Leadership: Theory and Practice

2022·3.65 MB·English

by  Peter G. Northouse

Preface Page: xv
Acknowledgments Page: xviii
About the Author Page: xxii
About the Contributors Page: xxiii
Chapter 1 Introduction Page: 1
Leadership Defined Page: 2
Ways of Conceptualizing Leadership Page: 5
Definition and Components Page: 6
Leadership Described Page: 8
Trait Versus Process Leadership Page: 8
Assigned Versus Emergent Leadership Page: 9
Leadership and Power Page: 10
Leadership and Coercion Page: 13
Leadership and Morality Page: 13
Leadership Is a Neutral Process Page: 14
Leadership Is a Moral Process Page: 15
Leadership and Management Page: 16
Plan of the Book Page: 18
Case Study Page: 18
Case 1.1 Open Mouth . . . Page: 19
Leadership Instrument Page: 21
Conceptualizing Leadership Questionnaire Page: 22
Summary Page: 24
Chapter 2 Trait Approach Page: 27
Description Page: 27
Intelligence Page: 32
Self-Confidence Page: 33
Determination Page: 33
Integrity Page: 34
Sociability Page: 34
Five-Factor Personality Model and Leadership Page: 35
Strengths and Leadership Page: 36
Emotional Intelligence Page: 38
How Does the Trait Approach Work? Page: 40
Strengths Page: 41
Criticisms Page: 42
Application Page: 44
Case Studies Page: 44
Case 2.1 Choosing a New Director of Research Page: 45
Case 2.2 Recruiting for the Bank Page: 46
Case 2.3 Elon Musk Page: 47
Leadership Instrument Page: 50
Leadership Trait Questionnaire (LTQ) Page: 51
Summary Page: 53
Chapter 3 Skills Approach Page: 56
Description Page: 56
Three-Skill Approach Page: 56
Technical Skills Page: 57
Human Skills Page: 57
Conceptual Skills Page: 58
Summary of the Three-Skill Approach Page: 59
Skills Model Page: 59
Individual Attributes Page: 60
Competencies Page: 62
Influences on Skills Development Page: 66
Leadership Outcomes Page: 68
Summary of the Skills Model Page: 69
How Does the Skills Approach Work? Page: 69
Strengths Page: 70
Criticisms Page: 71
Application Page: 72
Case Studies Page: 72
Case 3.1 A Strained Research Team Page: 73
Case 3.2 Andy’s Recipe Page: 74
Case 3.3 2019 Global Teacher of the Year: Peter Tabichi Page: 76
Leadership Instrument Page: 78
Skills Inventory Page: 79
Summary Page: 81
Chapter 4 Behavioral Approach Page: 84
Description Page: 84
Task and Relationship Behaviors Page: 85
Task Orientation Page: 85
Relationship Orientation Page: 85
Historical Background of the Behavioral Approach Page: 85
The Ohio State Studies Page: 85
The University of Michigan Studies Page: 86
Blake and Mouton’s Managerial (Leadership) Grid Page: 87
Paternalism/Maternalism Page: 90
Opportunism Page: 90
Recent Studies Page: 91
How Does the Behavioral Approach Work? Page: 92
Strengths Page: 93
Criticisms Page: 94
Application Page: 96
Case Studies Page: 96
Case 4.1 A Drill Sergeant at First Page: 97
Case 4.2 We Are Family Page: 98
Case 4.3 Cheer Coach Monica Aldama Page: 100
Leadership Instrument Page: 103
Leadership Behavior Questionnaire Page: 104
Summary Page: 106
Chapter 5 Situational Approach Page: 109
Description Page: 109
Leadership Style Page: 110
Development Level Page: 112
How Does SLII® Work? Page: 112
Strengths Page: 114
Criticisms Page: 116
Application Page: 119
Case Studies Page: 119
Case 5.1 Marathon Runners at Different Levels Page: 120
Case 5.2 Getting the Message Across Page: 121
Case 5.3 Philosophies of Chinese Leadership Page: 122
Leadership Instrument Page: 126
SLII® Questionnaire: Sample Items Page: 127
Summary Page: 130
Chapter 6 Path–Goal Theory Page: 132
Description Page: 132
Leader Behaviors Page: 134
Directive Leadership Page: 134
Supportive Leadership Page: 135
Participative Leadership Page: 135
Achievement-Oriented Leadership Page: 136
Follower Characteristics Page: 137
Task Characteristics Page: 138
How Does Path–Goal Theory Work? Page: 139
Strengths Page: 141
Criticisms Page: 141
Application Page: 143
Case Studies Page: 144
Case 6.1 Three Shifts, Three Supervisors Page: 145
Case 6.2 Playing in the Orchestra Page: 147
Case 6.3 Row the Boat Page: 149
Leadership Instrument Page: 152
Path–Goal Leadership Questionnaire Page: 153
Summary Page: 155
Chapter 7 Leader–Member Exchange Theory Page: 157
Description Page: 157
Early Studies Page: 158
Later Studies Page: 160
Leadership Development Page: 162
Emotions and LMX Development Page: 164
How Does LMX Theory Work? Page: 166
Strengths Page: 167
Criticisms Page: 169
Application Page: 171
Case Studies Page: 172
Case 7.1 His Team Gets the Best Assignments Page: 173
Case 7.2 Working Hard at Being Fair Page: 174
Case 7.3 Pixar: Creating Space for Success Page: 175
Leadership Instrument Page: 179
LMX-7 Questionnaire Page: 180
Summary Page: 182
Chapter 8 Transformational Leadership Page: 185
Description Page: 185
Transformational Leadership Defined Page: 186
Transformational Leadership and Charisma Page: 188
A Model of Transformational Leadership Page: 190
Transformational Leadership Factors Page: 191
Transactional Leadership Factors Page: 195
Nonleadership Factor Page: 196
Transformational Leadership Measurements Page: 197
Other Transformational Perspectives Page: 197
Bennis and Nanus Page: 198
Kouzes and Posner Page: 199
How Does the Transformational Leadership Approach Work? Page: 201
Strengths Page: 203
Criticisms Page: 205
Application Page: 208
Case Studies Page: 209
Case 8.1 The Vision Failed Page: 210
Case 8.2 An Exploration in Leadership Page: 211
Case 8.3 Grandmothers and Benches Page: 213
Leadership Instrument Page: 217
Transformational Leadership Inventory Page: 218
Summary Page: 219
Chapter 9 Authentic Leadership Page: 221
Description Page: 221
Authentic Leadership Defined Page: 221
Approaches to Authentic Leadership Page: 222
Practical Approach Page: 222
Theoretical Approach Page: 226
How Does Authentic Leadership Work? Page: 231
Strengths Page: 232
Criticisms Page: 233
Application Page: 235
Case Studies Page: 236
Case 9.1 Am I Really a Leader? Page: 237
Case 9.2 Kassy’s Story Page: 239
Case 9.3 The Arena of Authenticity Page: 243
Leadership Instrument Page: 247
Authentic Leadership Self-Assessment Questionnaire Page: 248
Summary Page: 250
Chapter 10 Servant Leadership Page: 253
Description Page: 253
Servant Leadership Defined Page: 253
Historical Basis of Servant Leadership Page: 254
Ten Characteristics of a Servant Leader Page: 255
Building a Theory About Servant Leadership Page: 257
Model of Servant Leadership Page: 258
Antecedent Conditions Page: 259
Servant Leader Behaviors Page: 261
Outcomes Page: 264
Summary of the Model of Servant Leadership Page: 266
How Does Servant Leadership Work? Page: 266
Strengths Page: 267
Criticisms Page: 269
Application Page: 270
Case Studies Page: 271
Case 10.1 Global Health Care Page: 272
Case 10.2 Servant Leadership Takes Flight Page: 274
Case 10.3 Energy to Inspire the World Page: 275
Leadership Instrument Page: 278
Servant Leadership Questionnaire Page: 279
Summary Page: 282
Chapter 11 Adaptive Leadership Page: 285
Description Page: 285
Adaptive Leadership Defined Page: 285
A Model of Adaptive Leadership Page: 288
Situational Challenges Page: 288
Technical Challenges Page: 288
Technical and Adaptive Challenges Page: 289
Adaptive Challenges Page: 289
Leader Behaviors Page: 290
Adaptive Work Page: 299
How Does Adaptive Leadership Work? Page: 300
Strengths Page: 302
Criticisms Page: 304
Application Page: 305
Case Studies Page: 307
Case 11.1 Silence, Stigma, and Mental Illness Page: 308
Case 11.2 Taming Bacchus Page: 309
Case 11.3 Agonizing Options for Marlboro College Page: 311
Leadership Instrument Page: 314
Adaptive Leadership Questionnaire Page: 315
Summary Page: 319
Chapter 12 Inclusive Leadership Page: 322
Description Page: 322
Inclusion Defined Page: 324
A Model of Inclusive Leadership Page: 328
Antecedent Conditions Page: 329
Leader Characteristics Page: 329
Group Diversity Cognitions Page: 329
Organizational Policies and Practices Page: 330
Inclusive Leadership Behaviors Page: 330
Outcomes Page: 332
How Does Inclusive Leadership Work? Page: 333
Strengths Page: 333
Criticisms Page: 334
Application Page: 335
Assessment Page: 336
Challenge Page: 337
Support Page: 338
Case Studies Page: 338
Case 12.1 Difficult Decision Page: 339
Case 12.2 The Extraversion Advantage Page: 340
Case 12.3 Inclusive Leadership During a Crisis Page: 341
Leadership Instrument Page: 344
Inclusive Leadership Reflection Instrument Page: 345
Summary Page: 349
Chapter 13 Followership Page: 352
Description Page: 352
Followership Defined Page: 353
Role-Based and Relational-Based Perspectives Page: 354
Typologies of Followership Page: 355
The Zaleznik Typology Page: 355
The Kelley Typology Page: 356
The Chaleff Typology Page: 357
The Kellerman Typology Page: 359
Theoretical Approaches to Followership Page: 361
Reversing the Lens Page: 363
The Leadership Co-Created Process Page: 364
New Perspectives on Followership Page: 366
Perspective 1: Followers Get the Job Done Page: 366
Perspective 2: Followers Work in the Best Interest of the Organization’s Mission Page: 366
Perspective 3: Followers Challenge Leaders Page: 367
Perspective 4: Followers Support the Leader Page: 368
Perspective 5: Followers Learn From Leaders Page: 368
Followership and Destructive Leaders Page: 368
1. Our Need for Reassuring Authority Figures Page: 370
2. Our Need for Security and Certainty Page: 370
3. Our Need to Feel Chosen or Special Page: 371
4. Our Need for Membership in the Human Community Page: 371
5. Our Fear of Ostracism, Isolation, and Social Death Page: 372
6. Our Fear of Powerlessness to Challenge a Bad Leader Page: 372
How Does Followership Work? Page: 373
Strengths Page: 374
Criticisms Page: 376
Application Page: 377
Case Studies Page: 378
Case 13.1 Bluebird Care Page: 379
Case 13.2 Olympic Rowers Page: 381
Case 13.3 Penn State Sexual Abuse Scandal Page: 383
Leadership Instrument Page: 386
Followership Questionnaire Page: 387
Summary Page: 391
Chapter 14 Gender and Leadership Page: 394
Description Page: 394
The Glass Ceiling Turned Labyrinth Page: 394
Evidence of the Leadership Labyrinth Page: 394
Understanding the Labyrinth Page: 395
Gender Differences in Leadership Styles and Effectiveness Page: 398
Navigating the Labyrinth Page: 404
Strengths Page: 406
Criticisms Page: 407
Application Page: 408
Case Studies Page: 409
Case 14.1 The “Glass Ceiling” Page: 410
Case 14.2 Pregnancy as a Barrier to Job Status Page: 411
Case 14.3 Jacinda Ardern, Prime Minister of New Zealand Page: 412
Leadership Instrument Page: 417
Gender-Leader Bias Questionnaire Page: 418
Summary Page: 420
Chapter 15 Leadership Ethics Page: 422
Description Page: 422
Ethics Defined Page: 422
Level 1. Preconventional Morality Page: 423
Level 2. Conventional Morality Page: 424
Level 3. Postconventional Morality Page: 425
Ethical Theories Page: 425
Centrality of Ethics to Leadership Page: 429
Heifetz’s Perspective on Ethical Leadership Page: 430
Burns’s Perspective on Ethical Leadership Page: 430
The Dark Side of Leadership Page: 431
Principles of Ethical Leadership Page: 433
Ethical Leaders Respect Others Page: 433
Ethical Leaders Serve Others Page: 434
Ethical Leaders Are Just Page: 435
Ethical Leaders Are Honest Page: 437
Ethical Leaders Build Community Page: 438
Strengths Page: 439
Criticisms Page: 441
Application Page: 442
Case Studies Page: 443
Case 15.1 Choosing a Research Assistant Page: 444
Case 15.2 Reexamining a Proposal Page: 445
Case 15.3 Ship Shape Page: 446
Leadership Instrument Page: 451
Ethical Leadership Style Questionnaire (Short Form) Page: 452
Summary Page: 458
Chapter 16 Team Leadership Page: 461
Description Page: 461
Team Leadership Model Page: 464
Team Effectiveness Page: 465
Leadership Decisions Page: 471
Leadership Actions Page: 475
How Does the Team Leadership Model Work? Page: 479
Strengths Page: 480
Criticisms Page: 481
Application Page: 482
Case Studies Page: 483
Case 16.1 Team Crisis Within the Gates Page: 484
Case 16.2 Starts With a Bang, Ends With a Whimper Page: 485
Case 16.3 1980 U.S. Olympic Hockey Team Page: 486
Leadership Instrument Page: 490
Team Excellence and Collaborative Team Leader Questionnaire Page: 492
Summary Page: 494
References Page: R-1
Author Index Page: I-1
Subject Index Page: I-11