Leadership in Organizations

Description

Welcome Welcome Copyright Page and Preface Section 1: Copyright Section 2: Dedication Section 3: About the Authors Section 4: Preface 1: The Nature of Leadership Introduction: The Nature of Leadership 1.1: Definitions of Leadership 1.1.2: Type of Influence Process 1.1.3: Purpose of Influence Attempts 1.1.4: Influence Based on Reason or Emotions 1.1.5: Direct and Indirect Leadership 1.1.6: Leadership or Management 1.1.7: Our Definition of Leadership 1.2: Indicators of Leadership Effectiveness 1.2.2: What Criteria to Use 1.3: Research Methods for Studying Leadership Effectiveness 1.4: Major Perspectives in Leadership Theory and Research 1.4.2: Behavior Approach 1.4.3: Power-Influence Approach 1.4.4: Situational Approach 1.4.5: Values-Based Approach 1.5: Level of Conceptualization for Leadership Theories 1.5.2: Dyadic Processes 1.5.3: Group Processes 1.5.4: Organizational Processes 1.5.5: Multi-level Theories 1.6: Other Bases for Comparing Leadership Theories 1.6.2: Descriptive or Prescriptive Theory 1.6.3: Universal or Contingency Theory 1.7: Organization of the Book Summary: The Nature of Leadership Review and Discussion Questions Key Terms 2: Leadership Behavior Introduction: Leadership Behavior 2.1: Reasons for Diverse Taxonomies of Leadership Behavior 2.2: Some Important Types of Leadership Behavior 2.2.2: Change-Oriented Behaviors 2.2.3: Empowering and Participative Leadership 2.2.4: Transformational Leadership 2.2.5: External Leadership Behaviors 2.2.6: Proactive Influence Tactics 2.3: Specific Task-Oriented Leader Behaviors 2.3.2: Clarifying Roles and Objectives 2.3.3: Monitoring Operations and Performance 2.3.4: Solving Operational Problems 2.4: Specific Relations-Oriented Leader Behaviors 2.4.2: Developing Subordinate Skills 2.4.3: Providing Praise and Recognition Summary: Leadership Behavior Review and Discussion Questions Key Terms Case: Consolidated Products Case: Superior Staffing 3: The Leadership Situation and Adaptive Leadership Introduction: The Leadership Situation and Adaptive Leadership 3.1: Different Ways Situations Affect Leaders 3.1.2: Situation Moderates Effects of Leader Behavior 3.1.3: Situation Directly Affects Outcomes or Mediators 3.2: Stewart Model of Situational Determinants 3.2.2: Constraints 3.2.3: Choices 3.2.4: Pattern of Relationships 3.2.5: Work Patterns 3.2.6: Exposure 3.2.7: Leader Discretion 3.3: Other Situational Determinants of Leader Behavior 3.3.2: Size of Organizational Unit 3.3.3: External Dependencies 3.3.4: Extreme Contexts 3.4: Guidelines for Coping with Demands and Constraints 3.5: Early Contingency Theories of Effective Leader Behavior 3.5.2: Leadership Substitutes Theory 3.6: Multiple-Linkage Model 3.6.2: Situational Variables 3.6.3: Short-Term Actions to Correct Deficiencies 3.6.4: Long-Term Actions to Improve the Situation 3.7: Evaluation of Research on the Contingency Theories 3.8: Guidelines for Flexible, Adaptive Leadership Summary: The Leadership Situation and Adaptive Leadership Review and Discussion Questions Key Terms Case: Acme Manufacturing Company Case: Foreign Auto Shop 4: Decision Making and Empowerment by Leaders Introduction: Decision Making and Empowerment by Leaders 4.1: Decision Making by Managers 4.1.2: Important Decisions Are Disorderly and Political 4.1.3: Many Decisions Are Informal and Adaptive 4.1.4: Routine Decisions Are Different 4.2: Participative Leadership 4.2.2: Potential Benefits of Participative Leadership 4.2.3: Objectives for Different Participants 4.2.4: Research on Effects of Participative Leadership 4.2.5: The Threshold Effect of Participative Leadership 4.2.6: Findings in Participation Research 4.3: Normative Decision Model 4.3.2: Situational Variables 4.3.3: Decision Rules 4.3.4: Evaluation of the Theory 4.4: Guidelines for Participative Leadership 4.4.2: Using Participative Decision Making 4.5: Delegation 4.5.2: Potential Benefits from Delegation 4.5.3: Reasons for Lack of Delegation 4.5.4: Research on Consequences of Delegation 4.6: Guidelines for Delegating 4.6.2: How to Delegate 4.7: Psychological Empowerment 4.8: Empowerment Programs 4.8.2: Formal Decision Procedures 4.8.3: Shared Leadership Responsibilities 4.8.4: Information Sharing 4.8.5: Example of a Creative Empowerment Program 4.9: Benefits of Empowering Leadership and Programs Summary: Decision Making and Empowerment by Leaders Review and Discussion Questions Key Terms Case: Echo Electronics Case: Alvis Corporation 5: Leading Change and Innovation Introduction: Leading Change and Innovation 5.1: Types of Change in Teams and Organizations 5.1.2: Technology 5.1.3: Strategy 5.1.4: Economics or People 5.1.5: Developmental, Transitional, or Transformational Change 5.2: Change Processes 5.2.2: Stages in Reaction to a Change 5.2.3: Prior Experience and Reactions to Change 5.3: Reasons for Accepting or Rejecting Change 5.3.2: The Proposed Change Is Not Feasible 5.3.3: The Proposed Change Is Not Cost Effective 5.3.4: The Change Would Cause Personal Losses 5.3.5: The Proposed Change Is Inconsistent with Values 5.3.6: The Leaders Are Not Trusted 5.3.7: Organizational Cynicism About Change 5.3.8: Alternative Reasons for Resistance 5.4: Implementing Change 5.4.2: Understanding Systems Dynamics 5.4.3: Responsibility for Implementing Major Change 5.4.4: The Pace and Sequencing of Changes 5.5: Guidelines for Implementing Change 5.6: How Visions Influence Change 5.6.2: Elements of a Vision 5.6.3: Research on Effects of Visions 5.6.4: Guidelines for Developing a Vision 5.7: Collective Learning and Innovation 5.7.2: External Acquisition of New Knowledge 5.7.3: Integrating Exploration and Exploitation Learning Processes 5.7.4: Knowledge Diffusion and Application 5.7.5: Learning Organizations 5.8: Guidelines for Enhancing Learning and Innovation Summary: Leading Change and Innovation Review and Discussion Questions Key Terms Case: Ultimate Office Products Case: Ready Foods Company 6: Power and Influence Tactics Introduction: Power and Influence Tactics 6.1: Sources of Power 6.1.2: Legitimate Power 6.1.3: Reward Power 6.1.4: Coercive Power 6.1.5: Referent Power 6.1.6: Expert Power 6.1.7: Information Power 6.2: How Power Is Gained or Lost 6.2.2: Strategic Contingencies Theory 6.2.3: Institutionalization of Power 6.3: Consequences of Power 6.4: Guidelines for Using Power 6.4.2: Reward Power 6.4.3: Coercive Power 6.4.4: Expert Power 6.4.5: Referent Power 6.5: Influence Tactics and Outcomes 6.5.2: Influence Outcomes for Proactive Tactics 6.6: Types of Proactive Influence Tactics 6.6.2: Apprising 6.6.3: Inspirational Appeals 6.6.4: Consultation 6.6.5: Exchange 6.6.6: Collaboration 6.6.7: Ingratiation 6.6.8: Personal Appeals 6.6.9: Legitimating Tactics 6.6.10: Pressure 6.6.11: Coalition Tactics 6.7: Power and Influence Behavior 6.8: Effectiveness of Proactive Tactics 6.8.2: Combining Tactics 6.8.3: Sequencing Tactics 6.8.4: Using the Tactics to Resist Influence Attempts 6.9: Guidelines for Using Proactive Influence Tactics 6.9.2: Inspirational Appeals 6.9.3: Consultation 6.9.4: Collaboration Summary: Power and Influence Tactics Review and Discussion Questions Key Terms Case: Sporting Goods Store Case: The New Dean 7: Leader Traits and Skills Introduction: Leader Traits and Skills 7.1: Personality Traits and Effective Leadership 7.1.2: Self-Confidence 7.1.3: Internal Locus of Control 7.1.4: Emotional Stability and Maturity 7.1.5: Core Self-Evaluation 7.1.6: Power Motivation 7.1.7: Personal Integrity 7.1.8: Narcissism 7.1.9: Achievement Orientation 7.1.10: Need for Affiliation 7.1.11: The Big Five Personality Traits 7.2: Skills and Effective Leadership 7.2.2: Conceptual Skills 7.2.3: Interpersonal Skills 7.2.4: Political Skill 7.3: Managerial Competencies 7.3.2: Social Intelligence 7.3.3: Learning Ability 7.4: Situational Relevance of Traits and Skills 7.4.2: Type of Organization 7.4.3: Stress on the Leader 7.4.4: External Environment 7.5: Evaluation of the Trait Approach 7.6: Guidelines for Leaders Summary: Leader Traits and Skills Review and Discussion Questions Key Terms Case: National Products Case: Prestige Marketing 8: Charismatic and Transformational Leadership Introduction: Charismatic and Transformational Leadership 8.1: Charismatic Leadership 8.1.2: Influence Processes and Mediating Variables 8.1.3: Traits and Values of Charismatic Leaders 8.1.4: Positive and Negative Charismatics 8.1.5: The Leadership Situation 8.2: Effects of Charismatic Leaders 8.2.2: Findings from Research on Effects of Charismatic Leaders 8.2.3: Learning Charismatic Leadership 8.2.4: Implications for Organizations 8.3: Transformational Leadership 8.3.2: Influence Processes 8.3.3: Leadership Situation 8.4: Comparison of Charismatic and Transformational Leadership 8.5: Evaluation of the Theories 8.6: Guidelines for Inspirational Leadership Summary: Charismatic and Transformational Leadership Review and Discussion Questions Key Terms Case: Metro Bank Case: Astro Airlines 9: Values-Based and Ethical Leadership Introduction: Values-Based and Ethical Leadership 9.1: Conceptions of Ethical Leadership 9.1.2: Personal Integrity and Ethical Leadership 9.1.3: Dilemmas in Assessing Ethical Leadership 9.1.4: Multiple Stakeholders and Competing Values 9.2: Determinants and Consequences of Ethical Leadership 9.2.2: Situational Influences on Ethical Leadership 9.2.3: Consequences of Ethical and Unethical Leadership 9.3: Theories of Values-Based Leadership 9.3.2: Servant Leadership 9.3.3: Spiritual Leadership 9.3.4: Authentic Leadership 9.4: Comparison and Evaluation of Theories 9.4.2: Evaluation of Theories 9.5: Guidelines for Ethical Leadership 9.5.2: Programs to Promote Ethical Behavior 9.5.3: Cultural Values, Laws, and Professional Standards Summary: Values-Based and Ethical Leadership Review and Discussion Questions Key Terms Case: Unethical Leadership at Enron Case: Restview Hospital 10: Dyadic Relations and Followers Introduction: Dyadic Relations and Followers 10.1: Leader-Member Exchange Theory 10.1.2: Determinants and Consequences of LMX 10.1.3: Evaluation of LMX Theory 10.2: Leader Attributions About Subordinates 10.2.2: Other Determinants of Leader Attributions 10.2.3: Relational Attributions 10.3: Guidelines for Correcting Performance Deficiencies 10.4: Follower Attributions and Implicit Theories 10.4.2: Implications of Follower Attributions About Leaders 10.4.3: Implicit Leadership Theories 10.5: Impression Management by Leaders and Followers 10.5.2: Impression Management by Leaders 10.6: Followership 10.6.2: Integrating Leader and Follower Roles 10.7: Self-Management 10.7.2: Effects of Self-Management 10.7.3: How Leaders Encourage Self-Management 10.8: Guidelines for Followers Summary: Dyadic Relations and Followers Review and Discussion Questions Key Terms Case: Cromwell Electronics Case: American Financial Corporation 11: Leadership in Teams and Decision Groups Introduction: Leadership in Teams and Decision Groups 11.1: Determinants of Team Performance 11.1.2: Member Skills and Role Clarity 11.1.3: Internal Organization and Coordination 11.1.4: External Coordination 11.1.5: Resources and Political Support 11.1.6: Cooperation and Mutual Trust 11.1.7: Collective Efficacy and Potency 11.1.8: Accurate, Shared Mental Models 11.1.9: Member Diversity 11.1.10: Group Process Dichotomies 11.1.11: Subgroups in Work Teams 11.2: Functional and Cross-Functional Work Teams 11.2.2: Cross-Functional Work Teams 11.2.3: Leadership in Cross-Functional Teams 11.2.4: Virtual Teams 11.3: Self-Managed Work Teams 11.3.2: Leadership in Self-Managed Teams 11.4: Guidelines for Leading Teams 11.5: Leading Decision Groups 11.5.2: Group Maintenance Functions 11.5.3: Who Should Perform the Leadership Functions 11.6: Guidelines for Leading Meetings Summary: Leadership in Teams and Decision Groups Review and Discussion Questions Key Terms Case: Southwest Engineering Services Case: Columbia Corporation 12: Strategic Leadership in Organizations Introduction: Strategic Leadership in Organizations 12.1: Determinants of Organizational Performance 12.1.2: Efficiency and Process Reliability 12.1.3: Human Capital and Strategic Human Resource Management 12.1.4: Competitive Strategy 12.1.5: Management Programs, Systems, and Structures 12.2: How Leaders Influence Organizational Performance 12.2.2: Coordinating Leadership Across Levels and Subunits 12.3: Situations Affecting Strategic Leadership 12.3.2: Environmental Uncertainty and Crises 12.4: Organizational Culture 12.4.2: Culture and Organizational Performance 12.4.3: Leader Influence on Culture 12.4.4: Difficulty of Culture Change 12.5: Research on Effects of Strategic Leadership 12.5.2: Descriptive Studies of CEO Decisions and Actions 12.5.3: Survey Studies on CEO Leadership 12.5.4: Evaluation of Research on Strategic Leadership 12.6: Executive Teams 12.6.2: Facilitating Conditions 12.6.3: Leadership of Executive Teams 12.6.4: Example of a Study on Executive Teams 12.7: Other Conceptions of Organizational Leadership 12.7.2: Relational Leadership 12.7.3: Complexity Theory of Leadership 12.8: External Monitoring and Strategy Formulation 12.8.2: Developing Competitive Strategy 12.9: Guidelines for Strategic Leadership Summary: Strategic Leadership in Organizations Review and Discussion Questions Key Terms Case: Costco Case: Turnaround at Nissan 13: Cross-Cultural Leadership and Diversity Introduction: Cross-Cultural Leadership and Diversity 13.1: Cross-Cultural and Global Leadership 13.1.2: Types of Cross-Cultural Studies 13.1.3: Cultural Influences on Leadership Behavior 13.1.4: Cross-Cultural Research on Behavior Differences 13.1.5: Cross-Cultural Research on Effects of Leader Behavior 13.1.6: The GLOBE Project 13.2: Cultural Values and Leadership 13.2.2: Uncertainty Avoidance 13.2.3: Individualism (versus Collectivism) 13.2.4: Gender Egalitarianism 13.2.5: Performance Orientation 13.2.6: Humane Orientation 13.2.7: Culture Clusters 13.2.8: Evaluation of Cross-Cultural Research 13.3: Guidelines for Global Leadership 13.4: Gender and Leadership 13.4.2: Theories of Male Advantage 13.4.3: Theory of Feminine Advantage 13.4.4: Explanations for the Glass Ceiling and Glass Cliff 13.4.5: Findings in Research on Gender Differences 13.4.6: Limitations of Research on Gender Differences 13.4.7: Identifying Causes and Reducing Discrimination 13.4.8: Summary of Leader Gender Research 13.4.9: Managing Diversity and Inclusion 13.4.10: Fostering Appreciation and Tolerance 13.4.11: Providing Equal Opportunity Summary: Cross-Cultural Leadership and Diversity Review and Discussion Questions Key Terms Case: Madison, Jones, and Conklin Case: A Day in the Life of a Global Leader 14: Developing Leadership Skills Introduction: Developing Leadership Skills 14.1: Leadership Training Programs 14.1.2: Design of Leadership Training 14.1.3: Effects of Leadership Training 14.2: Learning from Experience 14.2.2: Variety of Tasks or Assignments 14.2.3: Accurate, Relevant Feedback 14.3: Developmental Activities 14.3.2: Developmental Assessment Centers 14.3.3: Developmental Assignments 14.3.4: Mentoring 14.3.5: Executive Coaching 14.3.6: Simulations 14.3.7: Personal Growth Programs 14.4: Facilitating Leadership Development 14.4.2: Support by the Boss 14.4.3: Learning Climate 14.4.4: Criteria for Developmental Assignments 14.5: Systems Perspective on Leadership Development 14.5.2: Integrating Developmental Activities 14.5.3: Leadership Development for the Organization 14.5.4: Guidelines for Self-Development Summary: Developing Leadership Skills Review and Discussion Questions Key Terms Case: Federated Industries Case: River Bank 15: Overview and Integration Introduction: Overview and Integration 15.1: Major Findings About Effective Leadership 15.1.2: Leadership Behavior 15.1.3: Power and Influence 15.1.4: Traits and Skills 15.1.5: Integration of Diverse Perspectives About Effective Leadership 15.2: Multi-Level Explanatory Processes 15.2.2: Social Identification 15.2.3: Trust and Cooperation 15.2.4: Knowledge and Skills 15.2.5: Specialization 15.2.6: Perceived Efficacy and Optimism 15.2.7: Empowerment 15.2.8: Collective Learning and Innovation 15.3: Ways to Improve Leadership Research 15.3.2: Survey Studies Versus Experiments 15.3.3: Level of Analysis 15.3.4: Limitations in Behavior Studies 15.3.5: Other Methodological Issues 15.3.6: Summary of Research Limitations 15.4: General Guidelines for Effective Leadership 15.5: The State of the Field Summary: Overview and Integration Key Terms References References