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the art and Science of leadership

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The Art and Science of Leadership, CourseSmarteTextbook, Global Edition

Table of Contents

Cover

Title

Copyright

Contents

Preface

Acknowledgments

About the Author

Part I Building Blocks Chapter 1 Definition and Significance of Leadership

Effective Leadership

Who Is a Leader?

When Is a Leader Effective?

Effectiveness versus Success

An Integrative Definition

Why Do We Need Leaders?

Research on Significance of Leadership

Leading Change The Container Store

Obstacles to Effective Leadership

Leadership and Management

Roles and Functions of Leaders

Managerial Roles

Functions of the Leader: Creation and Maintenance of an Organizational culture

Applying What You Learn Leadership Basics

Changes in Organizations and in Expectations of Leaders

New Roles for Leaders

Factors Fueling Changes

Barriers to Change

Summary and Conclusions

Review and Discussion Questions

Leadership Challenge: Moving to Leadership

Exercise 1-1: More than Meets the EyeCharacteristics of Leaders

Exercise 1-2: What Is Leadership?

Exercise 1-3: Images of Leadership

Exercise 1-4: Understanding the Leadership Context

Leadership in Action David Neeleman Reinvents Airlines

Chapter 2 The Global and Cultural Contexts Defintion and Levels of Culture

Definition and Characteristics

Table of Contents

Levels of Culture

Models of National Culture

Halls Cultural Context Framework

Hofstedes Cultural Dimensions

Trompenaars Dimensions of Culture

GLOBEGlobal Leadership and Organizational Behavior Effectiveness Research

Applying What You Learn Using Culture to be Effective

Group Culture: Gender and Leadership

Current State of Women in Organizations

Causes of Inequality

Leading Change Deloitte Supports All Its Employees

Developing a Cultural Mindset

Characteristics of a Cultural Mindset

The Multicultural Organization

Summary and Conclusions

Review and Discussion Questions

Leadership Challenge: Juggling Cultures

Exercise 2-1: World Map

Exercise 2-2: Proverbs as a Window to Leadership

Exercise 2-3: Narian Bridges

Exercise 2-4: Leadership and Gender

Exercise 2-5: Is This Sexual Harassment?

Self-Assessment 2-1: What Is Your Primary Cultural Background?

Self-Assessment 2-2: Do You Have a Cultural Mindset?

Self-Assessment 2-3: Exploring Views of Women

Leadership in Action Leadership Based On Ancient Principles

Chapter 3 The Foundations of Modern Leadership A History of Modern Leadership Theory: Three Eras

The Trait Era: Late 1800s to Mid-1940s

The Behavior Era: Mid-1940s to Early 1970s

The Contingency Era: Early 1960s to Present

Early Theories

Fiedlers Contingency Model

Applying What You Learn Putting the Contingency Model to Work

The Normative Decision Model

PathGoal Theory

Substitutes for Leadership

Leading Change Jim Goodnight of SAS

LeaderMember Exchange

Summary and Conclusions

Review and Discussion Questions

Leadership Challenge: The In-Group Applicant

Exercise 3-1 The Toy Factory

Exercise 3-2 Using the Normative Decision Model

Table of Contents

Self-Assessment 3-1: Determining Your LPC

Self-Assessment 3-2: Assessing a Leadership Situation

Self-Assessment 3-3: Identifying Your In-Group and Out-Group

Leadership in Action The Caring Dictator

Chapter 4 Individual Differences and Traits Elements and Impact of Individual Difference Characteristics

Individual Characteristics Provide a Range

Demographic Characteristics of Leaders

Values

National Culture and Values

Generational Differences in Values

Values and Ethics

Abilities and Skills

Intelligence

Practical and Emotional Intelligence

Creativity

Skills

Personality Traits That Contribute To Leadership

The Big Five Personality Dimensions

Proactive Personality

Type A

Leading Change Jeffrey Katzenbergs Transformation

Self-Monitoring

The Dark Triad: Machiavellian, Narcissistic, and Psychopathic Personality

Applying What You Learn Dealing with Abusive Bosses

Using Individual Characteristics

Summary and Conclusions

Review and Discussion Questions

Leadership Challenge: Using Psychological Testing

Exercise 4-1 Your Ideal Organization

Self-Assessment 4-1: Value Systems

Self-Assessment 4-2: Emotional Intelligence

Self-Assessment 4-3: Proactivity

Self-Assessment 4-4: Type A

Self-Assessment 4-5: Self-Monitoring

Self-Assessment 4-6: Narcissism

Leadership in Action Zhang Xin: The Humble Chinese Billionaire

Chapter 5 Power Definitions and Consequences

Consequences of Using Power

Distribution of Power

Power and Culture

Sources of Power

Sources of Power Related to Individuals

Table of Contents

Organizational Sources of Power: Power for Teams

Special Power Sources of Top Executives

Applying What You Learn Managing Power When You Are a New Manager

The Dark Side of Power: Abuse, Corruption, and Destructive Leadership

Causes and Processes

The Cycle of Abuse, Corruption, and Destruction

Consequences of Abuse and Corruption

Solutions

Empowerment: The Changing Face of Power

Requirements of Empowerment

Impact of Empowerment

Leading Change Sharing Power and Reaping Profits

Summary and Conclusions

Review and Discussion Questions

Leadership Challenge: How Much Is Enough

Exercise 5-1 Words of Wisdom

Exercise 5-2 Who Holds Power in Your Team/Organization?

Self-Assessment 5-1: Understanding Your Sources of Power and Influence

Self-Assessment 5-2: Views of Power

Self-Assessment 5-3: Recognizing Blocks to Empowerment

Leadership in Action The Last CEO of Lehman Brothers: Richard Fuld

Part II Contemporary Concepts Chapter 6 Current Era in Leadership

New Era In Leadership Research

Charismatic Leadership: A Relationship Between Leaders and Followers

Characteristics of Charismatic Leaders

Characteristics of Followers

The Charismatic Situation

Culture and Charisma

The Dark Side of Charisma

Evaluation and Application

Transactional and Transformational Leadership

Transactional Leadership

Transformational Leadership

Evaluation and Application

Leading Change The Unconventional Sir Richard Branson

Value-Based Leadership: Servant, Authentic, and Positive Approaches

Servant Leadership

Authentic leadership

Positive Leadership

Applying What You Learn Balancing a Positive Approach with Realism

Evaluation and Application

A Critical Look at Value-Based Models

Summary and Conclusions

Table of Contents

Review and Discussion Questions

Leadership Challenge: Standing Up to a Charismatic but Unethical Leader

Exercise 6-1: Do You Know a Charismatic Leader?

Exercise 6-2: Charismatic Speech

Exercise 6-3: Analyzing a Charismatic Speech

Self-Assessment 6-1: Authentic Leadership

Self-Assessment 6-2: Positive Leadership

Leadership in Action Andrea Jungs Rise and Fall at Avon

Chapter 7 Other Leadership Perspectives Definition and Role of Upper-Echelon Leaders

Strategic Forces

Role of Strategic Leaders

Factors That Moderate the Power of Leaders

Applying What You Learn Managing in Times of Crisis

Characteristics of Upper-Echelon Leaders

Demographic and Personality Traits

Strategic Leadership Types

Culture and Gender

How Do Executives Affect Their Organization?

Direct Decisions

Allocation of Resources and Control over the Reward System

Setting the Norms and Modeling

Strategic Leaders Accountability

Unique Case of Nonprofit Organizations

Characteristics of Nonprofit Organizations

Leading Change Public Allies: Building Leadership in the Community

Leadership Challenges of Nonprofits

Summary and Conclusions

Review and Discussion Questions

Leadership Challenge: The Board of Directors (BOD) and CEOs

Exercise 7-1: Understanding Strategic Forces

Exercise 7-2: Your Organization

Exercise 7-3: Influence Processes

Self-Assessment 7-1: What Is Your Strategic Leadership Type?

Leadership in Action Leadership Musical Chairs at P&G

Part III Leading Chapter 8 Leading Teams

Participation and Teams: Benefits and Criteria For Use

Benefits of Participation and Teams

Criteria for Participation

The Role of Culture

The Issue of Delegation

Benefits of Delegation

Guidelines for Good Delegation

Table of Contents

Why Do Leaders Fail to Delegate?

Evolution of Participative Management: Teams and Self-Leadership

Leading Change Google: The Happiest Workplace on Earth?

Characteristics of Teams

Self-Managed Teams

Applying What You Learn Using a Sports Team Model in Management

Self-Leadership

Leading Teams Effectively

Size of the Team

Composition of the Team

Role of Leaders in a Team Environment

Managing Dysfunction in Teams

Helping Teams Become Effective

Summary and Conclusions

Review and Discussion Questions

Leadership Challenge: Who Gets the Project?

Exercise 8-1: To Delegate or Not to Delegate?

Exercise 8-2: Strategies for Becoming a Self-Leader

Self-Assessment 8-1: Delegation Scale

Self-Assessment 8-2: Are You a Team Leader?

Leadership in Action John Mackey of Whole Foods

Chapter 9 Leading Change Forces For Change

Internal and External Forces

Culture and Change

Types and Process of Change

Types of Change

Lewins Model for Change

Process of Planned Change

Dealing with Unplanned Change

Resistance to Change and Solutions

Causes of Resistance

Solutions

Leading Change: Creativity, Vision, Organizational Learning, and Organizational

Culture

Creativity

Improvisation

Leading Change Mulally Takes on Ford

Vision and Inspiration

Learning Organizations

Positive Approach

Changing Organizational Culture

Applying What You Learn Change Agents and Peer Pressure

Summary and Conclusions

Review and Discussion Questions

Table of Contents

Leadership Challenge: Implementing Unpopular Change

Exercise 9-1 Analyzing and Planning for Change

Exercise 9-2: Creativity and Parallel ThinkingThe Six Hats Method

Self-Assessment 9-1: Building Credibility

Self-Assessment 9-2: Creativity

Leadership in Action Best Buys Almost Transformation

Chapter 10 Developing Leaders Basic Elements of Leader Development

Factors in Learning

What Is Developed: The Content

Required Elements of Effective Development Programs

Methods of Leader Development

Self-Awareness

Experience

Developmental Relationships: Coaching and Mentoring

Feedback-Intensive Programs

Classroom Education

Outdoor Challenges

Leading Change Howard Schultz Stirs Up Starbucks

Development and Culture

Gender and Diversity

Effectiveness of Development

Organizational and Personal Factors in Development

Applying What You Learn Personal Development

Summary and Conclusions

Review and Discussion Questions

Leadership Challenge: Finding the Right Fit

Exercise 10-1: Identifying Your Mentoring Needs and Potential Mentors

Self-Assessment 10-1: My Personal Mission Statement

Leadership in Action Developing Leaders at Southwest Airlines

References

Author IndexA

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Subject IndexA

B

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