Leadership 7th Edition - Theory, Application, & Skill Development
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Khả năng lãnh đạoLý thuyết, ứng dụng và phát triển kỹ năngLãnh 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.
- PrefaceAbout the AuthorsPart I Individuals as Leaders
- Chapter 1 Who Is a Leader and What Skills Do Leaders Need?IntroductionLeadership and Leadership DevelopmentAre Leaders Born or Made?Why Is Leadership Important?Why Study Leadership?The Need for Self-Awareness in Leadership DevelopmentFrom the Management to the Leadership ParadigmFrom Autocratic to Participative ManagementFrom the Shareholder to the Stakeholder ViewFrom the Self-Serving to the Servant Leadership ViewDefining Leadership With Five Key ElementsLeaders–FollowersInfluenceOrganizational ObjectivesChangeTrusting RelationshipsLeadership SkillsThe Skills ApproachThree Leadership SkillsTechnical SkillsInterpersonal SkillsDecision-Making SkillsSkills Needed Based on Management LevelInterpersonal SkillsYour Leadership Point of ViewLeadership Managerial RolesInterpersonal RolesInformational RolesDecisional RolesLevels of Analysis of LeadershipThree Levels of AnalysisInterrelationships Among the Levels of AnalysisLeadership Theory ParadigmsThe Trait Theory ParadigmThe Behavioral Leadership Theory ParadigmThe Contingency Leadership Theory ParadigmThe Integrative Leadership Theory ParadigmObjectives and Organization of the BookObjectives of the BookLeadership TheoryEvidence-Based ManagementAACSB 2020 Business Accreditation StandardsApplication of Leadership TheoryLeadership Skill DevelopmentModels Versus ExhibitsBehavior Modeling Leadership Skills TrainingPracticeFlexibilityOrganization of the Book
- Chapter 2 Leadership Traits and EthicsIntroductionPersonality and TraitsPersonality and Traits Are Different but RelatedWhy Understanding Personality Is ImportantPersonality Profiles and TestsThe Big Five Correlates With LeadershipDerailed Leadership TraitsWe Can ImproveLeadership Trait UniversalityThe Big Five Including Traits of Effective LeadersSurgencyAgreeablenessAdjustmentConscientiousnessOpennessThe Personality Profile of Effective LeadersAchievement Motivation TheoryThe Need for Achievement (n Ach)The Need for Power (n Pow)The Need for Affiliation (n Aff)Your Motive ProfileLeader Motive Profile TheoryLeadership AttitudesTheory X and Theory YTheory X and Y Leadership Style Affects EmployeesThe Pygmalion EffectSelf-ConceptDeveloping a More Positive Attitude and Self-ConceptHow Attitudes Develop Leadership StylesEthical LeadershipWhat Is Ethical Leadership?Ethics in Decision MakingViews of EthicsDoes Ethical Behavior Pay?Ethics at the Individual LevelEthics at the Business LevelEthics at the Government LevelEthics at the Global LevelWhy Do Good People Do Bad Things?IncentivesFactors Influencing Ethical BehaviorPersonality Traits and AttitudesMoral DevelopmentThe SituationHow People Justify Unethical BehaviorCaution Against Escalation of Unethical BehaviorGuides to Ethical BehaviorIndividual Guides to EthicsBusiness Ethics Begins With YouOrganizational Guides to EthicsApplication of Ethical GuidesPlaying by the Rules: Ethics at Work
- Chapter 3 Leadership Behavior and MotivationIntroductionLeadership Behavior and StylesFrom Leadership Traits to BehaviorLeadership Behavior Is Based on TraitsLeadership BehaviorLeadership StylesUniversity of Iowa Leadership StylesUniversity of Michigan and Ohio State University Leadership ModelsUniversity of Michigan: Job-Centered and Employee-Centered BehaviorOhio State University: Initiating Structure and Consideration BehaviorDifferences, Contributions, and Applications of Leadership ModelsDifferences Between the ModelsContributions of the Behavioral ModelsApplications of the ModelsThe Leadership GridLeadership Grid and High-High Leader ResearchLeadership and MotivationMotivation, Engagement, and LeadershipEngagement and Organizational Citizenship BehaviorWhat Motivates Us?The Motivation ProcessMotivation and the Performance FormulaAn Overview of Three Major Classifications of Motivation TheoriesContent Motivation TheoriesHierarchy of Needs TheoryMotivating Employees With Hierarchy of Needs TheoryTwo-Factor TheoryHerzberg’s Two-Factor Motivation ModelMotivating Employees With Two-Factor TheoryAcquired Needs TheoryBalancing Work–Life NeedsProcess Motivation TheoriesEquity TheoryComparing Inputs to OutputsMotivating With Equity TheoryExpectancy TheoryThree VariablesMotivating With Expectancy TheoryGoal-Setting TheoryGoals, Objectives, and PlansSMART GoalsThe Writing Objectives ModelCriteria for ObjectivesUsing Goal Setting to Motivate EmployeesReinforcement TheoryWhat Is Reinforcement Theory?Types of ReinforcementPositive ReinforcementAvoidance ReinforcementPunishmentExtinctionSchedules of ReinforcementContinuous ReinforcementIntermittent ReinforcementYou Get What You ReinforceMotivating With ReinforcementGiving PraisePutting the Motivation Theories Together Within the Motivation Process
- Chapter 4 Contingency Leadership TheoriesIntroductionContributions to Contingency Leadership Theories and ModelsCorrelation of Behavioral Leadership to Contingency LeadershipDifferent Leadership Skills Are Needed in Different SituationsLeadership Theories Versus Leadership ModelsContingency Theory and Model VariablesGlobal Contingency LeadershipEffective Leadership Styles Vary GloballyEffective Leadership Styles Are Influenced by CultureGlobal Crises and LeadershipContingency Leadership Theory and ModelLeadership Style and the LPCSituational FavorablenessDetermining the Appropriate Leadership StyleChanging the SituationResearch, Criticism, and ApplicationsLeadership Continuum Theory and ModelPath–Goal Leadership Theory and ModelSituational FactorsLeadership StylesResearch, Criticism, and ApplicationsNormative Leadership Theory and ModelsLeadership Participation StylesModel Questions to Determine the Appropriate Leadership StyleSelecting the Time-Driven or Development-Driven Model for the SituationThe Time-Driven ModelThe Development-Driven ModelComputerized Normative ModelDetermining the Appropriate Leadership StyleResearch, Criticism, and ApplicationsPutting the Behavioral and Contingency Leadership Theories TogetherPrescriptive and Descriptive ModelsLeadership Substitutes TheorySubstitutes and NeutralizersLeadership StyleResearch, Criticism, and ApplicationsPart II Leadership Skills
- Chapter 5 Communication, Coaching, and Conflict SkillsIntroductionCommunication and LeadershipCommunication FlowThe Interpersonal Communication ProcessThe Importance of Communication in LeadershipSending Messages and Giving InstructionsPlanning the MessageThe Oral Message-Sending ProcessWritten Communication and Writing TipsNonverbal CommunicationReceiving MessagesMultitasking Impairs ListeningThe Message-Receiving ProcessListeningAnalyzingChecking UnderstandingFeedbackThe Importance of FeedbackThe Role of Feedback in Verifying MessagesThe Role of Feedback in Meeting ObjectivesThe Need to Be Open to Feedback—CriticismCommon Approaches to Getting Feedback on Messages—and Why They Don’t WorkHow to Get Feedback on Messages360-Degree Multirater FeedbackCoachingWhat Is Criticism—and Why Doesn’t It Work?DemotivatingThe Difference Between Criticism and Coaching FeedbackHow to Give Coaching FeedbackDevelop a Supportive Working RelationshipGive Praise and RecognitionAvoid Blame and EmbarrassmentFocus on the Behavior, Not the PersonHave Employees Assess Their Own PerformanceGive Specific and Descriptive FeedbackGive Coaching FeedbackProvide Modeling and TrainingMake Feedback Timely but FlexibleGet the Person to Ask for Coaching FeedbackThe Coaching Model and MentoringThe Coaching ModelAttribution TheoryDetermining the Cause of Poor Performance and Corrective Coaching ActionImproving Performance With the Coaching ModelMentoringManaging ConflictThe Psychological ContractConflict Arises by Breaking the Psychological ContractConflict Can Be Dysfunctional or FunctionalConflict Management StylesAvoiding Conflict StyleAccommodating Conflict StyleForcing Conflict StyleNegotiating Conflict StyleCollaborating Conflict StyleLanguage and Cultural ConflictCollaborating Conflict Management Style ModelsInitiating Conflict ResolutionStep 1. Plan a BCF statement that maintains ownership of the problemStep 2. Present your BCF statement and agree on the conflictStep 3. Ask for and/or give alternative conflict resolutionsStep 4. Make an agreement for changeResponding to Conflict ResolutionAccommodatingApologizingResponding to a ConflictMediating Conflict Resolution
- Chapter 6 Influencing: Power, Politics, Networking, and NegotiationIntroductionInfluencing and PowerInfluencing EthicallySources of PowerPosition PowerPersonal PowerTypes of Power and Influencing TacticsLegitimate Power and Influencing TacticsAppropriate Use of Legitimate PowerIncreasing Legitimate PowerReward Power and Influencing TacticsAppropriate Use of Reward PowerIncreasing Reward PowerCoercive Power and Influencing TacticsAppropriate Use of Coercive PowerIncreasing Coercive PowerExpert Power and Influencing TacticsAppropriate Use of Expert PowerIncreasing Expert PowerReferent Power and Influencing TacticsAppropriate Use of Referent PowerIncreasing Referent PowerInformation Power and Influencing TacticsAppropriate Use of Information Power and TacticsIncreasing Information PowerConnection Power and Influencing TacticsAppropriate Use of Connection PowerIncreasing Connection PowerOrganizational PoliticsThe Nature of Organizational PoliticsPolitics and Career SuccessPolitics Is a Medium of ExchangeServant Leadership Is Political in NatureAsking for Help—I Need/Please Do Me a FavorPolitical BehaviorNetworkingReciprocityCoalitionsGuidelines for Developing Political SkillsUnderstand the Organizational Culture and Power PlayersDevelop Good Working Relationships, Especially With Your ManagerBe a Loyal, Honest Team PlayerGain RecognitionNetworkingPerform a Self-Assessment and Set GoalsAccomplishmentsTie Your Accomplishments to the Job Description and InterviewSet Networking GoalsCreate Your One-Minute Self-SellWrite and Practice Your One-Minute Self-SellDevelop Your NetworkConduct Networking InterviewsMaintain Your NetworkSocial Networking at WorkNegotiationNegotiatingAll Parties Should Believe They Got a Good DealGender Difference in NegotiationNegotiation Skills Can Be DevelopedThe Negotiation ProcessPlanNegotiationsPostponementAgreementNo AgreementInfluencing Varies GloballyGLOBEGlobal Trade NegotiationsReviewPart III Team Leadership
- Chapter 7 Leader–Member Exchange and FollowershipIntroductionFrom Vertical Dyadic Linkage Theory to Leader–Member Exchange TheoryVertical Dyadic Linkage TheoryDevelopmental Stages and Follower Role ClarificationRole-TakingRole-MakingRoutinizationLeader–Member Exchange (LMX) TheoryHigh-Quality LMX RelationshipsLow-Quality LMX RelationshipsFactors That Influence the Quality of LMX RelationshipsThe Leader’s Influencing AbilityThe Follower’s Influencing AbilityFollower Feedback Seeking BehaviorFollower Ingratiatory BehaviorFollower Self-Promotion BehaviorLMX Contribution and CriticismsCriticisms of LMX TheoryFollowershipThe Act of FollowershipFollower ClassificationsProfile of an Effective FollowerGuidelines to Becoming an Effective FollowerOffer Support to the LeaderTake InitiativeCounsel and Coach the Leader When AppropriateRaise Issues and/or Concerns When NecessarySeek and Encourage Honest Feedback From the LeaderClarify Your Role and ExpectationsShow AppreciationKeep the Leader InformedResist Inappropriate Influence From the LeaderA Follower’s Influencing PotentialFollower’s Personal PowerFollower’s Locus of ControlFollower’s Education and ExperienceDelegationDelegatingBenefits of DelegationObstacles to DelegationSigns of Delegating Too LittleDelegation DecisionsWhat to DelegateWhat Not to DelegateDetermining to Whom to DelegatePersonality and Followership and DelgationGender DifferencesDelegating With the Use of a ModelEvaluating Follower Performance
- Chapter 8 Team Leadership and Self-Managed TeamsIntroductionThe Shift From Functional Hierarchies to Team-Structure ModelsThe Use of Teams in OrganizationsWhat Is an Effective Team?Characteristics of Highly Effective TeamsTeam Charter and NormsWidely Shared Team GoalsTeam Cohesion and Task InterdependenceTeam Mix and SizeClearly Defined Team Member Roles and ResponsibilitiesPositive Interpersonal RelationshipsClearly Stated Operating ProceduresEffective Conflict Resolution StrategiesHigh-Level Interpersonal CommunicationsSenior Management SupportThe Role of Team LeadershipFostering Team CreativityBenefits and Limitations of Teams and TeamworkBenefits of Using TeamsLimitations of Using TeamsTypes of TeamsFunctional TeamCross-Functional TeamVirtual TeamsSelf-Managed Team (SMT)Decision Making in TeamsNormative Leadership ModelTeam-Centered Decision-Making ModelAdvantages of Team-Centered Decision MakingDisadvantages of Team-Centered Decision MakingPersonality Traits and Team Decision MakingLeadership Skills for Conducting Effective Team MeetingsPlanning MeetingsObjectivesParticipants and AssignmentsAgendaDate, Time, and PlaceLeadershipConducting MeetingsThe Three Parts of a MeetingHandling Problem MembersSilentTalkerWandererBoredArguerWorking With Group MembersSelf-Managed TeamsHow Self-Managed Teams Differ From Conventional TeamsBenefits of SMTsImproving Effectiveness of SMTsThe Changing Role of Leadership in Self-Managed TeamsInternal Challenges of Introducing Self-Managed TeamsPart IV Organizational Leadership
- Chapter 9 Managing Change and Crisis LeadershipIntroductionLeading Organizational ChangeThe Need for Organizational ChangeExternal TriggersInternal TriggersChange Planning and Implementation ProcessAsynchronous Top-Down, Bottom-Up ApproachSynchronous Collaborative ApproachKurt Lewin’s Force-Field Model of ChangeStep 1: UnfreezeStep 2: The ChangeStep 3: RefreezeThe Role of Senior Leaders in Managing ChangeSupporting ActionsSenior Leaders as Role ModelsResistance to ChangeWhy People Resist ChangeThreat to One’s Self-InterestUncertaintyLack of Confidence That Change Will SucceedLack of Conviction That Change Is NecessaryDistrust of LeadershipThreat to Existing Cultural ValuesFear of Being ManipulatedMinimizing Resistance to ChangeCognitive DimensionEmotional DimensionBehavioral DimensionCrisis LeadershipWhat Is Crisis Leadership and Why Is It Important?The Role of Senior LeadersLead From the FrontAttention to Bedrock PrinciplesTotal Enterprise FocusEmpowermentTraining and DevelopmentCrisis Planning and ImplementationPre-Crisis PlanningCrisis Response TeamPlan of ActionCrisis Resource AllocationAdvance Communications PlanExternal/Media InterfacePre-Crisis Risk Assessment and Reduction ModelStep 1. Risk IdentificationStep 2. Risk Assessment and RankingStep 3. Risk ReductionStep 4. Pre-Crisis Simulation and Drill PlanStep 5. Crisis ManagementBenefits of Pre-Crisis PlanningResponding During an Actual CrisisDefine the Crisis and Root Cause(s)Focus on Goals, People, and ResourcesStrike Balance Between Micromanaging and Total AbdicationCommunicate EffectivelyEngage Other MembersTreatment of Victims and Other Affected PartiesPost-Crisis Analysis and LearningCrisis CommunicationTimely and Effective Crisis CommunicationKey QuestionsWho Is Leading the Public ResponseDo Not Ignore Other EmployeesMedia and Disclosure Tools“Dos” and “Don’ts” of Crisis Communication
- Chapter 10 Charismatic, Transformational, and Servant LeadershipIntroductionCharismatic LeadershipWeber’s Application of Charisma to LeadershipLocus of CharismaCharisma as a Natural TraitCharisma as an Acquired TraitCharisma as Both a Natural and Acquired TraitInfluence of Charismatic Leaders on FollowersStrong Sense of Trust and BondingAcceptance of Leader’s Transcendent VisionUnconditional LoyaltyIncreased Self-Confidence and Self-EfficacyEnhanced Sense of Organizational Citizenship BehaviorTendency to Assume Greater RiskTotal Subordination to the LeaderEmbrace of Higher (Stretch) Goals and IdealsStrong Desire to Align Follower Traits to Those of the LeaderHow Does One Acquire Charismatic Qualities?How Is Charisma a Double-Edged Sword?Charismatic Leader MotivesThe Self-Transcendence MotiveThe Self-Glorification MotiveSocialized and Personalized Charismatic LeadersSocialized Charismatic LeaderPersonalized Charismatic LeaderCharismatic Leader Effects on Organizational and Individual OutcomesTransformational LeadershipTransformational and Transactional Models of LeadershipSalient Features of Transformational and Transactional LeadersDriveValueMindsetRelationshipThe Transformation ProcessTransformational Leader Effects on Organizational and Individual OutcomesOrganization-Level EffectsIndividual-Level EffectsCharismatic and Transformational LeadershipAttributes of Effective Charismatic and Transformational LeadersVisionSuperb Communication SkillsSelf-Confidence and OptimismAbility to Inspire TrustHigh-Risk OrientationHigh Energy and Action OrientationRelational Power BaseStrong Conviction in the “Rightness” of the CauseAbility to Empower FollowersSelf-Promoting PersonalityTransformational and Charismatic Leader BehaviorsIdealized InfluencingInspirational MotivationIndividual ConsiderationIntellectual StimulationCompare and Contrast Between Charismatic and Transformational LeadershipChange and/or Charisma AttributionAttainment of Charismatic or Transformer LabelsActivist Versus Nonactivist MindsetProfessional JourneyPersonal Meaning or Life PurposeRisk Exposure and Threat Intensity From OpponentsServant LeadershipGreenleaf’s Conceptualization of Servant LeadershipTraits of Effective Servant LeadersHelping Others Discover Their Inner SpiritEarning and Keeping Others’ TrustService Over Self-InterestEffective ListeningServant Leader Effects on Follower Outcomes
- Chapter 11 Leadership of Culture, Diversity, and InclusionIntroductionLeadership and Organizational CultureWhat Is Organizational Culture?The Power of CultureThe Power of Culture to Influence Internal Workplace DynamicsThe Power of Culture to Influence External AdaptabilityCulture CreationCulture Creation by Intentional DesignPersonnel-Culture Fit—Who Stays, Who Goes, Who’s Hired, Who’s Not HiredStrategy-Culture FitReward/Incentive-Culture FitWorkspace Design-Culture FitCulture Creation by DefaultManaging and Sustaining a Strong CultureCommunication—“Sell” the CultureA Leader’s Role-Modeling BehaviorRecognizing and Celebrating AccomplishmentsSocializationBeing Visible and AttentiveAdding Culture Goals as a Performance Metric for Leader EvaluationsStrong High-Performance and Weak Low-Performance CulturesCharacteristics of Strong High-Performance CulturesCharacteristics of Weak Low-Performance CulturesTypes of Organizational CultureCooperative CultureAdaptive CultureCompetitive CultureBureaucratic CultureEthical Organizational Culture and Authentic LeadershipAuthentic LeadershipPersonality Profile of Authentic LeadersHow Authentic Leaders Influence Follower Behaviors and AttitudesGlobal LeadershipImplications for LeadershipDiversity, Equity, and Inclusion (DE&I)What Does “DE&I” Stand For?The Nature of the U.S. Changing WorkplaceDE&I—A Leadership and Organizational ImperativeSpotlight on DE&I in ActionMarriott InternationalBoston ScientificThe Case for Diversity, Equity, and InclusionThe Moral Case for DE&IThe Legal Case for DE&IThe Business Case for DE&IFactors That Contribute to a Strong DE&I CultureSenior Leadership’s Role-Modeling BehaviorRemoving DE&I Obstacles/BlockersSupportive DE&I Policies and PracticesInclude DE&I Criteria as a Performance Metric for Evaluating LeadersActively Address Unconscious Bias and MicroaggressionRecognize, Celebrate, and Reward DE&I SuccessesEnforce AccountabilityTraining and Education
- Chapter 12 Strategic Leadership and High-Performing OrganizationsIntroductionThe Impact of Globalization and Environmental SustainabilityLeadership in the Age of GlobalizationLeadership and the Call for Environmental SustainabilityStrategic LeadershipIntegrating Leadership and StrategyThinking StrategicallyThe Strategy-Making, Strategy-Execution ProcessPhase 1—Crafting a Mission, Vision, and Core Values StatementCrafting a Mission StatementCrafting a Strategic VisionCrafting a Values StatementPhase 2—Setting Organizational ObjectivesPhase 3—Select Appropriate Strategy OptionsSituation AnalysisSelecting From Alternative StrategiesPhase 4—Strategy ExecutionStrong Leadership and Competent ManagersAppropriate Policies and ProcedureAdequate Organizational CapabilitiesHaving the Right Corporate CultureAppropriate Rewards and IncentivesPhase 5—Strategy Evaluation and ControlHigh-Performing Organizations (HPOS)What Is a High-Performing Organization?High-Performing Organization CultureKey Success Factors of High-Performing OrganizationsThe Right Type of LeadersThe Right Type of Frontline ManagersEnergized and Motivated Frontline EmployeesHigh-Performing TeamsStrive for Operational ExcellenceThe Learning Organization and Knowledge ManagementLearning and Knowledge ImperativeThe Link Between Learning and High-Performing OrganizationsPolicies and Practices of Learning OrganizationsExperiential LearningSupportive Environment for LearningHigh Value in Sharing KnowledgeMultiple Sources of LearningLearning Is SystemicFostering a Learning Organization EnvironmentGlossaryNotes
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