
			Duty and Right Action
		Honesty as a Leadership Value
		Full-Swing Values
		Leadership and Values
		How Leader Behavior Influences Employee Conduct and Organizational Reputation
		Personal Values
		Exercise 7–1: Personal Values—What Is Important to You?
		Exercise 7–2: Values Auction
		Organizational Ethics
		Why Are Ethics at Work Important to Leaders?
		Ethical Climates of Organizations
		Exercise 7–3: Organizational Ethics
		The Tylenol Story
		The WorldCom Case
		Case Study:Wendy Kopp—The Recruiter
		Part Three Summary
		Answer Key for Part Three Summary
		Reflection Points
		Part Three Video Case
		Action Assignment
Part 4 The Empowerment of People
	Chapter 8 Leadership Authority
		Servant Leadership
			Access, Communication, and Support
			A Case of Servant Leadership
		Authentic Leadership
		Military Leadership
		Participative Leadership Philosophy
			An Open-Book Example
		The Leadership Position
			Negative Consequences in the Use of Power
			Sources of Leadership Power
		Exercise 8–l: What Type of Power Does Your Supervisor Use?
		Psychological Size and Two-Way Communication
			Lessons from Gandhi
	Chapter 9 Empowerment in the Workplace and the Quality Imperative
		Principles of an Empowered Workplace
		Characteristics of an Empowered Workplace
		The Importance of Communication
		Managing the Grapevine
		Filling the “Need to Know” Gap
		The High-Performance Workplace
		Leadership Challenge
		The Quality Movement
		W. Edwards Deming
			The Deming Way
		Philosophical Roots of the Quality Movement
			Beginning with Taylor
			Scientific Management and the Model-T
			The Human Relations School
			A Human Relations Pioneer
			Experiments in Participative Management
		Quality Synthesis
		Improving Performance through Quality Initiatives
			Background
			Financial Benefits of Improving Quality
			Continuous Improvement Today
			The Toyota Way and the Starbucks Experience
		Malcolm Baldrige National Quality Award
		Part Four Summary
		Answer Key for Part Four Summary
		Reflection Points
		Part Four Video Case
		Action Assignment
Part 5 Leadership Principles
	Chapter 10 Effective Leadership and Human Relations
		Exercise 10–1: Leadership Report Card
		Work Morale
			Raising Employee Morale
			The Measurement of Morale
		Exercise 10–2: Morale Survey—What Is Your Level of Morale?
			Employee Morale and the Role of Management
		Work Morale and the Role of the Leader
		Practical Leadership Tips
		Psychological Health and the Concept of Flow
		Job Design and Work Satisfaction
		The Importance of Human Relations
		Human Relations in the Workplace
		Basic Beliefs about People
		Abuse and Physical Violence
		What to Do When People Complain
		Trust and Respect in Human Relations
		Exercise 10–3: The Dyadic Encounter
		The Art of Listening
			Capitalize on Thought Speed
			Listen for Ideas
			Reduce Emotional Deaf Spots
			Find an Area of Interest
			Judge Content, Not Delivery
			Hold Your Fire
			Work at Listening
			Resist Distractions
			Hear What Is Said
			Challenge Yourself
			The Importance of Listening as a Leadership Skill
		The Enlightened Workplace
		The Evolving Context of Human Relations
		The Virtual World Hits Home
	Chapter 11 The Team Concept
		Teamwork Means Life and Death at Mayo Clinic
		Excellent Teams
		Exercise 11–1: Characteristics of an Effective Group
		Positive versus Negative Group Member Roles
		Dealing with Problem Behavior
		Designing Teams for Success
		Exercise 11–2: Problem-Solving Styles—Darwin, Einstein, Socrates, and Henry Ford
		Leader as Team Builder
			The Importance of Hiring and Developing Winners
			How to Create a High-Performance Team
			Virtual Teams
		Stages in the Life of a Group
		Avoiding Groupthink
		Team-Building Interventions and Techniques
		Exercise 11–3: Team Excellence
		Appreciative Inquiry
		The Role of the Leader in the Team Concept
		The Team Concept in Business Today: The Cisco Case
		Part Five Summary
		Answer Key for Part Five Summary
		Reflection Points
		Part Five Video Case
		Action Assignment
Part 6 Understanding People
	Chapter 12 Human Behavior and the Art of Persuasion
		Psychological Forces
		Exercise 12–1: Characteristics of the Self- Actualized Person
		Motivation in the Workplace
		Exercise 12–2: Motivation at Work
		Why People Do What They Do
		Employee Engagement
			Roots of Engagement
			Causes and Solutions to Disengagement
			Keys of Engagement
		Emotional Intelligence
		Exercise 12–3: What Is Your EI at Work?
			Developing Emotional Intelligence in the Work Setting
		The Art of Persuasion
			An Understanding of People
			The Effective Use of Words
			Rhetoric in a Nutshell
			The Ability to Manage Conflict
		Exercise 12–4: Styles of Conflict
	Chapter 13 The Diversity Challenge
		A Brief History of Diversity
		Managing Diversity
			A Class Divided
		Diversity Prescription
		Benefits of Diversity
		Diversity Strategies and Techniques
			What Individuals Can Do
			What Organizations Can Do
		Exercise 13–1: The Diversity Wheel
		Why Tolerance Is Important
		Can People Change?
		Gender Diversity in the Workplace
			Communication across Genders
			Women in Leadership Positions
		Generational Differences
		Leadership, Diversity, and Personal Example
		Part Six Summary
		Answer Key for Part Six Summary
		Reflection Points
		Part Six Video Case
		Action Assignment
Part 7 Multiplying Effectiveness
	Chapter 14 Effective Delegation and How to Assign Work
		Delegation Success Story
		Exercise 14–1: Delegation Diagnosis
		Steps and Rules for Effective Delegation
		Assigning Work Effectively
		Person–Position Fit
			Job Families
		Exercise 14–2: Understanding Personality and Occupational Types
		Management Roles and Skills
		Exercise 14–3: Functions and Levels of Management—In-Box Practice
		The Vital Shift—Moving from Doer to Coordinator to Thinker
		The New-Job Tryout
	Chapter 15 The Role of Personality
		Exercise 15–1: Interpersonal Style Questionnaire
		Types of People and Types of Culture
			Personality and Culture
		Understanding Others
		Dealing with Different Types of People
		Solving Personality Differences
		Leadership Needs and Organizational Contributions of Different Styles
			Mixing Personalities to Strengthen the Group
			Interpersonal Styles and Leadership Effectiveness
		Personality Consistency—The Big Five Personality Traits
		Exercise 15–2: The Big Five Personality Test
		Part Seven Summary
		Answer Key for Part Seven Summary
		Reflection Points
		Part Seven Video Case
		Action Assignment
Part 8 Developing Others
	Chapter 16 The Leader as Coach
		The Development of Others
			Types of Coaches/Leaders
			Principles of Developing Others
		Training in the Workplace
		Measurement of Learning Effectiveness
		Developing Leaders
			Coaching for Success
			Leadership Development for Organization Success
		The Employer–Employee Relationship
			What Employers Want in an Employee
			How to Attract and Keep Good People
			Peak Performance
			Personal Performance
	Chapter 17 Helping People through Change and Burnout Prevention
		Change in the Workplace
		Managing People through Change
			Rules to Guide Leaders in Implementing Change
		Understanding Complex Organizational Change
			The Role of the Individual
		Myths and Realities in Dealing with Change
		Overcoming Fear
		The Importance of Attitude
			Strategies for Dealing with Change
		Initiating Change
		Avoiding Burnout
		Exercise 17–1: Up in Smoke—Are You Burned Out?
		Dealing with Burnout
		The Leader’s Role in Burnout Prevention
		Job Stress
			Stress in the Modern-Day Workplace
		Stress at Work and Public Policy
		Stress across Cultures
		Women,Work, and Stress
		The Executive Monkey Studies
		Job Stress Interventions
			Wellness Programs
		The Role of the Family
		Exercise 17–2: Family Report Card
		The Stress-Resistant Person
		Exercise 17–3: Characteristics of a Hardy Personality
		The Stress-Prone versus the Stress-Resistant Personality
		Developing Resilience
			Personal Commitment
			Sense of Control
			Positive Attitude
			Balanced Perspective
			Caring Relationships
		Part Eight Summary
		Answer Key for Part Eight Summary
		Reflection Points
		Part Eight Video Case
		Action Assignment
Part 9 Performance Management
	Chapter 18 Managing Performance
		Exercise 18–1: The Performance Management Lab
		Taking Aim and Taking Stock
		Setting Performance Objectives
		Conducting Performance Reviews
		Exercise 18–2: How Does Your Supervisor Rate?
		Performance Management Strategies
			Followership—Would You Hire You?
		Exercise 18–3: Putting Your Best Foot Forward
	Chapter 19 Professional Performance and Sustaining Discipline
		Exercise 19–1: The Performance Pyramid
		Improving Performance
			Statesmanship
			Entrepreneurship
			Innovation
		You Can Improve if You Want To
		Performance Success Story—A Case in Point
		The Role of Organizational Culture
		Five Levels of Performance Excellence
		Organizational Performance
		Exercise 19–2: Benchmarking the Best
		Organizational Success—The Cianbro Story
			Reaching the Summit
		The Kite and the String
		Improving Performance through Behavior Modification
			Improving Employee Performance in the Transportation Industry
		The Importance of Discipline
		Taking Corrective Action
		Case Study: The Forklift Fiasco
		Part Nine Summary
		Answer Key for Part Nine Summary
		Reflection Points
		Part Nine Video Case
		Action Assignment
	Chapter 20 The Road Ahead: Challenge and Charge
		The Road Ahead
		Nine Key Areas of Leadership
		Exercise 20–1: Personal Analysis of Leadership
		Leaders Who Care
		Learning from Lincoln
		Going Forward
Endnotes
Glossary
Index