Leadership 7th Edition - Theory, Application, & Skill Development

Khả năng lãnh đạo
Lý thuyết, ứng dụng và phát triển kỹ năng
Lãnh đạo: Lý thuyết, Ứng dụng và Phát triển Kỹ năng cung cấp phần giới thiệu ứng dụng về các lý thuyết và khái niệm lãnh đạo. Các tác giả sách bán chạy nhất Robert N. Lussier và Christopher F. Achua sử dụng các ví dụ thực tế hiện tại và các mô hình hành vi từng bước để giúp người đọc chuẩn bị cho một loạt các tình huống và thách thức lãnh đạo. Phiên bản thứ bảy trang bị cho sinh viên những kỹ năng lãnh đạo cần thiết để phát triển trong thế giới kinh doanh ngày nay với 23 trường hợp mới mô tả một nhóm các nhà lãnh đạo đa dạng cũng như những thông tin mới về lãnh đạo trong khủng hoảng, lãnh đạo phục vụ, tác động xã hội và các tổ chức có hiệu suất cao.

Preface
About the Authors
Part I Inpiduals as Leaders
Chapter 1 Who Is a Leader and What Skills Do Leaders Need?
Introduction
Leadership and Leadership Development
Are Leaders Born or Made?
Why Is Leadership Important?
Why Study Leadership?
The Need for Self-Awareness in Leadership Development
From the Management to the Leadership Paradigm
From Autocratic to Participative Management
From the Shareholder to the Stakeholder View
From the Self-Serving to the Servant Leadership View
Defining Leadership With Five Key Elements
Leaders–Followers
Influence
Organizational Objectives
Change
Trusting Relationships
Leadership Skills
The Skills Approach
Three Leadership Skills
Technical Skills
Interpersonal Skills
Decision-Making Skills
Skills Needed Based on Management Level
Interpersonal Skills
Your Leadership Point of View
Leadership Managerial Roles
Interpersonal Roles
Informational Roles
Decisional Roles
Levels of Analysis of Leadership
Three Levels of Analysis
Interrelationships Among the Levels of Analysis
Leadership Theory Paradigms
The Trait Theory Paradigm
The Behavioral Leadership Theory Paradigm
The Contingency Leadership Theory Paradigm
The Integrative Leadership Theory Paradigm
Objectives and Organization of the Book
Objectives of the Book
Leadership Theory
Evidence-Based Management
AACSB 2020 Business Accreditation Standards
Application of Leadership Theory
Leadership Skill Development
Models Versus Exhibits
Behavior Modeling Leadership Skills Training
Practice
Flexibility
Organization of the Book
Chapter 2 Leadership Traits and Ethics
Introduction
Personality and Traits
Personality and Traits Are Different but Related
Why Understanding Personality Is Important
Personality Profiles and Tests
The Big Five Correlates With Leadership
Derailed Leadership Traits
We Can Improve
Leadership Trait Universality
The Big Five Including Traits of Effective Leaders
Surgency
Agreeableness
Adjustment
Conscientiousness
Openness
The Personality Profile of Effective Leaders
Achievement Motivation Theory
The Need for Achievement (n Ach)
The Need for Power (n Pow)
The Need for Affiliation (n Aff)
Your Motive Profile
Leader Motive Profile Theory
Leadership Attitudes
Theory X and Theory Y
Theory X and Y Leadership Style Affects Employees
The Pygmalion Effect
Self-Concept
Developing a More Positive Attitude and Self-Concept
How Attitudes Develop Leadership Styles
Ethical Leadership
What Is Ethical Leadership?
Ethics in Decision Making
Views of Ethics
Does Ethical Behavior Pay?
Ethics at the Inpidual Level
Ethics at the Business Level
Ethics at the Government Level
Ethics at the Global Level
Why Do Good People Do Bad Things?
Incentives
Factors Influencing Ethical Behavior
Personality Traits and Attitudes
Moral Development
The Situation
How People Justify Unethical Behavior
Caution Against Escalation of Unethical Behavior
Guides to Ethical Behavior
Inpidual Guides to Ethics
Business Ethics Begins With You
Organizational Guides to Ethics
Application of Ethical Guides
Playing by the Rules: Ethics at Work
Chapter 3 Leadership Behavior and Motivation
Introduction
Leadership Behavior and Styles
From Leadership Traits to Behavior
Leadership Behavior Is Based on Traits
Leadership Behavior
Leadership Styles
University of Iowa Leadership Styles
University of Michigan and Ohio State University Leadership Models
University of Michigan: Job-Centered and Employee-Centered Behavior
Ohio State University: Initiating Structure and Consideration Behavior
Differences, Contributions, and Applications of Leadership Models
Differences Between the Models
Contributions of the Behavioral Models
Applications of the Models
The Leadership Grid
Leadership Grid and High-High Leader Research
Leadership and Motivation
Motivation, Engagement, and Leadership
Engagement and Organizational Citizenship Behavior
What Motivates Us?
The Motivation Process
Motivation and the Performance Formula
An Overview of Three Major Classifications of Motivation Theories
Content Motivation Theories
Hierarchy of Needs Theory
Motivating Employees With Hierarchy of Needs Theory
Two-Factor Theory
Herzberg’s Two-Factor Motivation Model
Motivating Employees With Two-Factor Theory
Acquired Needs Theory
Balancing Work–Life Needs
Process Motivation Theories
Equity Theory
Comparing Inputs to Outputs
Motivating With Equity Theory
Expectancy Theory
Three Variables
Motivating With Expectancy Theory
Goal-Setting Theory
Goals, Objectives, and Plans
SMART Goals
The Writing Objectives Model
Criteria for Objectives
Using Goal Setting to Motivate Employees
Reinforcement Theory
What Is Reinforcement Theory?
Types of Reinforcement
Positive Reinforcement
Avoidance Reinforcement
Punishment
Extinction
Schedules of Reinforcement
Continuous Reinforcement
Intermittent Reinforcement
You Get What You Reinforce
Motivating With Reinforcement
Giving Praise
Putting the Motivation Theories Together Within the Motivation Process
Chapter 4 Contingency Leadership Theories
Introduction
Contributions to Contingency Leadership Theories and Models
Correlation of Behavioral Leadership to Contingency Leadership
Different Leadership Skills Are Needed in Different Situations
Leadership Theories Versus Leadership Models
Contingency Theory and Model Variables
Global Contingency Leadership
Effective Leadership Styles Vary Globally
Effective Leadership Styles Are Influenced by Culture
Global Crises and Leadership
Contingency Leadership Theory and Model
Leadership Style and the LPC
Situational Favorableness
Determining the Appropriate Leadership Style
Changing the Situation
Research, Criticism, and Applications
Leadership Continuum Theory and Model
Path–Goal Leadership Theory and Model
Situational Factors
Leadership Styles
Research, Criticism, and Applications
Normative Leadership Theory and Models
Leadership Participation Styles
Model Questions to Determine the Appropriate Leadership Style
Selecting the Time-Driven or Development-Driven Model for the Situation
The Time-Driven Model
The Development-Driven Model
Computerized Normative Model
Determining the Appropriate Leadership Style
Research, Criticism, and Applications
Putting the Behavioral and Contingency Leadership Theories Together
Prescriptive and Descriptive Models
Leadership Substitutes Theory
Substitutes and Neutralizers
Leadership Style
Research, Criticism, and Applications
Part II Leadership Skills
Chapter 5 Communication, Coaching, and Conflict Skills
Introduction
Communication and Leadership
Communication Flow
The Interpersonal Communication Process
The Importance of Communication in Leadership
Sending Messages and Giving Instructions
Planning the Message
The Oral Message-Sending Process
Written Communication and Writing Tips
Nonverbal Communication
Receiving Messages
Multitasking Impairs Listening
The Message-Receiving Process
Listening
Analyzing
Checking Understanding
Feedback
The Importance of Feedback
The Role of Feedback in Verifying Messages
The Role of Feedback in Meeting Objectives
The Need to Be Open to Feedback—Criticism
Common Approaches to Getting Feedback on Messages—and Why They Don’t Work
How to Get Feedback on Messages
360-Degree Multirater Feedback
Coaching
What Is Criticism—and Why Doesn’t It Work?
Demotivating
The Difference Between Criticism and Coaching Feedback
How to Give Coaching Feedback
Develop a Supportive Working Relationship
Give Praise and Recognition
Avoid Blame and Embarrassment
Focus on the Behavior, Not the Person
Have Employees Assess Their Own Performance
Give Specific and Descriptive Feedback
Give Coaching Feedback
Provide Modeling and Training
Make Feedback Timely but Flexible
Get the Person to Ask for Coaching Feedback
The Coaching Model and Mentoring
The Coaching Model
Attribution Theory
Determining the Cause of Poor Performance and Corrective Coaching Action
Improving Performance With the Coaching Model
Mentoring
Managing Conflict
The Psychological Contract
Conflict Arises by Breaking the Psychological Contract
Conflict Can Be Dysfunctional or Functional
Conflict Management Styles
Avoiding Conflict Style
Accommodating Conflict Style
Forcing Conflict Style
Negotiating Conflict Style
Collaborating Conflict Style
Language and Cultural Conflict
Collaborating Conflict Management Style Models
Initiating Conflict Resolution
Step 1. Plan a BCF statement that maintains ownership of the problem
Step 2. Present your BCF statement and agree on the conflict
Step 3. Ask for and/or give alternative conflict resolutions
Step 4. Make an agreement for change
Responding to Conflict Resolution
Accommodating
Apologizing
Responding to a Conflict
Mediating Conflict Resolution
Chapter 6 Influencing: Power, Politics, Networking, and Negotiation
Introduction
Influencing and Power
Influencing Ethically
Sources of Power
Position Power
Personal Power
Types of Power and Influencing Tactics
Legitimate Power and Influencing Tactics
Appropriate Use of Legitimate Power
Increasing Legitimate Power
Reward Power and Influencing Tactics
Appropriate Use of Reward Power
Increasing Reward Power
Coercive Power and Influencing Tactics
Appropriate Use of Coercive Power
Increasing Coercive Power
Expert Power and Influencing Tactics
Appropriate Use of Expert Power
Increasing Expert Power
Referent Power and Influencing Tactics
Appropriate Use of Referent Power
Increasing Referent Power
Information Power and Influencing Tactics
Appropriate Use of Information Power and Tactics
Increasing Information Power
Connection Power and Influencing Tactics
Appropriate Use of Connection Power
Increasing Connection Power
Organizational Politics
The Nature of Organizational Politics
Politics and Career Success
Politics Is a Medium of Exchange
Servant Leadership Is Political in Nature
Asking for Help—I Need/Please Do Me a Favor
Political Behavior
Networking
Reciprocity
Coalitions
Guidelines for Developing Political Skills
Understand the Organizational Culture and Power Players
Develop Good Working Relationships, Especially With Your Manager
Be a Loyal, Honest Team Player
Gain Recognition
Networking
Perform a Self-Assessment and Set Goals
Accomplishments
Tie Your Accomplishments to the Job Description and Interview
Set Networking Goals
Create Your One-Minute Self-Sell
Write and Practice Your One-Minute Self-Sell
Develop Your Network
Conduct Networking Interviews
Maintain Your Network
Social Networking at Work
Negotiation
Negotiating
All Parties Should Believe They Got a Good Deal
Gender Difference in Negotiation
Negotiation Skills Can Be Developed
The Negotiation Process
Plan
Negotiations
Postponement
Agreement
No Agreement
Influencing Varies Globally
GLOBE
Global Trade Negotiations
Review
Part III Team Leadership
Chapter 7 Leader–Member Exchange and Followership
Introduction
From Vertical Dyadic Linkage Theory to Leader–Member Exchange Theory
Vertical Dyadic Linkage Theory
Developmental Stages and Follower Role Clarification
Role-Taking
Role-Making
Routinization
Leader–Member Exchange (LMX) Theory
High-Quality LMX Relationships
Low-Quality LMX Relationships
Factors That Influence the Quality of LMX Relationships
The Leader’s Influencing Ability
The Follower’s Influencing Ability
Follower Feedback Seeking Behavior
Follower Ingratiatory Behavior
Follower Self-Promotion Behavior
LMX Contribution and Criticisms
Criticisms of LMX Theory
Followership
The Act of Followership
Follower Classifications
Profile of an Effective Follower
Guidelines to Becoming an Effective Follower
Offer Support to the Leader
Take Initiative
Counsel and Coach the Leader When Appropriate
Raise Issues and/or Concerns When Necessary
Seek and Encourage Honest Feedback From the Leader
Clarify Your Role and Expectations
Show Appreciation
Keep the Leader Informed
Resist Inappropriate Influence From the Leader
A Follower’s Influencing Potential
Follower’s Personal Power
Follower’s Locus of Control
Follower’s Education and Experience
Delegation
Delegating
Benefits of Delegation
Obstacles to Delegation
Signs of Delegating Too Little
Delegation Decisions
What to Delegate
What Not to Delegate
Determining to Whom to Delegate
Personality and Followership and Delgation
Gender Differences
Delegating With the Use of a Model
Evaluating Follower Performance
Chapter 8 Team Leadership and Self-Managed Teams
Introduction
The Shift From Functional Hierarchies to Team-Structure Models
The Use of Teams in Organizations
What Is an Effective Team?
Characteristics of Highly Effective Teams
Team Charter and Norms
Widely Shared Team Goals
Team Cohesion and Task Interdependence
Team Mix and Size
Clearly Defined Team Member Roles and Responsibilities
Positive Interpersonal Relationships
Clearly Stated Operating Procedures
Effective Conflict Resolution Strategies
High-Level Interpersonal Communications
Senior Management Support
The Role of Team Leadership
Fostering Team Creativity
Benefits and Limitations of Teams and Teamwork
Benefits of Using Teams
Limitations of Using Teams
Types of Teams
Functional Team
Cross-Functional Team
Virtual Teams
Self-Managed Team (SMT)
Decision Making in Teams
Normative Leadership Model
Team-Centered Decision-Making Model
Advantages of Team-Centered Decision Making
Disadvantages of Team-Centered Decision Making
Personality Traits and Team Decision Making
Leadership Skills for Conducting Effective Team Meetings
Planning Meetings
Objectives
Participants and Assignments
Agenda
Date, Time, and Place
Leadership
Conducting Meetings
The Three Parts of a Meeting
Handling Problem Members
Silent
Talker
Wanderer
Bored
Arguer
Working With Group Members
Self-Managed Teams
How Self-Managed Teams Differ From Conventional Teams
Benefits of SMTs
Improving Effectiveness of SMTs
The Changing Role of Leadership in Self-Managed Teams
Internal Challenges of Introducing Self-Managed Teams
Part IV Organizational Leadership
Chapter 9 Managing Change and Crisis Leadership
Introduction
Leading Organizational Change
The Need for Organizational Change
External Triggers
Internal Triggers
Change Planning and Implementation Process
Asynchronous Top-Down, Bottom-Up Approach
Synchronous Collaborative Approach
Kurt Lewin’s Force-Field Model of Change
Step 1: Unfreeze
Step 2: The Change
Step 3: Refreeze
The Role of Senior Leaders in Managing Change
Supporting Actions
Senior Leaders as Role Models
Resistance to Change
Why People Resist Change
Threat to One’s Self-Interest
Uncertainty
Lack of Confidence That Change Will Succeed
Lack of Conviction That Change Is Necessary
Distrust of Leadership
Threat to Existing Cultural Values
Fear of Being Manipulated
Minimizing Resistance to Change
Cognitive Dimension
Emotional Dimension
Behavioral Dimension
Crisis Leadership
What Is Crisis Leadership and Why Is It Important?
The Role of Senior Leaders
Lead From the Front
Attention to Bedrock Principles
Total Enterprise Focus
Empowerment
Training and Development
Crisis Planning and Implementation
Pre-Crisis Planning
Crisis Response Team
Plan of Action
Crisis Resource Allocation
Advance Communications Plan
External/Media Interface
Pre-Crisis Risk Assessment and Reduction Model
Step 1. Risk Identification
Step 2. Risk Assessment and Ranking
Step 3. Risk Reduction
Step 4. Pre-Crisis Simulation and Drill Plan
Step 5. Crisis Management
Benefits of Pre-Crisis Planning
Responding During an Actual Crisis
Define the Crisis and Root Cause(s)
Focus on Goals, People, and Resources
Strike Balance Between Micromanaging and Total Abdication
Communicate Effectively
Engage Other Members
Treatment of Victims and Other Affected Parties
Post-Crisis Analysis and Learning
Crisis Communication
Timely and Effective Crisis Communication
Key Questions
Who Is Leading the Public Response
Do Not Ignore Other Employees
Media and Disclosure Tools
“Dos” and “Don’ts” of Crisis Communication
Chapter 10 Charismatic, Transformational, and Servant Leadership
Introduction
Charismatic Leadership
Weber’s Application of Charisma to Leadership
Locus of Charisma
Charisma as a Natural Trait
Charisma as an Acquired Trait
Charisma as Both a Natural and Acquired Trait
Influence of Charismatic Leaders on Followers
Strong Sense of Trust and Bonding
Acceptance of Leader’s Transcendent Vision
Unconditional Loyalty
Increased Self-Confidence and Self-Efficacy
Enhanced Sense of Organizational Citizenship Behavior
Tendency to Assume Greater Risk
Total Subordination to the Leader
Embrace of Higher (Stretch) Goals and Ideals
Strong Desire to Align Follower Traits to Those of the Leader
How Does One Acquire Charismatic Qualities?
How Is Charisma a Double-Edged Sword?
Charismatic Leader Motives
The Self-Transcendence Motive
The Self-Glorification Motive
Socialized and Personalized Charismatic Leaders
Socialized Charismatic Leader
Personalized Charismatic Leader
Charismatic Leader Effects on Organizational and Inpidual Outcomes
Transformational Leadership
Transformational and Transactional Models of Leadership
Salient Features of Transformational and Transactional Leaders
Drive
Value
Mindset
Relationship
The Transformation Process
Transformational Leader Effects on Organizational and Inpidual Outcomes
Organization-Level Effects
Inpidual-Level Effects
Charismatic and Transformational Leadership
Attributes of Effective Charismatic and Transformational Leaders
Vision
Superb Communication Skills
Self-Confidence and Optimism
Ability to Inspire Trust
High-Risk Orientation
High Energy and Action Orientation
Relational Power Base
Strong Conviction in the “Rightness” of the Cause
Ability to Empower Followers
Self-Promoting Personality
Transformational and Charismatic Leader Behaviors
Idealized Influencing
Inspirational Motivation
Inpidual Consideration
Intellectual Stimulation
Compare and Contrast Between Charismatic and Transformational Leadership
Change and/or Charisma Attribution
Attainment of Charismatic or Transformer Labels
Activist Versus Nonactivist Mindset
Professional Journey
Personal Meaning or Life Purpose
Risk Exposure and Threat Intensity From Opponents
Servant Leadership
Greenleaf’s Conceptualization of Servant Leadership
Traits of Effective Servant Leaders
Helping Others Discover Their Inner Spirit
Earning and Keeping Others’ Trust
Service Over Self-Interest
Effective Listening
Servant Leader Effects on Follower Outcomes
Chapter 11 Leadership of Culture, Diversity, and Inclusion
Introduction
Leadership and Organizational Culture
What Is Organizational Culture?
The Power of Culture
The Power of Culture to Influence Internal Workplace Dynamics
The Power of Culture to Influence External Adaptability
Culture Creation
Culture Creation by Intentional Design
Personnel-Culture Fit—Who Stays, Who Goes, Who’s Hired, Who’s Not Hired
Strategy-Culture Fit
Reward/Incentive-Culture Fit
Workspace Design-Culture Fit
Culture Creation by Default
Managing and Sustaining a Strong Culture
Communication—“Sell” the Culture
A Leader’s Role-Modeling Behavior
Recognizing and Celebrating Accomplishments
Socialization
Being Visible and Attentive
Adding Culture Goals as a Performance Metric for Leader Evaluations
Strong High-Performance and Weak Low-Performance Cultures
Characteristics of Strong High-Performance Cultures
Characteristics of Weak Low-Performance Cultures
Types of Organizational Culture
Cooperative Culture
Adaptive Culture
Competitive Culture
Bureaucratic Culture
Ethical Organizational Culture and Authentic Leadership
Authentic Leadership
Personality Profile of Authentic Leaders
How Authentic Leaders Influence Follower Behaviors and Attitudes
Global Leadership
Implications for Leadership
Diversity, Equity, and Inclusion (DE&I)
What Does “DE&I” Stand For?
The Nature of the U.S. Changing Workplace
DE&I—A Leadership and Organizational Imperative
Spotlight on DE&I in Action
Marriott International
Boston Scientific
The Case for Diversity, Equity, and Inclusion
The Moral Case for DE&I
The Legal Case for DE&I
The Business Case for DE&I
Factors That Contribute to a Strong DE&I Culture
Senior Leadership’s Role-Modeling Behavior
Removing DE&I Obstacles/Blockers
Supportive DE&I Policies and Practices
Include DE&I Criteria as a Performance Metric for Evaluating Leaders
Actively Address Unconscious Bias and Microaggression
Recognize, Celebrate, and Reward DE&I Successes
Enforce Accountability
Training and Education
Chapter 12 Strategic Leadership and High-Performing Organizations
Introduction
The Impact of Globalization and Environmental Sustainability
Leadership in the Age of Globalization
Leadership and the Call for Environmental Sustainability
Strategic Leadership
Integrating Leadership and Strategy
Thinking Strategically
The Strategy-Making, Strategy-Execution Process
Phase 1—Crafting a Mission, Vision, and Core Values Statement
Crafting a Mission Statement
Crafting a Strategic Vision
Crafting a Values Statement
Phase 2—Setting Organizational Objectives
Phase 3—Select Appropriate Strategy Options
Situation Analysis
Selecting From Alternative Strategies
Phase 4—Strategy Execution
Strong Leadership and Competent Managers
Appropriate Policies and Procedure
Adequate Organizational Capabilities
Having the Right Corporate Culture
Appropriate Rewards and Incentives
Phase 5—Strategy Evaluation and Control
High-Performing Organizations (HPOS)
What Is a High-Performing Organization?
High-Performing Organization Culture
Key Success Factors of High-Performing Organizations
The Right Type of Leaders
The Right Type of Frontline Managers
Energized and Motivated Frontline Employees
High-Performing Teams
Strive for Operational Excellence
The Learning Organization and Knowledge Management
Learning and Knowledge Imperative
The Link Between Learning and High-Performing Organizations
Policies and Practices of Learning Organizations
Experiential Learning
Supportive Environment for Learning
High Value in Sharing Knowledge
Multiple Sources of Learning
Learning Is Systemic
Fostering a Learning Organization Environment
Glossary
Notes