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