Leadership theory application & skill development ebook

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

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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, 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.

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Leadership: Theory, Application, & Skill Development, Fifth Edition Robert N. Lussier, Christopher F. Achua

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ISBN-13: 978-1-111-82707-6

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To my wife Marie and our six children:

Jesse, Justin, Danielle, Nicole, Brian, and Renee

— Robert N. Lussier

To my family, especially my wife (Pauline),

the children (Justin, Brooke, Jordan, Cullen, Gregory and Zora)

and my mother (Theresia Sirri).

— Christopher F. Achua

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Brief Contents

Preface xv

Acknowledgments xxvii

About the Authors xxx

PART ONE INDIVIDUALS AS LEADERS 1

1 Who Is a Leader and What Skills Do Leaders Need? 2

2 Leadership Traits and Ethics 32

3 Leadership Behavior and Motivation 69

4 Contingency Leadership Theories 111

5 Influencing: Power, Politics, Networking, and Negotiation 147

PART TWO TEAM LEADERSHIP 189

6 Communication, Coaching, and Conflict Skills 190

7 Leader-Member Exchange and Followership 239

8 Team Leadership and Self-Managed Teams 276

PART THREE ORGANIZATIONAL LEADERSHIP 321

9 Charismatic and Transformational Leadership 322

10 Leadership of Culture, Ethics, and Diversity 356

11 Strategic Leadership and Change Management 393

12 Crisis Leadership and the Learning Organization 428

Appendix: Leadership and Spirituality in the Workplace 463

Glossary 472

Endnotes 479

Index 508

vi 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.

Contents

Preface xv Acknowledgments xxvii About the Authors xxx

PART ONE INDIVIDUALS AS LEADERS 1

CHAPTER 1 Who Is a Leader and What Skills Do Leaders Need? 2 Leadership Is Everyone’s Business 3

Defining Leadership 5 Self-Assessment 1: Leadership Potential 5 / Leaders–Followers 6 / Influence 7 / Organizational Objectives 8 / Change 8 / People 8

Leadership Skills 9 Are Leaders Born or Made? 9 / Self-Assessment 2: Managerial Leadership Skills 9 / Can Leadership Be Taught and Skills Developed? 10 / Managerial Leadership Skills 10

Managerial Leadership Roles 13 Interpersonal Roles 13 / Informational Roles 14 / Decisional Roles 15

Levels of Analysis of Leadership Theory 17 Individual Level of Analysis 17 / Group Level of Analysis 17 / Organizational Level of Analysis 17 / Interrelationships among the Levels of Analysis 18

Leadership Theory Paradigms 19 The Trait Theory Paradigm 19 / The Behavioral Leadership Theory Paradigm 19 / The Contingency Leadership Theory Paradigm 20 / The Integrative Leadership Theory Paradigm 20 / From the Management to the Leadership Theory Paradigm 21

Objectives of the Book 22 Leadership Theory 22 / Application of Leadership Theory 23 / Leadership Skill Development 24 / Flexibility 24

Organization of the Book 24

Chapter Summary 25 Key Terms 26 Review Questions 27 Critical Thinking Questions 27 CASE: Steve Jobs—Apple 27 VIDEO CASE: Leadership at P.F. Chang’s 29 Developing Your Leadership Skills 1: Getting to Know You by Name 30 Self-Assessment 3: Names 31 Developing Your Leadership Skills 2: Identifying Leadership Traits and Behaviors 31

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CHAPTER 2 Leadership Traits and Ethics 32 Personality Traits and Leadership 33

Self-Assessment 1: Big Five Personality Profile 33 / Personality and Traits 34 / Personality Profiles 35 / Applying Trait Theory 35

The Big Five Including Traits of Effective Leaders 37 Surgency 37 / Agreeableness 38 / Adjustment 39 / Conscientiousness 40 / Openness 41

The Personality Profile of Effective Leaders 43 Achievement Motivation Theory 43 / Self-Assessment 2: Motive Profile 45 / Leader Motive Profile Theory 46 / Self-Assessment 3: Motive Profile with Socialized Power 47 / Self-Assessment 4: Leadership Interest 48

Leadership Attitudes 49 Theory X and Theory Y 49 / Self-Assessment 5: Theory X and Theory Y Attitudes 49 / The Pygmalion Effect 50 / Self-Concept 51 / How Attitudes Develop Leadership Styles 52

Ethical Leadership 53 Self-Assessment 6: How Ethical Is Your Behavior? 53 / Does Ethical Behavior Pay? 55 / Factors Influencing Ethical Behavior 55 / How People Justify Unethical Behavior 57 / Guides to Ethical Behavior 59 / Being an Ethical Leader 60

Chapter Summary 61 Key Terms 62 Review Questions 62 Critical Thinking Questions 63 CASE: The Bill & Melinda Gates Foundation 63 VIDEO CASE: “P.F.” Chang’s Serves Its Workers Well 65 Developing Your Leadership Skills 1: Improving Attitudes and Personality Traits 65 Developing Your Leadership Skills 2: Personality Perceptions 67 Developing Your Leadership Skills 3: Ethics and Whistle-blowing 68

CHAPTER 3 Leadership Behavior and Motivation 69 Leadership Behavior and Styles 70

Leadership Behavior 70 / Leadership Styles and the University of Iowa Research 71

University of Michigan and Ohio State University Studies 72 Self-Assessment 1: Your Behavioral Leadership Style 72 / University of Michigan: Job- Centered and Employee-Centered Behavior 73 / Ohio State University: Initiating Structure and Consideration Behavior 75 / Differences, Contributions, and Applications of Leadership Models 75

The Leadership Grid 77 Leadership Grid Theory 77 / Leadership Grid and High-High Leader Research 79 / Behavioral Theory Contributions and Applications 79 / Self-Assessment 2: Your Personality Traits and Leadership Styles 80

Leadership and Major Motivation Theories 80 Motivation and Leadership 81 / The Motivation Process 81 / An Overview of Three Major Classifications of Motivation Theories 82

Content Motivation Theories 82 Hierarchy of Needs Theory 82 / Two-Factor Theory 84 / Self-Assessment 3: Job Motivators and Maintenance Factors 85 / Acquired Needs Theory 88 / Balancing Work-Life Needs 89

viii CONTENTS

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Process Motivation Theories 89 Equity Theory 90 / Expectancy Theory 91 / Goal Setting Theory 92

Reinforcement Theory 95 Types of Reinforcement 96 / Schedules of Reinforcement 97 / You Get What You Reinforce 98 / Motivating with Reinforcement 99 / Giving Praise 100

Putting the Motivation Theories Together within the Motivation Process 103

Chapter Summary 104 Key Terms 105 Review Questions 105 Critical Thinking Questions 105 CASE: Art Friedman—Friedmans Appliance 106 VIDEO CASE: Motivation at Washburn Guitars 107 Developing Your Management Skills 1: Writing Objectives 108 Behavior Model Skills Training 1: Giving Praise 109 Behavior Model Video 1: Giving Praise 109 Developing Your Leadership Skills 2: Giving Praise 109

CHAPTER 4 Contingency Leadership Theories 111 Contingency Leadership Theories and Models 112

Leadership Theories versus Leadership Models 113 / Contingency Theory and Model Variables 113 / Global Contingency Leadership 114

Contingency Leadership Theory and Model 115 Leadership Style and the LPC 116 / Self-Assessment 1: Leadership Style 116 / Situational Favorableness 117 / Determining the Appropriate Leadership Style 117 / Research, Criticism, and Applications 119

Leadership Continuum Theory and Model 120

Path–Goal Leadership Theory and Model 122 Situational Factors 124 / Leadership Styles 124 / Research, Criticism, and Applications 126

Normative Leadership Theory and Models 127 Leadership Participation Styles 127 / Model Questions to Determine the Appropriate Leadership Style 128 / Selecting the Time-Driven or Development-Driven Model for the Situation 131 / Determining the Appropriate Leadership Style 131 / Research, Criticism, and Applications 132

Putting the Behavioral and Contingency Leadership Theories Together 133 Prescriptive and Descriptive Models 133

Leadership Substitutes Theory 135 Substitutes and Neutralizers 135 / Leadership Style 136 / Changing the Situation 136 / Research, Criticism, and Applications 136 / Self-Assessment 2: Your Personality and Contingency Leadership Theories 136

Chapter Summary 137 Key Terms 138 Review Questions 138 Critical Thinking Questions 139 CASE: Terry Gou—Foxconn Technology Group 139 VIDEO CASE: Leadership at McDonald’s 141 Self-Assessment 3: Determining Your Preferred Normative Leadership Style 141 Developing Your Leadership Skills 1: Identifying Normative Leadership Styles 144 Developing Your Leadership Skills 2: Using the Normative Leadership Models 144 Self-Assessment 4: Your Leadership Continuum and Path-Goal Leadership Styles 146

CONTENTS ix

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CHAPTER 5 Influencing: Power, Politics, Networking, and Negotiation 147 Power 148

Sources of Power 149 / Types of Power and Influencing Tactics, and Ways to Increase Your Power 149 / Self-Assessment 1: Influencing Tactics, Power, and Personality Traits 158 / Acquiring and Losing Power 158

Organizational Politics 159 Self-Assessment 2: Use of Political Behavior 160 / The Nature of Organizational Politics 161 / Political Behavior 161 / Guidelines for Developing Political Skills 163

Networking 165 Self-Assessment 3: Networking 166 / Perform a Self-Assessment and Set Goals 167 / Create Your One-Minute Self-Sell 168 / Develop Your Network 168 / Conduct Networking Interviews 169 / Maintain Your Network 171 / Social Networking at Work 171

Negotiation 172 Self-Assessment 4: Negotiating 172 / Negotiating 173 / The Negotiation Process 174

Ethics and Influencing 178

Chapter Summary 180 Key Terms 181 Review Questions 181 Critical Thinking Questions 181 CASE: Latoya Washington—Department of Marketing 182 VIDEO CASE: Employee Networks at Whirlpool Corporation 183 Developing Your Leadership Skills 1: Influencing Tactics 184 Developing Your Leadership Skills 2: Influencing, Power, and Politics 185 Developing Your Leadership Skills 3: Networking Skills 186 Developing Your Leadership Skills 4: Car Dealer Negotiation 187

PART TWO TEAM LEADERSHIP 189

CHAPTER 6 Communication, Coaching, and Conflict Skills 190 Communication 191

Communication and Leadership 192 / Sending Messages and Giving Instructions 192 / Receiving Messages 195 / Self-Assessment 1: Listening Skills 195

Feedback 199 The Importance of Feedback 199 / Common Approaches to Getting Feedback on Messages—and Why They Don’t Work 200 / How to Get Feedback on Messages 201 / 360-Degree Multi-Rater Feedback 201

Coaching 202 How to Give Coaching Feedback 203 / What Is Criticism—and Why Doesn’t It Work? 206 / The Coaching Model for Employees Who Are Performing Below Standard 207 / Mentoring 209

Managing Conflict 210 The Psychological Contract 210 / Conflict and Leadership 210 / Conflict Management Styles 211

Collaborating Conflict Management Style Models 215 Initiating Conflict Resolution 215 / Responding to Conflict Resolution 217 / Mediating Conflict Resolution 217 / Self-Assessment 2: Your Personality Traits and Communication, Feedback, Coaching, and Conflict Management Style 218

x CONTENTS

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Chapter Summary 219 Key Terms 221 Review Questions 221 Critical Thinking Questions 221 CASE: Reed Hastings—Netflix 222 VIDEO CASE: Communication at Navistar International 224 Developing Your Leadership Skills 1: Giving Instructions 224 Behavior Model Skills Training 1: Session 1 226 Self-Assessment 3: Determining Your Preferred Communication Style 226 The Situational Communications Model: The Interactive Process System 229 Behavior Model Video 6.1: Situational Communications 233 Developing Your Leadership Skills 2: Situational Communications 233 Behavior Model Skills Training 2: Session 2 234 The Coaching Model 234 Behavior Model Video 6.2: Coaching 234 Developing Your Leadership Skills 3: Coaching 234 Behavior Model Skills Training 3: Session 3 236 The Initiating Conflict Resolution Model 6.5 236 Behavior Model Video 6.3: Initiating Conflict Resolution 236 Developing Your Leadership Skills 4: Initiating Conflict Resolution 236 Behavior Model Video 6.4: Mediating Conflict Resolution 238