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For leaders, pushing beyond the comfort zone and facing the internal "wall of fear" is an act of:

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The Leadership Experience


SEVENTH EDITION


RICHARD L. DAFT Owen Graduate School of Management Vanderbilt University


With the assistance of


Patricia G. Lane


The Leadership Experience Seventh Edition Richard L. Daft With the assistance of Patricia G. Lane


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ª 2018, 2015 Cengage Learning¤


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ISBN-13: 978-1-337-10227-8


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Printed in Canada Print Number: 01 Print Year: 2016


To the spiritual leaders who shaped my growth and development as a leader and as a human being.


BRIEF CONTENTS


PART 1: INTRODUCTION TO LEADERSHIP 1 1. What Does It Mean to Be a Leader? 2


PART 2: RESEARCH PERSPECTIVES ON LEADERSHIP 33 2. Traits, Behaviors, and Relationships 34


3. Contingency Approaches to Leadership 64


PART 3: THE PERSONAL SIDE OF LEADERSHIP 97 4. The Leader as an Individual 98


5. Leadership Mind and Emotion 134


6. Courage and Moral Leadership 166


7. Followership 196


PART 4: THE LEADER AS A RELATIONSHIP BUILDER 225 8. Motivation and Empowerment 226


9. Leadership Communication 260


10. Leading Teams 292


11. Developing Leadership Diversity 326


12. Leadership Power and Influence 360


PART 5: THE LEADER AS SOCIAL ARCHITECT 393 13. Creating Vision and Strategic Direction 394


14. Shaping Culture and Values 428


15. Leading Change 462


Name Index 494


Index of Organizations 498


Subject Index 502


iv


CONTENTS


PART 1: INTRODUCTION TO LEADERSHIP 1


Chapter 1: What Does It Mean to Be a Leader? 2 1.1 Why We Need Leadership 4


1.1a Defining Leadership 5


1.1b Everyday Leadership 6


Leader’s Bookshelf 7


1.2 The New Reality for Leaders 8 1.2a From Stabilizer to Change Manager 9


1.2b From Controller to Facilitator 9


1.2c From Competitor to Collaborator 10


Leader’s Self-Insight 1.1 11 1.2d From Diversity Avoider to Diversity Promoter 11


Consider This! 12 1.2e From Hero to Humble 12


In the Lead 13


1.3 How Leadership Differs from Management 14 1.3a Providing Direction 14


1.3b Aligning Followers 15


1.3c Building Relationships 16


1.3d Developing Personal Leadership Qualities 16


1.3e Creating Outcomes 16


Leader’s Self-Insight 1.2 17


1.4 Evolving Theories of Leadership 17 1.4a Historical Overview of Major Approaches 18


1.4b A Model of Leadership Evolution 19


1.5 Leadership Can Be Learned 21 1.5a Leader Fatal Flaws 21


Leader’s Self-Insight 1.3 22 1.5b Leader Good Behaviors 23


In the Lead 23


1.6 Mastering the Art and Science of Leadership 24


1.7 Organization of This Book 24


Leadership Essentials 26


Discussion Questions 27


Leadership at Work 27


Leadership Right–Wrong 27


Leadership Development: Cases for analysis 29


Sales Engineering Division 29


The Marshall Plan 29


References 30


PART 2: RESEARCH PERSPECTIVES ON LEADERSHIP 33


Chapter 2: Traits, Behaviors, and Relationships 34 2.1 The Trait Approach 36


2.1a Optimism and Self-Confidence 37


Leader’s Bookshelf 38 2.1b Honesty and Integrity 38


Leader’s Self-Insight 2.1 40


2.1c Drive 40


In the Lead 40


2.2 Know Your Strengths 41 2.2a What Are Strengths? 41


2.2b Matching Strengths with Roles 42


2.3 Behavior Approaches 43


v


2.3a Autocratic versus Democratic Behaviors 43


Consider This! 44


In the Lead 45 2.3b Ohio State Studies 46


Leader’s Self-Insight 2.2 47


In the Lead 47 2.3c University of Michigan Studies 48


2.3d The Leadership Grid 49


In the Lead 50 2.3e Theories of a ‘‘High-High’’ Leader 50


2.4 Individualized Leadership 52 2.4a Vertical Dyad Linkage Model 53


2.4b Leader–Member Exchange 54


2.4c Partnership Building 54


Leader’s Self-Insight 2.3 55


2.5 Entrepreneurial Traits and Behaviors 55


Leadership Essentials 56


Discussion Questions 57


Leadership at Work 58


Your Ideal Leader Traits 58


Leadership Development: Cases for Analysis 58


Consolidated Products 58


Transition to Leadership 60


References 61


Chapter 3: Contingency Approaches to Leadership 64 3.1 The Contingency Approach 66


Leader’s Bookshelf 67


Leader’s Self-Insight 3.1 69


3.2 Hersey and Blanchard’s Situational Theory 69 3.2a Leader Style 70


3.2b Follower Readiness 71


In the Lead 72


Leader’s Self-Insight 3.2 73


3.3 Fiedler’s Contingency Model 73 3.3a Leadership Style 73


3.3b Situation 74


3.3c Contingency Theory 75


In the Lead 75


3.4 Path–Goal Theory 77 3.4a Leader Behavior 77


In the Lead 79 3.4b Situational Contingencies 79


Consider This! 80 3.4c Use of Rewards 80


3.5 The Vroom–Jago Contingency Model 81 3.5a Leader Participation Styles 82


3.5b Diagnostic Questions 83


3.5c Selecting a Decision Style 83


In the Lead 87


3.6 Substitutes for Leadership 88


In the Lead 89


Leader’s Self-Insight 3.3 90


Leadership Essentials 91


Discussion Questions 92


Leadership at Work 92


Task versus Relationship Role Play 92


Leadership Development: Cases for Analysis 93


Alvis Corporation 93


An Impossible Dream? 94


References 95


PART 3: THE PERSONAL SIDE OF LEADERSHIP 97


Chapter 4: The Leader as an Individual 98 4.1 The Secret Ingredient for Leadership Success 100


4.1a The Importance of Self-Awareness 100


4.1b Leader Blind Spots 101


4.2 Personality and Leadership 102


In the Lead 102 4.2a A Model of Personality 102


Leader’s Self-Insight 4.1 103


Leader’s Bookshelf 106


4.2b Personality Traits and Leader Behavior 106


In the Lead 107


Leader’s Self-Insight 4.2 108


4.3 Values and Attitudes 109 4.3a Instrumental and End Values 109


Leader’s Self-Insight 4.3 110


In the Lead 111 4.3b How Attitudes Affect Leadership 112


vi CONTENTS


Consider This! 112


4.4 Social Perception and Attributions 114 4.4a Perceptual Distortions 114


4.4b Attributions 115


In the Lead 116


4.5 Cognitive Differences 116 4.5a Patterns of Thinking and Brain Dominance 117


Leader’s Self-Insight 4.4 118


In the Lead 119 4.5b Problem-Solving Styles: Jungian Types 120


4.6 Working with Different Personality Types 122


Leader’s Self-Insight 4.5 123


Leadership Essentials 126


Discussion Questions 127


Leadership at Work 127


Past and Future 127


Leadership Development: Cases for Analysis 128


A Nice Manager 128


Environmental Designs International 130


References 131


Chapter 5: Leadership Mind and Emotion 134 5.1 Leading with Head and Heart 136


5.2 Mental Models 136 5.2a Assumptions 138


5.2b Changing or Expanding Mental Models 138


In the Lead 139


5.3 Developing a Leader’s Mind 140 5.3a Independent Thinking 140


Leader’s Bookshelf 141 5.3b Open-Mindedness 142


Leader’s Self-Insight 5.1 143 5.3c Systems Thinking 144


5.3d Personal Mastery 145


5.4 Emotional Intelligence 146 5.4a What Are Emotions? 146


5.4b Why Are Emotions Important? 147


5.4c The Components of Emotional Intelligence 149


In the Lead 152


Leader’s Self-Insight 5.2 153


5.5 Leading with Love versus Leading with Fear 153


Leader’s Self-Insight 5.3 154 5.5a Fear in Organizations 155


In the Lead 155 5.5b Bringing Love to Work 156


Consider This! 157 5.5c Why Followers Respond to Love 158


Leadership Essentials 158


Discussion Questions 159


Leadership at Work 160


Mentors 160


Leadership Development: Cases for Analysis 160


The New Boss 160


The USS Florida 162


References 163


Chapter 6: Courage and Moral Leadership 166 6.1 Moral Leadership Today 168


6.1a The Ethical Climate in Business 168


Leader’s Bookshelf 169 6.1b Leaders Set the Ethical Tone 169


In the Lead 170


Leader’s Self-Insight 6.1 172


6.2 Acting Like a Moral Leader 173


6.3 Becoming a Moral Leader 174


6.4 Servant Leadership 176 6.4a Authoritarian Management 176


6.4b Participative Management 177


6.4c Stewardship 177


6.4d The Servant Leader 178


In the Lead 179


Leader’s Self-Insight 6.2 180


6.5 Leading with Courage 180 6.5a What Is Courage? 181


Consider This! 181


In the Lead 182


Leader’s Self-Insight 6.3 184 6.5b How Does Courage Apply to Moral Leadership? 184


6.5c Finding Personal Courage 185


In the Lead 186


Leadership Essentials 187


CONTENTS vii


Discussion Questions 188


Leadership at Work 189


Scary Person 189


Leadership Development: Cases for Analysis 189


‘‘What Should I Say?’’ 189


The Boy, the Girl, the Ferryboat Captain, and the Hermits 191


References 192


Chapter 7: Followership 196 7.1 The Art of Followership 198


7.1a Learn to Manage Up as Well as Down 199


7.1b Managing Up Presents Unique Challenges 199


In the Lead 199


7.2 What Your Leader Wants from You 200


7.3 Styles of Followership 201


Leader’s Self-Insight 7.1 203


In the Lead 204


Consider This! 205


7.4 Strategies for Managing Up 205 7.4a Understand the Leader 205


7.4b Tactics for Managing Up 206


Leader’s Self-Insight 7.2 207


Leader’s Bookshelf 209


In the Lead 209


7.5 The Power and Courage to Manage Up 210 7.5a Sources of Power for Managing Up 210


7.5b Necessary Courage to Manage Up 211


In the Lead 213


7.6 What Followers Want from Leaders 213 7.6a Clarity of Direction 214


7.6b Opportunities for Growth 214


7.6c Frequent, Specific, and Immediate Feedback 216


Leader’s Self-Insight 7.3 217 7.6d Protection from Organizational


Intrusions 217


Leadership Essentials 218


Discussion Questions 218


Leadership at Work 219


Follower Role Play 219


Leadership Development: Cases for Analysis 220


Waiting for Clearance 220


Jake’s Pet Land 221


References 222


PART 4: THE LEADER AS A RELATIONSHIP BUILDER 225


Chapter 8: Motivation and Empowerment 226 8.1 Leadership and Motivation 228


8.1a Intrinsic and Extrinsic Rewards 229


8.1b Positive and Negative Motives 230


Leader’s Bookshelf 232


8.2 Needs-Based Theories of Motivation 232 8.2a Hierarchy of Needs Theory 233


8.2b Two-Factor Theory 234


In the Lead 235 8.2c Acquired Needs Theory 236


Leader’s Self-Insight 8.1 237


8.3 Other Motivation Theories 237


Consider This! 238 8.3a Reinforcement Perspective o

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