Peter_G._Northouse_Leadership__Theory_and_Practiz-lib.org

Zhang, L., 4 Zhang, Z., 373 Zhao, H., 233, 234, 235, 237, 239, 240, 243, 250, 252 Zhao, S., 207, 209 Zhou, X., 125, 149, 150 Zhu, W., 166 Zhu, Y., 455 Zigarmi, D., 95, 97, 98, 101, 102, 103, 112 Zigarmi, P., 95, 97, 98, 102, 112 701

Subject Index Abruzzo, David, 105–107 Achievement-oriented leadership, 120, 123t, 124 Adams, John, 62–64 Adams, Rachel, 187–189 Adaptive leadership: Adaptive Leadership Questionnaire, 285–289 adaptive work, 261f, 271–272 application, 275–277 biological perspective, 258 case studies, 277–283 characteristics, 257–260 in Complexity Leadership Theory, 259–260 defined, 4, 258–260 examples, 259t leader behaviors, 261f, 262–271 measures, 285–289 model, 260–272 model illustration, 261f provisions, 272–273 psychotherapy perspective, 258–259 research contributions, 273–274 research limitations, 274–275 service orientation, 258 situational challenges, 260–262 systems perspective, 258 Agreeableness, 26, 27t Allure of Toxic Leaders, The (Lipman-Blumen), 309 Altruism, 340, 347 Anderson, Jim, 107–108 Angliss, Elizabeth, 236 Apple, 23–24 Art of Followership, The (Riggio, Chaleff, Lipman-Blumen), 294 Assertiveness, 439, 442t, 443 Assigned leadership, 8–9 AT&T, 243 Authentic leadership: application, 210–211 Authentic Leadership Questionnaire (ALQ), 208, 219–221 702

balanced processing, 204 behavior, 200 case studies, 211–218 characteristics, 197–206 compassion, 200f, 201 components, 203–205 confidence, 205 connectedness, 200–201 consistency, 200f, 201 critical life events, 206 defined, 4, 197–198 developmental perspective, 198 heart, 200f, 201 hope, 205 impersonal perspective, 198 influencing factors, 205–206 internalized moral perspective, 204 Internet resources, 199, 219 interpersonal perspective, 198 measures, 208, 219–221 model illustration, 200f, 204f moral reasoning, 206 optimism, 205 passion, 199, 200f positive psychological attributes, 205 practical approach, 199–202, 207 provisions, 206–207 purpose, 199, 200f relational transparency, 204–205 relationships, 200–201 research contributions, 208 research limitations, 209–210 resilience, 205 self-awareness, 203 self-discipline, 200f, 201 theoretical approach, 202–206, 207 values, 200 Authority-compliance management, 77 Autonomous leadership, 446 Awareness attribute, 229 Axis Global, 393–394 703

Baines, Carol, 34–35 Baines Company, 34–35 Balanced processing, 204 Barelli, Harold, 184–186 Barra, Mary, 403 Barrett, Colleen, 248–249 Barrett, Kyle, 279–281 Bates, Martina, 131–133 Bateson, Ian, 418–419 Behavioral approach: adaptive leadership, 261f, 262–271 applications, 83–84 authentic leadership, 200 benevolent dictator, 78–79 case studies, 84–88 characteristics, 73–80 classification system of, 5 consideration behaviors, 74–75 culture and leadership, 445–453 directive behaviors, 96–98 employee-orientation behaviors, 75 initiating-structure behaviors, 74–75 Internet resources, 83 Leader Behavior Description Questionnaire (LBDQ), 74, 88 Leader Behavior Description Questionnaire (LBDQ-XII), 74, 81, 88 Leadership Behavior Questionnaire, 88–90 Leadership (Managerial) Grid, 75–78, 83, 88 measures, 74, 88–90 Ohio State University studies, 73, 74–75 opportunism, 79, 80f paternalism/maternalism, 78–79 path-goal theory, 119–121, 123t production-orientation behaviors, 75 provisions, 80–81 relationship behaviors, 73, 75–76, 88–90 research contributions, 81–82 research limitations, 82–83 servant leadership, 233f, 235–238 supportive behaviors, 96–98 task behaviors, 73, 75–76, 88–90 University of Michigan studies, 73, 75–76 Behavioral flexibility, 51 704

Benevolent dictator, 78–79 Betty, a Glad Awakening (Ford), 217 Betty Ford Center, 217–218 Bhutto, Benazir, 403 Big Five Personality Model: agreeableness, 26, 27t conscientiousness, 26, 27t extraversion, 26, 27t neuroticism, 26, 27t openness, 26, 27t in trait approach, 26 Biological perspective, 258 Bluebird Care, 317–319 Bond, Roy, 420 Bradley, Lori, 418–419 Brako, 127–129 Breyer, Michael, 417 Brundtland, Gro Harlem, 403 Bush, George W., 25 Caldera, Ann, 108–109 Capability model, 47, 54 Career experiences, 54–55, 56f Cause/goal analysis, 48 Central Asia Institute, 214–215 Central Bank, 35–36, 459–460 Character Counts!, 25 Charismatic leadership, 166–168, 169–171, 445–446 City Mortgage, 153–154 CliftonStrengths assessment, 27 Clinton, Bill, 25, 340–341 Coercive power, 10t, 11–12 Coke, Sandra, 32–33 Community-building: ethical leadership, 351–352 servant leadership, 230 Community-value development, 237 Compassion, 200f, 201 Competencies, 47f, 48–52, 56f Complexity Leadership Theory, 259–260 Conceptualization attribute, 230, 235, 243 Conceptual skills, 45–46, 45f 705

Confidence, 205 Connectedness, 200–201 Conscientiousness, 26, 27t Consideration behaviors, 74–75 Consistency, 200f, 201 Constraint analysis, 48 Contingent reward, 173 Copy Center, The, 129–131 Country-club management, 77–78 Creative thinking, 48 Critical life events, 206 Crystallized cognitive ability, 53 Culture, Leadership, and Organizations (House, Hanges, Javidan, Dorfman, Gupta), 437–456 Culture and leadership: Anglo characteristics, 442t, 443 Anglo countries, 441f Anglo leadership, 449, 450f application, 456–457 assertiveness, 439, 442t, 443 autonomous leadership, 446 case studies, 457–462 characteristics, 433–453 charismatic leadership, 445–446 cluster characteristics, 441–445 Confucian Asia characteristics, 442t, 443 Confucian Asia countries, 441f Confucian Asia leadership, 448 country clusters, 441f cross-cultural competencies, 433–434 cultural clusters, 440–453 cultural dimensions, 436–440, 442t, 443–445 defined, 434 Dimensions of Culture Questionnaire, 463–468 diversity, 434 Eastern Europe characteristics, 442t, 443 Eastern Europe countries, 441f Eastern Europe leadership, 446f, 447 ethnocentrism, 434–435 future orientation, 439, 442t, 443, 444 gender egalitarianism, 439, 442t, 443, 444 Germanic Europe characteristics, 442t, 443 706

Germanic Europe countries, 441f Germanic Europe leadership, 451, 452f humane leadership, 446 humane orientation, 440, 442t, 443, 444, 445 in-group collectivism, 438–439, 442t, 443, 444, 445 institutional collectivism, 438, 442t, 443, 444 Latin America characteristics, 442t, 443–444 Latin America countries, 441f Latin America leadership, 447 Latin Europe characteristics, 442t, 444 Latin Europe countries, 441f Latin Europe leadership, 447–448 leadership behaviors, 445–453 measures, 463–468 Middle East characteristics, 442t, 444 Middle East countries, 441f Middle East leadership, 451–452 multiculturalism, 434 Nordic Europe characteristics, 442t, 444 Nordic Europe countries, 441f Nordic Europe leadership, 449 participative leadership, 446 performance orientation, 439–440, 442t, 443 power distance, 438, 442t, 444 prejudice, 435–436 research contributions, 454–455 research limitations, 455–456 self-protective leadership, 446 Southern Asia characteristics, 442t, 445 Southern Asia countries, 441f Southern Asia leadership, 450–451 Sub-Saharan Africa characteristics, 442t, 445 Sub-Saharan Africa countries, 441f Sub-Saharan leadership, 449–450 team leadership, 446 uncertainty avoidance, 437, 442t, 443, 444 universally desirable attributes, 452–453 universally undesirable attributes, 453t Curley, Tim, 322–325 Davis, Mary, 461–462 Destructive leadership, 309–313, 344–346 707

Determination, 24–25 Developmental perspective, 198 Directive behaviors, 96–98 Directive leadership, 120, 123 Dirks, Angi, 355–356 Discursive leadership, 4 Distributed leadership, 373 Distributive justice, 348–350 Diversity, 434 Dominance, 53 Dunwoody, Ann E., 403 Effective problem solving, 54 Elder Care Project, 60–61 Emergent leadership, 8–9 Emotional-healing attribute, 229, 235 Emotional intelligence, 28–29 Empathy attribute, 229 Employee-orientation behaviors, 75 End of Leadership, The (Kellerman), 9 Enron Corporation, 25, 309–310 Environmental influences, 55–56 Ethical egoism, 339, 340f Ethical Imperative, The (Dalla Costa), 351 Ethical leadership: altruism, 340, 347 application, 354–355 case studies, 355–359 characteristics, 335–352 community-building, 351–352 conventional morality level, 337–338 defined, 336–338 deontological theories, 340–341 destructive leadership, 344–346 distributive justice, 348–350 ethical egoism, 339, 340f Ethical Leadership Style Questionnaire (ELSQ), 359–364 ethical theories, 339–341 honesty, 350–351 measures, 359–364 moral development theory, 336–338 postconventional morality level, 337f, 338 708

preconventional morality level, 336–337 principles of, 346–352 research contributions, 352–353 research limitations, 353–354 respect for others, 346–347 servant leadership, 236, 348 service to others, 347–348 teleological theories, 339–340 theoretical perspectives, 343–344 transformational leadership, 351–352 utilitarianism, 339–340 value of, 342 virtue-based theories, 341 Ethics, the Heart of Leadership (Ciulla), 335 Ethnocentrism, 434–435 Expert power, 10t Experts, 51–52 Extraversion, 26, 27t Farmer, Paul, 24–25, 246–248 Female Advantage, The (Helgesen), 211, 212–213 Fluid intelligence, 52 Followership: application, 316–317 case studies, 317–325 challenging the leader, 307–308 characteristics, 293–302 commitment of, 98–100 competence of, 98–100 components, 302–303 defined, 4, 294–295 destructive leadership, 309–313 development level of, 98–100 empowerment from leader, 236–237 Followership Questionnaire, 326–329 get-the-job-done commitment, 307 growth-commitment from leader, 230, 236, 238–239 leadership co-created process, 304–306 learning from leader, 309 measures, 326–329 organizational-mission commitment, 307 in path–goal theory, 119f, 121–122, 123t 709

prioritization of leader, 235–236 provisions, 313–314 receptivity of, 234 relational-based perspective, 295, 302–303 research contributions, 314–315 research limitations, 315–316 reversing-the-lens approach, 303–304 role-based perspective, 6, 295 in servant leadership, 230, 235–239 in situational leadership, 98–100 supporting the leader, 308 theoretical perspectives, 302–313 typologies, 296–302 Followership (Kellerman), 294 Followership (Lapierre & Carsten), 294 Ford, Betty, 216–218 Forecasting, 48 Foresight attribute, 230 Fox, Terry, 199 Full Leadership Development (Avolio), 168 Full Range of Leadership model, 169, 170f Future orientation, 439, 442t, 443, 444 Gandhi, Indira, 403 Gandhi, Mohandas, 165, 166, 343 Garafallo, Andy, 64–66 Gender and leadership: application, 416–417 case studies, 417–420 characteristics, 403–407 cultural dimensions, 439, 442t, 443, 444 developmental opportunities, 406–407 education level, 404, 406 gender-biased perceptions, 8 glass ceiling, 404 glass cliff, 407 glass escalator, 404 human capital differences, 405–407 Implicit Association Test (IAT), 420–423 leadership effectiveness, 412–414 leadership labyrinth, 404–407, 412–414 leadership styles, 407–414 710

measures, 420–423 organizational representation, 403, 404 path–goal theory, 125–126 pipeline problem, 405–406 political representation, 403, 404 prejudice, 410–412 research contributions, 414–415 research limitations, 415–416 stereotypes, 410–412 in transformational leadership, 408 work–home conflicts, 406 General cognitive ability, 52 General Motors Company, 403 Germany, 172, 439 Glass ceiling, 404 Glass cliff, 407 Glass escalator, 404 Global Leadership and Organizational Behavior Effectiveness (GLOBE), 437–456 Grabar-Kitarovic, Kolinda, 403 Great Lakes Foods (GLF), 32–33 Great-man theories, 19, 47 Green, Kim, 394–395 Greengold, Todd, 393–394 Greenleaf Center for Servant Leadership, 228, 243 Grid International, 83 Griffin, Tom, 357 Group perspective, 5, 6 Halpert, Madeline, 277–279 Harvard Business Review, 43, 296 Heart, 200f, 201 Helgesen, Sally, 211–213 Herman Miller, 231 Hernandez, Jenny, 153–154 Heterarchy of teams, 372 High Tech Engineering (HTE), 184–186 Hitler, Adolf, 11, 165, 298, 309 Honesty, 350–351 Hope, 205 Hughes, Michael, 26 Humane leadership, 446 Humane orientation, 440, 442t, 443, 444, 445 711

Human skills, 44–45, 45f Hussein, Saddam, 165 Iceland, 439 Idea evaluation, 48 Idealized influence, 165, 169–171, 172f, 180 Impersonal perspective, 198 Impoverished management, 77f, 78 Independent Center for Clinical Research (ICCR), 188–189 Individualized consideration, 165, 170f, 171, 172f, 180 Influential leadership: defined, 5–6 historical conceptualizations, 3–4 power relationships, 9–11 Information power, 10t, 11t In-group collectivism, 438–439, 442t, 443, 444, 445 Initiating-structure behaviors, 74–75 In Search of Excellence (Peters & Waterman), 4 Inspirational motivation, 165, 170f, 171, 172f, 180 Institutional collectivism, 438, 442t, 443, 444 Integrity, 25 Intellectual stimulation, 165, 170f, 171, 172f, 180 Intelligence, 23–24 Internalized moral perspective, 204 Internet resources: authentic leadership, 199, 219 behavioral approach, 83 Character Counts!, 25 Greenleaf Center for Servant Leadership, 243 Grid International, 83 Mind Garden Inc., 219 Pillars of Leadership, 25 servant leadership, 243 Terry Fox Foundation, 199 trait approach, 25 Interpersonal perspective, 198 Into Thin Air (Krakauer), 214 Iran, 438–439 Japan, 55–56, 437, 457–458 Jobs, Steve, 23–24 Johnson, Lyndon, 343 712

Jones, David, 358–359 Jones, Jim, 11 Jong-un, Kim, 11, 438 Josephson Institute of Ethics (California), 25 Journey to the East, The (Hesse), 228–229, 253 J. W. Fanning Institute for Leadership Development (Georgia), 25 Kelleher, Herb, 248–249 Kennedy, John F., 167 Kim, Yon, 236 King, Martin Luther, Jr., 166 Klein, Autumn, 236 Knowledge, 51–52 Koresh, David, 294 Laissez-faire leadership, 168f, 169t, 170f, 174 Lay, Kenneth, 309–310 Leader Behavior Description Questionnaire (LBDQ), 74, 88 Leader Behavior Description Questionnaire (LBDQ-XII), 74, 81, 88 Leader–member exchange (LMX) theory: acquaintance phase, 144 application, 150–151 case studies, 151–156 characteristics, 139–146 leadership-making approach, 144–146 LMX 7 Questionnaire, 156–158 measures, 150, 156–158 partnership phase, 144–145 provisions, 146–147 research contributions, 147–148 research limitations, 148–150 stranger phase, 144, 145t vertical dyad linkage (VDL) theory, 139–141, 148–149 Leadership: assigned leadership, 8–9 behavioral perspective, 5 classification systems, 5 coercive power, 10t, 11–12 commodity value, 1 common goals in, 6 components, 5–6 defined, 2–6 713

emergent leadership, 8–9 followers, 4, 6 functions of, 13f gender-biased perceptions, 8 group perspective, 5, 6 historical conceptualizations, 2–4 (box) influential leadership, 3–4, 5–6, 9–11 management functions, 13f management role, 12–14 personality perspective, 5, 8 perspectives on, 6–14 power relationships, 5, 9–11 process leadership, 5, 7 skills perspective, 5 social identity theory, 8–9 trait leadership, 4, 7 transformational perspective, 5 Leadership (Burns), 164 Leadership (Hughes, Ginnett, Curphy), 315 Leadership (Managerial) Grid: authority-compliance management, 77 in behavioral approach, 75–78, 83, 88 concern for people, 76–78 concern for production, 76–78 country-club management, 77–78 impoverished management, 77f, 78 middle-of-the-road management, 77f, 78 model illustration, 77f team management, 77f, 78 Leadership outcomes, 47f, 54, 56f Leadership Quarterly, 163, 179, 202 Leadership style, 96–98 Leadership Trait Questionnaire (LTQ), 36–38 Leadership Without Easy Answers (Heifetz), 257, 274 Lean In (Sandberg), 405 Legitimate power, 10t, 11t Listening skills, 229 Madison, Jim, 154–156 Management by exception, 173–174 Management role, 12–14 Mandela, Nelson, 170–171, 200 714

Marathon Sports, 85–86 Martin, Robin, 318–319 Martinez, Rene, 99–100 Maternalism behaviors, 78–79 Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT), 28 McQueary, Mike, 323–325 Measures: adaptive leadership, 285–289 authentic leadership, 208, 219–221 behavioral approach, 74, 88–90 culture and leadership, 463–468 ethical leadership, 359–364 followership, 326–329 gender and leadership, 420–423 leader–member exchange (LMX) theory, 150, 156–158 path–goal theory, 133–135 servant leadership, 242, 250–252 situational leadership, 110–113 skills inventory, 66–68 team leadership, 391, 395–398 trait approach, 27, 28, 36–38 transformational leadership, 177, 179–180, 183, 189–191 Men’s Wearhouse, 231 Merkel, Angela, 403 Metrocity Striders Track club (MSTC), 105–107 Metts, Kelsey, 33 Middle-of-the-road management, 77f, 78 Mills, Smith, & Peters, 151–153 Milosevic, Slobodan, 309 Mind Garden Inc., 219 Minnesota Multiphasic Personality Inventory (MMPI), 36 Missionaries of Charity, 239 Monographs in Leadership and Management, 202 Moore, Betsy, 86–88 Moral development theory, 336–338 Moral reasoning, 206 Mortenson, Greg, 214–215 Mother Teresa, 239, 340 Motivation, 53 Multiculturalism, 434 Myers-Briggs Type Indicator (MBTI), 36 715

National Public Radio, 279 Nelson, Pat, 35–36 Netherlands, 172–173 Neuroticism, 26, 27t New York Times, The, 278 Noble, Sharon, 244–245 Nooyi, Indra, 403 North Korea, 438 Obama, Barack, 20 O’Brien, Mario, 280 O’Connor, Sandra Day, 403 Openness, 26, 27t Opportunism, 79, 80f Optimism, 205 Pakistan, 438–439 Parks, Susan, 85–86 Participative leadership, 120, 123–124, 446 Partners In Health (PIH), 25, 246–248 Passion, 199, 200f Paternalism behaviors, 78–79 Paterno, Joe, 322–325 Path–goal theory: achievement-oriented leadership, 120, 123t, 124 application, 126–127 case studies, 127–133 characteristics, 117–123 components, 119–123 directive leadership, 120, 123 follower characteristics, 119f, 121–122, 123t gender and leadership, 125–126 leader behaviors, 119–121, 123t measures, 133–135 model illustration, 118f participative leadership, 120, 123–124 Path–Goal Leadership Questionnaire, 133–135 provisions, 123–124 research contributions, 124–125 research limitations, 125–126 supportive leadership, 120, 123 task characteristics, 119f, 122, 123t 716

Pennsylvania State University, 322–325 PepsiCo, 403 Perfect Plastics Incorporated (PPI), 356–357 Performance orientation, 439–440, 442t, 443 Performance outcomes, 54 Personality, 5, 8, 53 Personal power, 11 Perspective taking, 50 Persuasion attribute, 230 Peters, Carly, 151–153 Pillars of Leadership, 25 Planning, 48 Position power, 10, 11t Positive psychological attributes, 205 Power distance, 438, 442t, 444 Power relationships: coercive power, 10t, 11–12 expert power, 10t in influential leadership, 9–11 information power, 10t, 11t legitimate power, 10t, 11t personal power, 11 position power, 10, 11t referent power, 10t reward power, 10t, 11t Prejudice: culture and leadership, 435–436 gender and leadership, 410–412 Problem definition, 48 Problem-solving skills, 46–47, 48–50, 54 Process leadership, 5, 7 Production-orientation behaviors, 75 Pseudotransformational leadership, 165–166, 344 Psychotherapy perspective, 258–259 Purpose, 199, 200f Quiet (Cain), 294 Referent power, 10t Relational transparency, 204–205 Relationships: authentic leadership, 200–201 717

behavioral approach, 73, 75–76, 88–90 power dynamics, 5, 9–11 Resilience, 205 Reversing-the-lens approach, 303–304 Reward power, 10t, 11t Reyna, José, 461–462 Rogers, Scott, 281–283 Rosenfeld, Eva, 277–279 Saffold, Russ, 393–394 Salis, Alejandro, 393–394 Sandusky, Jerry, 322–325 Sanger, Margaret, 343 Santiago, Thomas, 33 Saudi Arabia, 438 Schema, 51 Self-awareness, 203 Self-confidence, 24 Self-discipline, 200f, 201 Self-protective leadership, 446 Sensemaking/visioning, 48 Servant leadership: antecedent conditions, 233–234 application, 243–244 awareness attribute, 229 behaviors, 233f, 235–238 case studies, 244–249 characteristics, 227–231, 232t community-building attribute, 230 community-value development, 237 conceptualization attribute, 230, 235, 243 context and culture, 233–234 defined, 4, 228 emotional-healing attribute, 229, 235 empathy attribute, 229 ethical behavior, 236 follower-empowerment commitment, 236–237 follower-first commitment, 235–236 follower-growth commitment, 230, 236, 238–239 follower receptivity, 234 foresight attribute, 230 historical research, 228–229 718

Internet resources, 243 leader attributes, 234 listening skills, 229 measures, 242, 250–252 model, 233–240 model illustration, 233f organizational performance impact, 239 outcomes, 233f, 238–240 persuasion attribute, 230 provisions, 240–241 research contributions, 241–242 research limitations, 242–243 societal impact, 239–240 stewardship attribute, 230 theoretical development, 231, 232t ServiceMaster, 231 Shared leadership, 373 Shivitz, Daniel, 129–131 Simpson, Kate, 235 Situational leadership: application, 105 case studies, 105–109 characteristics, 95–98 commitment of followers, 98–100 competence of followers, 98–100 development level of followers, 98–100 directive behaviors, 96–98 leadership style, 96–98 measures, 110–113 model illustration, 97f provisions, 98–100 research contributions, 100–101 research limitations, 102–104 Situational Leadership II model, 95–105 Situational Leadership Questionnaire, 110–113 supportive behaviors, 96–98 3-D management style, 95 60 Minutes, 214, 215, 217 Skilling, Jeffrey, 309–310 Skills approach: application, 59–60 capability model, 47, 54 719

career experiences, 54–55, 56f case studies, 60–66 characteristics, 43–56 classification system of, 5 competencies, 47f, 48–52, 56f conceptual skills, 45–46, 45f crystallized cognitive ability, 53 defined, 44 effective problem solving, 54 environmental influences, 55–56 general cognitive ability, 52 human skills, 44–45, 45f individual attributes, 47f, 52–53, 56f knowledge, 51–52 leadership outcomes, 47f, 54, 56f motivation, 53 organizational management levels, 44, 45, 45f, 55 performance outcomes, 54 personality, 53 problem-solving skills, 46–47, 48–50, 54 provisions, 57 research contributions, 58 research limitations, 58–59 skills inventory, 66–68 skills model, 46–56, 57 social judgment skills, 50–51 technical skills, 44, 45f three-skill approach, 44–46, 57 Smith, Alexa, 33 Sociability, 25–26 Social good, 53 Social identity theory, 8–9 Social intelligence, 22 Social judgment skills, 50–51 Social perceptiveness, 50–51 Social performance, 51 Social Security Administration, 154–156 Soslow, Marina, 419–420 Southwest Airlines, 231, 239–240, 243, 248–249 Spain, 238 Spanier, Graham B., 322–325 Spiritual leadership, 4 720

Starbucks, 243 Stewardship attribute, 230 Stolze, Ted, 418–419 Stones Into Schools (Mortenson), 214 StrengthsFinder profile, 27 Strengths leadership, 27 Supportive behaviors, 96–98 Supportive leadership, 120, 123 Switzerland, 440 Synovus Financial Corporation, 231 Systems perspective, 258 Taiwan, 177–178 Tanaka, Samira, 457–458 Task behaviors, 73, 75–76, 88–90 TDIndustries, 231 Team leadership: application, 391 case studies, 392–395 characteristics, 371–387 collaboration, 377–378 competency, 377 culture and leadership, 446 distributed leadership, 373 goal clarity, 376 Hill Model for Team Leadership, 373–391 leadership actions, 374f, 384–387 leadership decisions, 374f, 380–384 measures, 391, 395–398 model illustration, 374f organizational support, 378 principled leadership, 378–379 provisions, 388–389 research contributions, 389–390 research limitations, 390–391 results-driven structure, 377 shared leadership, 373 standards of excellence, 378 team effectiveness, 374f, 375–379 Team Excellence and Collaborative Team Leader Questionnaire, 391, 395–398 team heterarchy, 372 721

unified commitment, 377 virtual teams, 371–372 Team management, 77f, 78 Technical skills, 44, 45f Terry Fox Foundation, 199 Thatcher, Margaret, 403 3-D management style, 95 Three Cups of Deceit (Krakauer), 214 Three Cups of Tea (Mortenson & Relin), 214, 215 Three-skill approach, 44–46, 57 Times of My Life, The (Ford), 216 Tobias, Pamela, 418 Toro Company, 231 Towne, Jim, 392–393 Toyota Motor Corporation, 55–56 Trait approach: application, 32 Big Five Personality Model, 26, 27t case studies, 32–36 characteristics, 19–29 defined, 7 determination, 24–25 emotional intelligence, 28–29 great-man theories, 19 historical conceptualization, 4 integrity, 25 intelligence, 23–24 Internet resources, 25 Leadership Trait Questionnaire (LTQ), 36–38 major leadership traits, 23–29 measures, 27, 28, 36–38 provisions, 29 research contributions, 30 research limitations, 30–31 self-confidence, 24 sociability, 25–26 social intelligence, 22 strengths leadership, 27 Transactional leadership: characteristics, 164, 171 contingent reward, 173 Full Range of Leadership model, 170f 722

leadership continuum, 168f management by exception, 173–174 model illustration, 169t, 172f Transformational leadership: application, 183–184 case studies, 184–189 characteristics, 163–177 charisma, 166–168, 169–171 defined, 164–166 ethical behavior, 351–352 factors, 169–173 Full Range of Leadership model, 169, 170f gender and leadership in, 408 idealized influence, 165, 169–171, 172f, 180 individualized consideration, 165, 170f, 171, 172f, 180 inspirational motivation, 165, 170f, 171, 172f, 180 intellectual stimulation, 165, 170f, 171, 172f, 180 laissez-faire leadership, 168f, 169t, 170f, 174 Leadership Practices Inventory (LPI), 177 measures, 177, 179–180, 183, 189–191 model, 168–174 model illustration, 169t Multifactor Leadership Questionnaire (MLQ), 179–180, 183, 189–191 nonleadership factor, 170f, 174 provisions, 177–178 pseudotransformational leadership, 165–166 research contributions, 178–180 research limitations, 180–182 transactional leadership contrast, 164, 168f, 169t, 170f, 171, 172f, 173–174 Ulbrickson, Al, 320–322 Umbia, Samantha, 393–394 Uncertainty avoidance, 437, 442t, 443, 444 Under the Banner of Heaven (Krakauer), 214 Urbanez, Mercedes, 237 Utilitarianism, 339–340 Values, 200 Vanguard Group, 243 Vertical dyad linkage (VDL) theory, 139–141, 148–149 Virtual teams, 371–372 Virtue-based theories, 341 723

Wall Street Journal, The, 404 Weber, Lisa, 417–418 White, Ryan, 165 Wildcatters (Helgesen), 212 Willingness, 53 Wisdom, 48 Wood, Adam, 60–61 WorldCom, 25 Young, Mark, 84–85 724

Digital Resources Available in the Interactive eBook orthouse on Leadership Videos by Chapter 1: Leadership Defined 1: Leadership: Skill or Process? 1: The Ethical Dimension of Leadership 1: Types of Power 2: Terry Fox 2: What Are My Traits? 2: What Traits Do Leaders Have? 3: Leadership Skills 4: Behavior Approach: An Example 4: What Is the Behavior Approach? 5: More on the Situational Approach 5: The Situational Approach 6: How to Use Path-Goal Theory 6: Path-Goal Theory 7: Leader-Member Exchange Theory 7: Out-Group Members 7: The LMX Score 7: Using LMX 7: What Is LMX About? 8: Become a Transformational Leader 725

8: Transformational Leadership 8: Transformational or Transactional? 9: Authentic Leadership 10: Servant Leaders 10: Servant Leadership 10: The Ripple Effect 11: Adaptive Leadership 11: Technical Leadership 11: Using Adaptive Leadership 13: Approaches to Ethical Leadership 13: Ethical Leadership 13: The Dark Side of Leadership 14: Cohesiveness in Teams 14: Team Leadership 15: Women in Leadership 15: Women in Transformational Leadership 16: Culture and Leadership Licensed Videos by Chapter 1: Qualities That Today’s Leader Must Possess 1: Leadership and Management 2: Obama’s Presidential Win 2: What Makes a Charismatic Leader? 2: Trait Theory for Handwriting 726

3: Leaders Leading Change 4: Where Does Amazon Fit on the Leadership Grid? 5: How to Use Psychology to Be a Situational Leader 5: How the Situational Approach Makes for Strong Leadership 6: Leader Behaviors Across Industries and Cultures 6: Path-Goal Theory and Employee Motivation 6: The Relationship Between Formal Authority and Power 7: Leadership Making 7: Using LMX Theory for Advancement 7: In-Groups and Out-Groups 8: Defining Transformational Leadership 8: Origins of Transformational Leadership 8: Charisma and Leadership at Apple 9: Nelson Mandela, Transformational Leader 9: Definition of Authentic Leadership 10: The Dalai Lama Exhibits Characteristics of Servant Leadership 10: Remembering Mother Teresa 11: Using Adaptive Leadership in Religion 11: Managing Change and Regulating Stress in the Workplace 12: The Intersection of Followership and Leadership 12: Defining Followership 12: President Trump’s Followers in Congress 13: Ethical Leadership 13: Al Franken’s Ethical Misconduct 727

13: Leaders Face Certain Ethical Challenges 14: Effective Teams Require Motivation 14: Team Leadership—Coaching 14: Sports Coaches Must Exhibit Team Leadership 15: Female CEOs Are Few in Number 15: Why Don’t Women Run for Public Office? 16: The GLOBE Project’s Nine Cultural Dimensions, Explained SAGE Business Cases by Chapter 1: Current Leadership Practices and Challenges 2: Trait Theory of Leadership and Ethics 3: Technical Skills for Organizational Development 4: Paternalistic Leadership for Power and Influence 5: Is This Situational Leadership or No Leadership at All? 6: Change Through Path-Goal Theory 7: Using LMX Theory to Obtain Influence 8: Example of a Transformational Leader 9: How Can Leaders Know Who They Are to Be Authentic 10: Framework for Servant Leadership 11: How Does Adaptive Leadership Work When There Are No Solutions? 12: Organizational Design Impacts Followership 13: Ethical Leadership 14: When Teammates Do Not Respond 15: Women in Family Businesses 728

16: Sydney Brian-Peters 729