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The leadership experience 7th edition summary

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Copyright 2018 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203


g g


The Leadership Experience SEVENTH EDITION


RICHARD L. DAFT Owen Graduate School of Management Vanderbilt University


With the assistance of Patricia G. Lane


Copyright 2018 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203


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


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Copyright 2018 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203


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


Copyright 2018 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203


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 Copyright 2018 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203


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 Copyright 2018 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203


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


Copyright 2018 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203


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


Copyright 2018 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203


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 on Motivation 238 8.3b Expectancy Theory 240 8.3c Equity Theory 241


Leader’s Self-Insight 8.2 242


8.4 Empowering People to Meet Higher Needs 243


8.4a The Psychological Model of Empowerment 244


8.4b Job Design for Empowerment 244 8.4c Empowerment Applications 246


In the Lead 246


Leader’s Self-Insight 8.3 248


8.5 Giving Meaning to Work through Engagement 248


In the Lead 249


8.6 New Ideas for Motivation 250 8.6a The Making Progress Principle 250 8.6b Building a Thriving Workforce 250


Leadership Essentials 251


Discussion Questions 252


Leadership at Work 252


Should, Need, Like, Love 252


Leadership Development: Cases for Analysis 254


Commissions for Charlotte 254


viii CONTENTS


Copyright 2018 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203


Sun Spots 255


References 256


Chapter 9: Leadership Communication 260 9.1 How Leaders Communicate 262


9.1a Management Communication 263


Leader’s Self-Insight 9.1 264 9.1b The Leader as Communication


Champion 264


Consider This! 265


9.2 Leading Strategic Conversations 266


In the Lead 266 9.2a Creating an Open Communication


Climate 267 9.2b Asking Questions 267 9.2c Listening 268


Leader’s Self-Insight 9.2 270 9.2d Dialogue 270 9.2e Communicating with Candor 272


Leader’s Self-Insight 9.3 273


In the Lead 273 9.2f The Power of Stories 274


Leader’s Bookshelf 275


9.3 Communicating to Persuade and Influence 275


9.4 Selecting the Correct Communication Channel 276 9.4a The Continuum of Channel Richness 277


In the Lead 278 9.4b Effectively Using Electronic Communication


Channels 279


9.5 Nonverbal Communication 281


9.6 Current Communication Challenges 281 9.6a Leadership via Social Media 281 9.6b Being Crisis-Ready 282


In the Lead 283


Leadership Essentials 283


Discussion Questions 284


Leadership at Work 285


Listen Like a Professional 285


Leadership Development: Cases for Analysis 286


The Superintendent’s Directive 286


Hunter-Worth 287


References 288


Chapter 10: Leading Teams 292 10.1 The Value of Teams 294


10.1a What Is a Team? 294


Consider This! 295 10.1b Types of Teams 295


In the Lead 297


10.2 The Dilemma for Team Members 298


Leader’s Self-Insight 10.1 299


10.3 Leading a Team to High Performance 300


Leader’s Bookshelf 301


10.4 Team Processes 301 10.4a How Teams Develop 302 10.4b Team Cohesiveness 303


In the Lead 304 10.4c Team Norms 305


10.5 What Team Members Must Contribute 306 10.5a Essential Team Competencies 306


Leader’s Self-Insight 10.2 307 10.5b Team Member Roles 307


10.6 Leading a Virtual Team 308


In the Lead 309 10.6a Uses of Virtual Teams 309 10.6b Challenges of Virtual Teams 310


10.7 Handling Team Conflict 311 10.7a Types of Conflict 312 10.7b Balancing Conflict and Cooperation 312 10.7c Causes of Conflict 313 10.7d Styles to Handle Conflict 313


Leader’s Self-Insight 10.3 315 10.7e Negotiation 316


Leadership Essentials 317


Discussion Questions 317


Leadership at Work 318


Team Feedback 318


Leadership Development: Cases for Analysis 319


Decision Time 319


Devereaux-Dering Group 320


References 322


Chapter 11: Developing Leadership Diversity 326 11.1 Leading People Who Aren’t Like You 328


Leader’s Self-Insight 11.1 329


CONTENTS ix


Copyright 2018 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203


11.2 Diversity Today 329 11.2a Definition of Diversity 329 11.2b Changing Attitudes toward Diversity 330


In the Lead 331 11.2c The Value of Organizational Diversity 331


11.3 Challenges Minorities Face 332 11.3a Prejudice, Stereotypes, and


Discrimination 332


Leader’s Self-Insight 11.2 333 11.3b The Glass Ceiling 334


Leader’s Bookshelf 336


In the Lead 337


11.4 Ways Women Lead 337


Consider This! 338 11.4a Women as Leaders 339 11.4b Is Leader Style Gender-Driven? 340


In the Lead 340


11.5 Global Diversity 341 11.5a The Sociocultural Environment 341


Leader’s Self-Insight 11.3 342 11.5b Social Value Systems 343 11.5c Developing Cultural Intelligence 344 11.5d Leadership Implications 345


11.6 Becoming an Inclusive Leader 346


In the Lead 347


11.7 Ways to Encourage the Advancement of Women and Minorities 349 11.7a Employee Affinity Groups 349 11.7b Minority Sponsorship 350


Leadership Essentials 351


Discussion Questions 352


Leadership at Work 352


Personal Diversity 352


Leadership Development: Cases for Analysis 353


True to Myself 353


The Trouble with Bangles 355


References 356


Chapter 12: Leadership Power and Influence 360 12.1 Four Kinds of Influential Leadership 362


12.1a Transformational Leadership 362 12.1b Charismatic Leadership 363


Leader’s Self-Insight 12.1 364 12.1c Coalitional Leadership 365


In the Lead 366 12.1d Machiavellian-Style Leadership 368


Leader’s Bookshelf 369


Leader’s Self-Insight 12.2 370


In the Lead 371


12.2 Using Hard versus Soft Power 371 12.2a Specific Types of Power 372


In the Lead 374 12.2b Follower Responses to the Use of


Power 375


Consider This! 376


12.3 Increasing Power through Political Activity 376 12.3a Leader Frames of Reference 377 12.3b Political Tactics for Asserting Leader


Influence 378


Leader’s Self-Insight 12.3 379


In the Lead 382


12.4 Don’t Take Power Personally 382


Leadership Essentials 384


Discussion Questions 385


Leadership at Work 386


Circle of Influence 386


Leadership Development: Cases for Analysis 387


The Suarez Effect 387


Waite Pharmaceuticals 388


References 390


PART 5: THE LEADER AS SOCIAL ARCHITECT 393 Chapter 13: Creating Vision and Strategic Direction 394 13.1 The Leader’s Job: Looking Forward 396


13.1a Stimulating Vision and Action 396


Consider This! 397 13.1b Strategic Leadership 398


In the Lead 399


x CONTENTS


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13.2 Leadership Vision 400


Leader’s Self-Insight 13.1 402 13.2a What Vision Does 402


Leader’s Self-Insight 13.2 404 13.2b Common Themes of Vision 404


In the Lead 406 13.2c Leader Steps to Creating a Vision 406


13.3 Mission 407 13.3a What Mission Does 407


Leader’s Bookshelf 408 13.3b A Framework for Noble Purpose 410


In the Lead 412


13.4 The Leader as Strategist-in-Chief 413 13.4a How to Achieve the Vision 413 13.4b How to Execute 415


In the Lead 415


Leader’s Self-Insight 13.3 416


Leadership Essentials 419


Discussion Questions 420


Leadership at Work 420


Future Thinking 420


Leadership Development: Cases for Analysis 422


The New Museum 422


The Visionary Leader 423


References 425


Chapter 14: Shaping Culture and Values 428 14.1 Organizational Culture 430


14.1a What Is Culture? 430


Leader’s Bookshelf 431 14.1b Importance of Culture 432


In the Lead 433


Consider This! 434


14.2 Culture Strength, Responsiveness, and Performance 435 14.2a Responsive Cultures 435


Leader’s Self-Insight 14.1 436 14.2b The High-Performance Culture 437


In the Lead 439


14.3 Cultural Leadership 440 14.3a Ceremonies 441 14.3b Stories 441 14.3c Symbols 441


14.3d Specialized Language 442 14.3e Selection and Socialization 442 14.3f Daily Actions 443


14.4 The Competing Values Approach to Shaping Culture 443


Leader’s Self-Insight 14.2 445 14.4a Adaptability Culture 446


In the Lead 446 14.4b Achievement Culture 446 14.4c Involvement Culture 447 14.4d Consistency Culture 447


14.5 Ethical Values in Organizations 448


In the Lead 448


14.6 Values-Based Leadership 449 14.6a Personal Values 449


In the Lead 449 14.6b Spiritual Values 450


Leader’s Self-Insight 14.3 451


Leadership Essentials 453


Discussion Questions 454


Leadership at Work 454


Walk the Talk 454


Leadership Development: Cases for Analysis 456


Culture Clash 456


5 Star and Amtech 457


References 458


Chapter 15: Leading Change 462 15.1 Leadership Means Leading Change 464


15.1a Resistance Is Real 464 15.1b The Leader as Change Agent 465


Leader’s Self-Insight 15.1 466


In the Lead 466


15.2 A Framework for Change 467


15.3 Using Appreciative Inquiry 469 15.3a Applying Appreciative Inquiry on a Large


Scale 469


Leader’s Self-Insight 15.2 470


In the Lead 472 15.3b Applying Appreciative Inquiry Every Day 472


Leader’s Bookshelf 473


15.4 Leading Creativity for Change 473


CONTENTS xi


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15.4a Instilling Creative Values 474 15.4b Leading Creative People 475


Leader’s Self-Insight 15.3 477


15.5 Implementing Change 481


Consider This! 481 15.5a Helping People Change 482 15.5b The Keys That Help People Change 483


In the Lead 484


Leadership Essentials 486


Discussion Questions 486


Leadership at Work 487


Organizational Change Role Play 487


Leadership Development: Cases for Analysis 488


‘‘From This Point On. . .’’ 488


Riverside Pediatric Associates 489


References 491


Name Index 494


Index of Organizations 498


Subject Index 502


xii CONTENTS


Copyright 2018 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203


ABOUT THE AUTHOR


Richard L. Daft, Ph.D., is the Brownlee O. Currey, Jr., Professor of Management and Principal Senior Lecturer in the Owen Graduate School of Management at Van- derbilt University. Professor Daft specializes in the study of leadership and organiza- tion theory. Dr. Daft is a Fellow of the Academy of Management and has served on the editorial boards of Academy of Management Journal, Administrative Science Quarterly, and Journal of Management Education. He also served as the associate dean at the Owen School, was the associate editor-in-chief of Organization Science, and served for three years as associate editor of Administrative Science Quarterly.


Professor Daft has authored or coauthored 14 books. His latest books include The Executive and the Elephant: A Leader’s Guide to Building Inner Excellence (Jossey-Bass, 2010) and Building Management Skills: An Action First Approach (with Dorothy Marcic, Cengage/Southwest, 2014). He is also the author of Organi- zation Theory and Design (Cengage/Southwest, 2016), Management (Cengage/ Southwest, 2018), and Fusion Leadership: Unlocking the Subtle Forces That Change People and Organizations (with Robert Lengel, Berrett-Koehler, 2000). He has also authored dozens of scholarly articles, papers, and chapters. His work has been published in Organizational Dynamics, Administrative Science Quarterly, Academy of Management Journal, Academy of Management Review, Strategic Management Journal, Journal of Management, Accounting Organizations and Soci- ety, Management Science, MIS Quarterly, California Management Review, Leader- ship Excellence, Leader to Leader, and Organizational Behavior Teaching Review.

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