Effective leadership achua lussier 5th edition pdf

APPLICATIONS SKILL DEVELOPMENT CONCEPT APPLICATION (total of 42; average of 18 applications per chapter; partial listing below)

1.2 Leadership Managerial Roles 2.3 Achievement Motivation Theory 3.2 The Leadership Grid 4.3 Path-Goal Leadership 5.2 Using Power 6.3 Selecting Conflict Management Styles 7.1 In-Groups versus Out-Groups 8.4 Group Problem People 9.3 Transformational or Transactional

Leadership 10.1 Characteristics of Low- or

High-Performance Culture 11.2 Strategic Management Process 12.2 Differentiating between the Traditional

or Learning Organization

WORK APPLICATION (total of 111; average of 9 per chapter; sample below)

1.1: Recall a present or past job. Were you both a leader and a follower? Explain.

CASES: CHAPTER OPENING 1. Andrew Mason (Groupon) 2. Ellen Kullman 3. Traders Joe’s 4. Indra Nooyi (PepsiCo) 5. Mark Cuban 6. The Ranch Golf Club 7. Mark Zuckerberg 8. Gary Kelly (South West) 9. Oprah Winfrey

10. Andrea Jung (Avon) 11. Google 12. Vikram Pandit (CEO)

CRITICAL THINKING QUESTIONS (total of 80; average of 7 per chapter; sample below)

1.1 Should leadership be the manager’s job, or should leadership be a shared process?

1.2 Are you interested in sharing leadership, or do you prefer to be a follower?

1.3 Some people say the hard skills (finance, quantitative analysis) are more important for managers than soft skills (interpersonal skills), and some say the opposite is true. What is your view?

1.4 Should leadership courses focus on teach- ing students about leadership or on teaching students to be leaders?

DEVELOPING YOUR LEADERSHIP SKILLS (total of 29; average of 2 per chapter)

1.1 Getting to Know You by Name 1.2 Identifying Leadership Traits and

Behaviors 2.1 Improving Attitudes and Personality

Traits 2.2 Personality Perceptions 2.3 Ethics and Whistle-blowing 3.1 Writing Objectives 3.2 Giving Praise 4.1 Identifying Normative Leadership

Styles 4.2 Using the Normative Leadership

Models 5.1 Influencing Tactics 5.2 Influencing, Power, and Politics 6.1 Giving Instructions 6.2 Situational Communications 6.3 Coaching 6.4 Initiating Conflict Resolution 7.1 Improving Dyadic Relationships—

Followership 7.2 Delegating 8.1 Deciding Which Leadership

Decision-Making Style to Use 8.2 Individual Versus Group Decision

Making 9.1 Is the President of the United States

a Charismatic Leader? 10.1 Identifying and Improving

Organizational Culture 10.2 Diversity Training 10.3 Developing an Effective Multicul-

tural Team 11.1 Strategic Planning 11.2 Planning a Change Using the

Force-Field Model 11.3 Managing Change at Your College 12.1 Handling a Crisis 12.2 The Learning Organization

MODELS 3.1 Writing Effective Objectives Model 3.2 Giving Praise 6.1 The Oral Message-Sending Process 6.2 Job Instructional Training Steps 6.3 The Performance Formula 6.4 Coaching Model 6.5 The Collaborating Conflict Style 6.6 Situational Communication 7.1 Steps in the Delegation Process 8.1 Leadership Decision Making

SELF-ASSESSMENT EXERCISES (total of 40; average of 3 per chapter)

1.1 Leadership Potential 1.2 Managerial Leadership Skills 2.1 Big Five Personality Profile 2.2 Motive Profile 2.3 Motive Profile with Socialized

Power 2.4 Leadership Interest 2.5 Theory X and Theory Y Attitudes 2.6 How Ethical Is Your Behavior? 3.1 Your Behavioral Leadership Style 3.2 Your Personality Traits and Lead-

ership Styles 3.3 Job Motivators and Maintenance

Factors 4.1 Leadership Style 4.2 Your Personality and Contingency

Leadership Theories 4.3 Determining Your Preferred

Normative Leadership Style 4.4 Your Leadership Continuum and

Path-Goal Leadership Styles 5.1 Influencing Tactics, Power, and

Personality Traits 5.2 Use of Political Behavior 5.3 Networking 5.4 Negotiating

Continued on inside back cover

Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

LEADERSHIP Theory, Application, & Skill Development

5e

ROBERT N. LUSSIER, PH.D. Springfield College

CHRISTOPHER F. ACHUA, D.B.A. University of Virginia’s College at Wise

Australia • Brazil • Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States

Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it.

Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, sc