E N D N O T E S

515

AAageson, Tom, 481Ability, 162Academic grades, 198Academic standards, 91–92Accommodating conflict style, 212Accomplishments, 42, 129Accountability, 268, 307Achievement, 35, 377

acquired needs theory and, 85–86congratulating, 132–133need for (n Ach), 42, 51

Achievement Motivation Theory, 42–43, 47Achievement-oriented style, 164Ackoff, Russell, 171Acquired needs theory, 85–86Action orientation, 343Activist mind-set, 332Acton, Lord, 110Adams, J. Stacy, 87Adams, Scott, 4Adaptation, 470Adaptive culture, 384–385Adjustment personality dimension, 30, 35, 60Adjustment traits, 35Advanced Micro Devices, 40Advantageous comparison, 57Advertising, 193, 395Affection, 249Affiliation, need for (n Aff), 43, 45, 86African-Americans, 394, 398Agreeableness personality dimension, 34Airlines

culture of, 380–381ethics and, 95team players in, 343

Alienated follower, 256Allen, Paul, 62America Online (AOL), 40, 127American Express, 425, 433Americans with Disabilities Act (ADA), 395Analysis levels, 13–15Analyzing, 196Angel Network, 329Anne Mulcahy and Ursula Burns: Xerox’s Dynamic Duo, 364–365Apple, 24Arbitrator, 218

Archer Daniels Midland (ADM) Company, 178–179Armed forces, power and, 114Arrogance, 374Art Friedman—-Friedmans Appliance, 24–25, 102–103Arthur Andersen, 54, 266–267Asea Brown Boveri, 311Asian Americans, 411Attitudes, 47–52, 54–56

and ethical behavior, 54–55leadership styles and, 52–54Pygmalion effect, 31, 49self-concept, 50–51Theory X and Theory Y, 48–49

Attribution of blame, 57Attribution theory, 207Authenticity, 484Authoritarianism, 162Authority-compliance leader, 76Autocratic communication style, 70–71, 229Autocratic leadership style, 159Autry, James, 482Average leadership style (ALS) approach, 242Avoidance reinforcement, 93Avoiding conflict style, 211Avon Company, 369, 371–372, 378, 386, 390, 405

BBarnevik, Percy, 311Barrett, Richard, 483Bass, Bernard, 347Bates, Rowland, 189BCF model, 216Beck, Don, 483Behavior, 7Behavior skills model training, 320Behavioral leadership theories, 18Behavioral models, 21Belongingness needs, 81Benchmarking, 470Bennis, Warren, 193Bezos, Jeff, 347Bias, 254Big Five Model of Personality, 33–34Bill & Melinda Gates Foundation, 62–63Blake, Robert, 75–76

Blame, 202–203Blanchard, Ken, 97–98Blue Man Group, 40Bolman, Lee, 482Boundary-spanning relationships, 246Brandon, David, 4Branson, Richard, 339, 344Brin, Sergey, 417Buffett, Warren, 59Bureaucratic culture, 385–386Burns, Ursula, 364–365“Buy American,” 393

CCalloway, Wayne, 385Cameron, Kim, 483Career development, 128Carroll, Chuck, 271Case, Steve, 40, 127Case studies

Anne Mulcahy and Ursula Burns: Xerox’s Dynamic Duo, 364–365Art Friedman—-Friedmans Appliance, 24–25, 102–103Avon Company, 369Bill & Melinda Gates Foundation, 62–63CEO A. G. Lafley’s Transformation of P&G, 476–477Cisco Systems, 279Cuban, Mark, 109Frederick W. Smith—-FedEx, 318–319General Electric (GE), 3General Motors (GM), 451Google, 417Lakewood Church, 239Lawrence Weinbach—-from Unisys Corporation to Yankee Hill Capital Management, 222–223Mark Parker: A Seasoned Veteran Takes the Helm at Nike, 445–447Market America, 69Monroe, Lorraine, 31PepsiCo, 151Ranch Golf Club, 189Rick Parr—-Archer Daniels Midland (ADM) Company, 178–179Robert Stevens Continues Lockheed Martin’s Diversity Initiatives, 410–412Ron Johnson—-Department of Accounting, 143–144

I N D E X

516 Index

Competition, change and, 432–433Competitive culture, 385Compliments, 51CompUSA, 39Concern for production/concern for people, 76Confidence, lack of, 439Conflict management, 210–222

arbitrator, 218collaborating conflict management style models, 215–222dysfunctional/functional conflict, 210initiating conflict resolution, 215–216leadership and, 210mediating conflict resolution, 217–218psychological contract, 210relationship-oriented, 210responding to conflict resolution, 217–218styles, 210–214

Conflict resolution, 215–219Conformist follower, 256Congruency, 484Connection power, 117Conscientiousness personality dimension, 35, 60–61Consequences, disregard or distortion of, 57Consideration style, 77Consult group style, 166Consult individually style, 166Consultation influencing tactic, 111Consultative communication style, 230Content motivation theories, 80–86

acquired needs theory, 85–86comparison of, 86hierarchy of needs, 81–83maintenance (extrinsic factors), 82two-factor, 82

Contingency leadership theories, 17, 22, 75, 78, 150–177

changing the situation, 156, 174charismatic leadership, 165determining appropriate leadership style, 156framework for variables, 153global contingency leadership, 153–154leadership continuum theory and model, 159–161vs. leadership models, 152leadership style and the LPC, 155leadership substitutes theory, 173–174and model variables, 152–153normative theory/models, 165–166path-goal leadership theory and model, 161–162prescriptive/descriptive models, 173

Coaching, 201–209attribution theory, 207avoiding blame/embarrassment, 202–203developing a supportive working rela-tionship, 202feedback, 204–206focus on behavior, 203improving performance with, 208and leadership, 201mentoring, 209model for employees performing below standard, 207performance formula, 207praise/recognition and, 202specific/descriptive feedback, 203–204timely/flexible feedback, 205

Coalition influencing tactic, 117Coalitions, 117Coca-Cola, 395, 424, 431Code of ethics, 388–389Coercive power, 113–114Cognitive resources theory, 158Cole, David, 451Coleadership, 78Collaborating conflict style, 213–217Collectivism, 391–392Commitment

decision implementation and, 168to objectives, 91

Communication, 189–197advertising, 193analyzing, 196charismatic leaders’ skill in, 342checking understanding, 194determining preferred style of, 193–194on diversity, 402effective crisis communication, 460–461listening skills, 193–194at Navistar International, 224of new vision/strategies, 436–437nonverbal, 194–195oral message-sending process, 190–191planning the message, 190press release/press kit, 461receiving messages, 193–194selecting styles of, 193sending messages/giving instructions, 190situational communications model, 229–232teams and, 294–295written, 192

Community service, 131

Compensation of executives, 14

Steve Jobs—-Apple, 24–25Winfrey, Oprah, 329W. L. Gore & Associates, 271–273

Case Western Reserve’s Wetherhead School of Management, 483Censorship, 57Center for Educational Innovation, 31Center of Business as Agent of World Benefit (BAWB), 483CEO A. G. Lafley’s Transformation of P&G, 476–477Cereal Partners Worldwide, 395Ceremonial events, 380Chambers, John, 279Change, 8–9, 33, 484–493

activism and, 332change process theories, 435crisis management, 431–432culture of learning organization, 467–468discontinuous, 466flexibility and, 40need for, 432–433organizational change, 432–433process, 435–438resistance to, 36, 438–439, 441. See also Resistance to change, reasonsupgrading as, 432

Changing phase, 436–437Charismatic leadership, 165, 337–360

behavioral components, 351change and, 436–437charisma defined, 337developing charismatic qualities, 344–345dissatisfaction with status quo, 335–336effects of, 338–340locus of, 337–338negative aspect of, 345–346personal meaning, 330–331qualities of, 341resource needs assessment, 336and transformational leadership com-pared, 349–350unconventional behavior and, 336vision formulation and articulation, 336Weber’s conceptualization of charisma, 334–335

Chiu, Bernard, 189Churchill, Winston, 345Cisco Systems, 279Citibank, 424Civil Rights Acts, 394Clark, Korby, 189, 201Clark, Peter, 189, 201, 209, 215, 218Class-action lawsuits, 475Clinton, Bill, 123, 332

Index 517

vertical dyadic linkage (VDL) theory, 241–243

Dysfunctional conflict, 210

EEdison, Thomas, 59Education and diversity, 403–405Effective follower, 255–268Einstein, Albert, 70Embarrassment, 202–203Emery Air Freight, 96Emotional instability, 55Emotional intelligence, 40Emotional stability, 35, 331Empathy, 40Employee-centered leadership style, 72–73, 75, 171Employee(s)

broadening frame of reference of, 472classification of, 7cognitive structures of, 246delegating to, 264–268distress, and leader–member interaction, 244downsizing to part-time, 39effect of leadership on, 4empowerment of, 110, 298, 437meeting personal needs of, 87motivating with equity theory, 88motivating with goal setting, 90motivating with hierarchy of needs theory, 81–82motivating with reinforcement, 92–93motivating with two-factor theory, 82–83Networks at Whirlpool Corporation, 145rewarding with equity theory, 87–88self-assessment, 203turnover, 78

Empowerment, 110, 298, 321–322, 437communication style, 230

Energy, high level of, 38, 42Enron Corporation, 4, 54, 57, 266, 286, 374–375, 390Entrepreneur role, 11Environmental situational factors, 159Equality assumption, 358Equity theory, 87Esteem needs, 82Ethical behavior

advocating, 388code of ethics, 388–389disclosure mechanism, 389–390ethics committees, 389ethics ombudsperson, 389presidential call for, 419–420

Decision significance, 168Decisional leadership roles, 11Delegate style, 182Delegation, 264–269

benefits of, 264at Boyne USA Resorts, 274control checkpoints, 268of decisions, 265observer form, 234–235obstacles to, 264–265with use of a model, 267–268

Delegation model, 267–268Democratic leadership, 17, 70Demographic diversity, 394Demotivating, 206Descriptive feedback, 203–204Descriptive models, 173Diana, Princess of Wales, 332Diffusion of responsibility, 57Directive style, 262Disabled workers, 395Discontinuous change, 466Discrimination, 394, 405–406Displacement of responsibility, 57Disseminator role, 11Distributed leadership, 312Distrust, 439–440Disturbance-handler role, 12–13Diversity, in workforce, 394–407

corporate philosophy, 402creating a supportive culture for, 371–372current state of, 394–395demographic diversity, 394diversity defined, 394globalization and, 396leadership initiatives for achieving, 401–402management support/commitment, 404obstacles. See Obstacles to achieving diversityat PepsiCo, 412reasons for embracing, 396–397

Dominance, 34Domino’s Pizza, 4Douglass, Frederick, 332Downsizing, 39, 434Drucker, Peter, 82Drug research, 163Dunlap, Al, 347Dunn, Patricia, 462Dyadic process, 13–14Dyadic theory, 240–247

systems and networks, 245–247team building, 244–245

putting behavioral/contingency theories together, 171–172research, 158situational favorableness, 156value-based leadership, 165

Continuous reinforcement, 94Conventional level of moral development, 56–57Conviction, lack of, 439Cooperative culture, 384Cooperrider, David, 483Co-optation, 122–123Core competence, 427–428Country-club leader, 76Courage, 59Cowan, Chris, 483Creativity, 291

diversity and, 397, 469–470recognition/rewarding of, 291teams and, 291

Credibility, 35Crisis, defined, 452Crisis leadership, 452–462

crisis communication, 460–461crisis leader, 455organizational preparedness, 459postcrisis evaluation plan, 454precrisis planning, 454–455risk assessment, 457–459team, 456–458

Crisis prevention, 457–458Criticism, 204–206Cross-cultural differences, 395–396Cross-functional team, 294–295, 437Cuban, Mark, 109Cultural differences

communication problems and, 198–199conflict management and, 210negotiation and, 139

Cultural heritage and traditions, 332Culture

defined, 370of organization. See Organizational culturereinforcement tools, 376

DDay care centers, on-site, 87Death, unexpected, 452Decide style, 182Decision making

decentralized, 358delegation and, 265–266failure of strategic decisions, 419teams and, 297

518 Index

Friedmans Appliance, 24–25, 102–103Friendship, and power, 115Frito-Lay, 151Functional conflict, 210Functional team, 293–294Future vision, 336, 339

GGandhi, Mohandas, 5, 126, 332–333, 338–339, 342, 345, 350, 357, 359, 361Garcia, J. E., 158Gates, Bill, 62–63Gates, Melinda, 62–63Gender issues, 403General Electric (GE), 3, 7–8, 14, 279, 339, 395, 427, 476General Mills, 395General Motors (GM), 374, 385, 451Gherty, Jack, 132Giving praise model, 97–98Glass ceiling, 399–400Glaxo-SmithKline, 163Global business, and cultural differences, 153–154

framework of value dimensions, 391high to low power-distance cultures, 392high to low uncertainty avoidance cultures, 392individualistic to collectivistic cultures, 391–392leadership implications, 392–393long-term to short-term oriented cultures, 392masculinity–femininity, 392

Global contingency leadership, 153–154Global Crossing, 266–267Global Leadership and Organizational Behavior Effectiveness (GLOBE), 391Global virtual teams, 296Globalization, 395–396

creating culture that supports diversity, 400–403

corporate philosophy, 402diversity as criterion for measuring success, 402–403organizational communications on diversity, 402pro-diversity human resource practices, 402top leadership support and commitment, 401–402

diversity awareness training and leadership education, 403–405

diversity training, 403–404education, 404–405

employee assessment of performance, 203flexibility, 205importance of, 197meeting objectives and, 197on messages, 197negative, 205, 259openness to criticism, 198seeking/encouraging honest, 259–260360-degree multirater, 200timely and flexible, 202

Femininity, 392Fiedler, Fred E., 154, 157Fifth Discipline, The (Senge), 464Figurehead role, 10Financial objectives, 426Fiorina, Carleton (Carly), 124Fixed interval schedule, 95Flexibility, 40, 296

of feedback, 205strategic, 422

Flextime, 87Fluor Corporation, 432Followers/followership, 254–269

appreciation shown to leaders, 260clarifying role/expectations of, 260delegation, 264–267determinants of influence of, 261education/experience and, 262–263effective leader feedback, 263–264follower defined, 256–257follower power position, 261–262follower types, 256–257guidelines for effective, 258–261influence of, 261–263informing leaders, 260inspiring, 115vs. leaders, 6–7locus of control, 262loyalty and, 254power position, 261–262Pygmalion effect and, 49raising issues/concerns, 259resisting inappropriate leader influence, 260

Food and Drug Administration, 163, 193Force-field model, 435Forcing conflict style, 212–213Ford Motor Company, 300, 418, 425, 451Formal authority, 162Four-way test, 58Frederick Douglass Academy, 31, 36, 49, 56Frederick W. Smith—-FedEx, 318–319French, J. R. P., 111Friedman, Art, 102–103

simple guides to, 58strategists and, 420training programs, 389

Ethical leadership, 52–60ethical behavior assessment, 52–53finding courage for, 59moral development and, 55–56personality traits/attitudes and, 54–55positive result of, 54situations affecting, 56

Ethics, 39airlines and, 95defined, 54delegation, 264influencing process and, 109justifying unethical behavior, 56–57stakeholder approach to, 58–59

Ethnicity. See Diversity, in workforceEthnocentrism, 399Euphemistic labeling, 57Evans, M. G., 161EXCEL Award, 222Excellence, 377Exchange influencing tactic, 113, 122Exclusionary practices, 398Expectancy theory, 88–89

motivating with, 89three variables, 89

Expectations, 49Experience, openness to, 35Experimentation, 470External locus of control, 262Externalizers, 38Extinction, 94Extraversion traits, 34Extrinsic motivators, 82Exxon Valdez, 452Eye contact, 98

FFacilitate style, 182Facilitative skills, 286–287Facilities design, 382Faith, 332–333Falvey, Jack, 205Federal Communications Commission (FCC), and censorship, 58FedEx, 318Feedback, 97, 197–201

coaching feedback, 201–202criticism and coaching feedback compared, 204effective leader feedback, 252

Index 519

International Spirit at Work Award, 484–485Interpersonal leadership roles, 10Intrinsic motivators, 82–84Intuition, 419, 467Izen, Ronald, 189

JJago, Arthur, 165, 170Japanese productivity, 153–154, 460Jermier, John, 173JetBlue Airways, 80, 285Jiffy Lube, 189Job-centered leadership style, 72–73, 78, 155Job enrichment, 85, 174Job instructional training, 204Job interviews

one-minute self-sell, 129–130tie your accomplishments to, 129

Job satisfaction, 115, 164, 210Jobs, Steve, 24–25Johnson, Spencer, 97Jones, Reverend Jim, 345Jung, Andrea, 369, 372, 386, 390

KKay, Mary, 202Kelleher, Herb, 80, 343Kelley, R. E., 255Kennedy, John F., 345, 350, 424Kentucky Fried Chicken (KFC), 113Kern, Bill, 481Kerr, Steven, 96, 173Key power players, 135King, Martin Luther Jr., 332–333, 338, 342–343, 350, 359, 361Kmart, 374Knight, Philip H., 446Komatsu, 424Koresh, David, 345

LLaBranch, Michael, 124Lafley, A. G., 476–477Land O’Lakes, 132Lakewood Church, 239Latham, Gary, 99Lawrence Weinbach—-from Unisys Corporation to Yankee Hill Capital Management, 222–223Leader Behavior Description Questionnaire, 74–75

Honesty, 39, 138–139Honoring beliefs of others, 484–485House, Robert, 161, 163, 165Human error disasters, 452Human relations skills, 36, 111Human resources

crisis management and, 456diversity and, 402

Hygiene needs, 82

IIBM Corp., 24, 85, 209, 222–223Immelt, Jeffery (Jeff), 3–4, 7–8, 12Impoverished leader, 76Impressions management, 249Incentives, 422Inclusionary practices, 398Individual development, 483Individual level of analysis, 13–14Individualism, 391–392Influencing process, 7

ethics and, 140negotiation, 133–138networking, 130–133organizational politics, 120–126power, 111–126

Information gathering, 11Information power, 116–117Informational interview, 131Informational leadership role, 11Ingratiation influencing tactics, 112, 115, 249In-groups, 241–243, 246, 269–270Initiating conflict resolution, 215–217Initiating structure style, 73–74Initiative, 258–259Inner spirit, 359Innovation, 470Inspirational appeals influencing tactic, 115, 119Instrumentality, 89Insular thinking, 374Integrated Project Systems, 481Integrative leadership theories, 17, 22Integrity, 39, 55, 240, 257, 342Intel, 476Intelligence, 39–40Intermittent reinforcement, 94–95Internal conflict, 343Internal locus of control, 262, 307Internalizers, 38–39International Center for Spirit at Work, 481International joint venture studies, 393

obstacles to achieving diversity, 398–400

ethnocentrism, 399glass ceiling, 399–400policies and practices, 399stereotypes and prejudice, 398–399unfriendly work environment, 400

reasons for embracing diversity, 396–398

Goal-setting theory, 90–92Goals

charismatic leaders and, 338–340corporate-level, 426networking, 128–129setting and achieving, 129shared (goal congruence), 125team cohesiveness and, 288

Goizueta, Jose, 178–179Golden rule, 58Goldman, Matt, 40Goodrich, B. F., 96Google, 417Gore, Bill and Vieve, 271Graham, Rev. Billy, 332–333Grasso, Dick, 124Greed, 36Grid Theory, 75–76Group-centered team approach, 319Group level of analysis, 14Group process, 14, 285Groups and coercive power, 113Groupthink, 283–284, 314Grove, Andy, 476

HHarman, Willis, 483Harpo Productions, Inc., 329, 352Hayek, Salma, 369Heerman, Barry, 483Heroic characteristics, 336Herzberg, Frederick, 82, 84Hewlett-Packard, 40, 209, 289Hierarchy of needs theory, 81–82High energy, 38, 41, 343High-high leader, 77–78High power-distance culture, 392High structure and high consideration style, 77High structure and low consideration style, 74High uncertainty avoidance, 392Hispanics, in U.S., 401–402, 404Hitler, Adolf, 342, 345Hofstede, Geert, 391–392, 408Holtz, Lou, 47, 49, 91, 198

520 Index

Locus of control, 38, 42, 55, 162, 261–262, 331Lombardi, Vince, 9, 21, 115Long-term orientation, 392Low-and high-performance cultures, 373Low power-distance culture, 392Low structure and high consideration style, 74Low structure and low consideration style, 74Low uncertainty avoidance, 392Loyalty, 254

organizational politics and, 123power and, 115

Lutz, Robert, 385

MMaintenance needs, 82, 85Malcolm Baldrige National Quality Award, 318Malcolm X, 350Managerial Grid®, 75Managers/management

common reward follies, 96developing working relationship with, 125–126functions of, 7managerial roles, 10–14

Managing in Turbulent Times at Second City Theater, 478Mandela, Nelson, 349, 350–351, 359Manipulation, 440Manson, Charles, 345March of Dimes, 425Mark Parker: A Seasoned Veteran Takes the Helm at Nike, 445–447Market America, 69, 77

acquired needs theory and, 85–86equity theory and, 87expectancy theory and, 89goal-setting theory, 90hierarchy of needs and, 81–82positive reinforcement and, 93two-factor theory and, 84

Marriott Corporation, 47Marriott, W. Jr., 47Martinez, Angel, 481Mary Kay Cosmetics, 380, 429Masculinity, 392Maslow, Abraham, 81–82, 86McCanse, Anne Adams, 75–76McClelland, David, 42–44, 85–86McGregor, Douglas, 49–50, 82McNerney, James Jr., 384Media portrayal of sex and violence, 57–58

developing a written values statement, 382face-to-face interactions with rank-and-file, 380leaders serving as role models, 380matching HR practices, 380–381matching operating policies and practices, 381matching organizational structure, 380matching work environment design, 382

key elements of, 46managerial roles, 9–12at McDonald’s, 179at P.F. Chang’s, 26skill development, 21

Leadership continuum model, 159Leadership gender, 153Leadership Grid®, 77–78Leadership model, defined, 152Leadership styles

consideration, 73–75employee-centered, 73–75initiating structure, 74job-centered, 72–73Ohio State University model, 75relationship-oriented, 154, 156–157task-oriented, 155, 174, 429University of Iowa research, 70–71University of Michigan, 71–72

Leadership theory, 15–20application of, 20classifications, 15–18levels of analysis of, 13–15from management to leadership paradigm, 17–18paradigms, 15–18

Learning anxiety, 433, 438Learning organization, 450–468

defined, 452role of leaders in creating, 469vs. traditional organization, 466–467

Least preferred coworker scales, 155Lee, Vernita, 338Legacy, 331–332Legitimate power, 111–114Legitimization influencing tactic, 111Lewin, Kurt, 70Liaison leadership role, 10Likert, Rensis, 72, 75, 82Listening skills, 193–194, 196Livingston, J. Sterling, 49LMX-7 scale, 252–253Locke, Edwin, 99Lockheed Martin, 410–412

Leader-centered team approach, 298–299Leader/follower relations

dual leader/follower role, 257dyadic theory, 239–240followership, 254–268gender differences, 266leader–member exchange theory, 240, 247–254life-cycle model, 249personality differences, 266social skills and, 287

Leader–member exchange (LMX) theory, 243–245, 247–254

bias in, 254factors determining quality of, 250–251influence of, on follower behavior, 247–248limitation of, 252–254strategies for positive relations, 249–250team building, 244–245

Leader–member relations, 156Leader Motive Profile Theory, 44–46Leader role, 10Leaders

appropriate counseling/coaching of, 259as culture creators, 370–371development of leadership ability, 9ethical and moral conduct of, 388vs. followers, 6–7influencing process and, 7multicultural, 394–395role in creating a learning organization, 463–465as role models, 342–343self-sacrificing, 357special appearances by, 380

Leadership. See also Leadership styles; Leadership theory; Values-based leadership

attitudes, 47–52behavior, 70decision-making model, 298–300defined, 5–8, 46–47development, 426distrust of, 439–440diversity education and, 403failure of, 36, 50–51Grid Theory, 75–76importance of, 4–5in culture creation and sustainability, role of, 378–379

aligning reward/incentive system with culture, 382celebrating achievements, 380

creating a strategy–culture fit, 381–382

Index 521

Neutralizers, 173Nike, Inc., 395, 425, 427, 445–447Nonverbal communication, 115, 193–194, 303Nooyi, Indra K., 151Nordstrom, 380–381Normative leadership theory and models, 165–166, 177

computerized normative model, 170determining appropriate style, 170–173development-driven model, 169–170leadership participation styles, 166research, 170time-driven model, 211, 214

Norms, 286–287Nurse performance, 174

OObesity, 347Objectives, 49, 90–92

communication, 189criteria for, 90–92of delegation, 264financial, 426group support for, 169for negotiation process, 135–137SMART, 426strategy formation and, 429writing, 90

Obstacles to achieving diversity, 398ethnocentrism, 399glass ceiling, 399–400policies and practices, 399stereotypes and prejudice, 398–399unfriendly work environment, 430

Ohio State University leadership model, 72–78, 102Oil Spill Response Preparedness Plan, 452Okuda, Hiroshi, 114Ombudsperson, 389O’Neal, Stanley, 4One-Minute Manager, The (Blanchard and Johnson), 97One-minute self-sell, 129–130Online networking, 130Openness to experience, 30–36, 38, 362Openness to new ideas/viewpoints, 333“Oprah Bill,” 332Oprah Winfrey Show. See Winfrey, OprahOptimism, 38, 342Oral communication, 191–192Organic organization, 461, 481Organizational citizenship, 79–80

Multifunctional teams, 294Multiple intelligence, 40Murphy, Robert, 124Murray, Henry, 85–86

NName(s)

recognition, 126remembering, 26–27, 131

Narcissism, 345National Child Protection Act, 332National culture identities–Hofstede’s value dimensions

high to low power-distance cultures, 392high to low uncertainty avoidance cultures, 392individualistic to collectivistic cultures, 391–392long-term to short-term oriented cultures, 392masculinity–femininity, 392

Natural disasters, 452NEADS Team: People and Dogs, 320Needs (Achievement Motivation Theory), 42Needs, balancing professional/personal, 87–88Neeleman, David, 80Negative attitude, 47, 50–51, 60Negative reinforcement, 93Negotiating conflict style, 213–214Negotiation, 137–143

agreement, 139cultural differences, 139honesty/integrity and, 138–139no agreement, 139plan, 135–136postponement of, 134–135process, 135–137rapport and, 137skill development, 134–135steps, 135–137tradeoffs, 133win for each party, 134, 136

Negotiator role, 12, 41Neo-charismatic theory, 17Nestlé, 395Network(ing), 10, 117, 120, 122, 125, 127–133

developing your network, 130–131goals, setting, 11, 29interviews, conducting, 131–132maintaining, 132–133one-minute self-sell, 130online, 130

Mediating conflict resolution, 217–218Mediators, 217Meeting(s), 300–305

agenda, 301–303conducting, 302–303date/time/place, 302leadership style, 302objectives, 301, 303participants and assignments, 301, 333parts of effective, 303technology and, 302

Mentality of detachment, 454Mentors/mentoring, 132, 209Merck, 163, 425Mergers and acquisitions, 381–382, 427–428, 434Merrill Lynch, 418Michigan Bell, 96Microsoft, 62–63, 91, 427, 467Middle-of-the-road leader, 76Minority groups, 394Mintzberg, Henry, 9, 16Mission conceptualization, 420Mission statement, 422, 424–426, 443

crisis management and, 453–454strategy formation and, 427–428

Mistakes, learning from, 472Mitchell, T. R., 163Money, as motivator, 85Monitor role, 11Monroe, Lorraine, 31, 36, 41, 46, 50, 56Monster.com, 40Moral conviction, 341–342Moral development, 55–56Moral justification, for immoral behavior, 56–57Moral leadership, 419–420Mother Teresa, 332, 359Motivation, 84–86

content motivation theories, 80–93feedback and, 197–200money as, 85process, 79–80process motivation theories, 87–92reinforcement theory, 92–97theory classification, 80tying theories within process, 99–100at Washburn Guitars, 104

Motivators (two-factor theory), 82, 85Motive profile, 42–44Motive profile with socialized power, 45Motorola, 425, 428Mouton, Jane, 77–78Mulcahy, Anne, 364–365Multiculturalism, 404

522 Index

need for (n Pow), 42–43personal power, 110position power, 110referent power, 115relational power base, 343reward power, 113sources and types of, 111

Power players, 124–126Pragmatic follower, 256Praise, 97–98Preconventional level of moral development, 55Precrisis planning, 454–455Prejudice, 398, 402Prescriptive models, 21, 173Press release/press kit, 461Pressure influencing tactic, 113Principle, 257Priorities, shared, 125Problem-solving skills, 307

style, 213Process motivation theories, 87–99

equity theory, 87–88expectancy theory, 88–89goal-setting theory, 90–98

Procter & Gamble (P&G), 476–477Product failures, 452Production-oriented functions, 78Productivity, 49, 75, 419Professional associations, 116Promotion practices, 375Psychological contract, 210Psychological traits, 16Publicity, 117Punishment, 94Purpose in life (PIL), 330–331Pygmalion effect, 49, 60, 70, 97, 254

QQuestioning, 283, 340

RRailroad industry, 425Ranch Golf Club (Southwick, Mass), 189Rapport, 131, 137, 191Ratio schedule, 95Rational analysis, 423Rational persuasion influencing tactic, 111, 116Raven, B. H., 111Reciprocity, 122–123Recognition, 123, 202

Passive-aggressive behavior, 212Passive follower, 256Passive job hunt, 130Path clarification, 161Path-goal leadership theory/model, 161–165

leadership styles, 163–164research, 164–165situational factors, 162–163

Pay-for-performance compensation, 402People, 8People-oriented cultures, 374–375People-oriented functions, 78Pepsi-Cola, 385, 395PepsiCo, 151Perceived organizational support, 248Perez, William, 445–446Performance evaluations, 113Performance formula, 207–208Personal appeals influencing tactic, 115Personal interests, 333Personal meaning, 330–363Personal power, 110Personality traits, 31–36

benefits of classifying, 34Big Five Model of Personality, 33of effective leaders, 35–41and ethical behavior, 52–54personality dimensions, 33personality profiles, 32, 35profile of effective leaders, 37

Personalized charismatic leader, 345–346Personalized power, 45, 119, 140Pessimism, 49, 51P.F. Chang’s Serves Its Workers Well, 64Physical traits, 16Physiological needs, 81, 83, 86Policies and practices, 399Politics. See Organizational politicsPosition power, 110, 154Positive affirmations, 65Positive attitude, 47, 50–51Positive LMX relations, three-stage process for developing, 249–250Positive reinforcement, 93–94Postconventional level of moral development, 56–57Power, 108–121

acquiring and losing, 119–120coercive power, 114, 120connection power, 117defined, 110increasing, 111–112information power, 116–117legitimate, 111–114

Organizational culture, 124–125, 370–383. See also Values-based leadership

characteristics of high-performance, 375–377characteristics of low-performance, 373–375cultural value types, 382–386culture defined, 370culture reinforcement tools, 376diversity and, 400–401external adaptation, 372insular thinking, 374internal unity, 371–372organizational structure and, 380politicized internal environment, 374–375power of culture, 371–372resistance to change, 374strong culture, 375, 377unhealthy promotion practices, 375weak culture, 373weak vs. strong, 373

Organizational knowledge, 464Organizational level of analysis, 14Organizational objectives, 7–8Organizational politics, 10, 120–126

coalitions, 122–123connection power and, 117culture and power players, 124–125ethics and, 140–141gaining recognition, 123guidelines for developing skills in, 112as medium of exchange, 122nature of, 121networking, 122, 127politics defined, 121reciprocity, 122working well with others, 125–126

Organizational process, 14Original Penguin Spreads Its Wings, 447Osteen, Joel, 239Ouchi, William, 153–154Out-groups, 242–243, 246–247Overtime work, 85Owen, Harrison, 483

PPage, Larry, 417Paraphrasing, 196–197, 199Parker, Mark, 445–447Parr, Rick, 178–179Participative communication style, 230Participative leadership styles, 75, 153Participative management, 111

Index 523

Situational leadership models, 78Situational leadership theory, 154Skilling, Jeffrey K., 374Skinner, B. F., 92SMART

goals, 91objectives, 426

Smith, Frederick W., 318–319Sociability, 34Social awareness, 40Social exchange theory, 119–120Social loafing, 283Social needs, 81, 83Social reinforcers (praise), 97Social responsibility, 96Social skills, 249, 287, 289Socialized charismatic leader, 346Socialized power, 45–46, 58Sociotechnical systems theory, 305–306Southwest Airlines, 80, 343, 380–381Specific feedback, 203–204Spirit at Work Web site, 485Spirituality

defining, 481guidelines, 484in the workplace, 481individual, 483integrating spiritual practice, 481leadership and team development, 483levels of development, 483–484redefining role of business, 483–484systemic approaches, 483total system development, 483

Spokesperson role, 11Sponsor program (W. L. Gore & Associates), 272Stability, 35–37Stakeholder approach to ethics, 58–59Stamina, 38Standards, 54, 91Starbucks Corporation, 383, 389Status quo, 335–336Stereotypes, 398–399Steve Jobs—-Apple, 24–25Stevens, Robert, 410–412Stewardship and servant leadership, 356–357

nature of, 357roots of, 332servant leadership defined, 356servant leadership framework, 358–359stewardship defined, 356stewardship framework, 357–358

Rowley, Colleen, 59Rudenstine, Neil, 265Rumi, 482

SSafety needs, 81, 83Salomon Brothers, 59SAP, 432Sarbanes-Oxley Act of 2002, 54Schein, Edgar, 433Schmidt, Warren, 159–160, 193School Leadership Academy, 31Self-actualization needs, 82–83Self-assessment, 128–129Self-awareness, 40, 404, 484Self-belief, 331Self-concept, 50–52, 56Self-confidence, 38, 40, 336, 338Self-efficacy, 50Self-fulfilling prophecy, 97Self-image, 50Self-interest, threat to, 439Selflessness, 332Self-managed team champion, 310Self-managed teams (SMTs), 305–314, 357–358

accountability of, 307benefits of, 308–309changing role of leadership in, 312–313creating successful program of, 309effectiveness of, 306–307, 309–311facilitator of, 313implementation challenges, 311member characteristics, 306–307nature of, 306organizational support of, 314and traditional compared, 305–306

Self-management, 40Self-promotion, 249, 344Self-sacrifice, 287Senge, Peter, 464Sensitivity to others, 41, 45, 65September 11 attacks, 59Servant leadership. See Stewardship and servant leadershipService, over self-interest, 357Sex discrimination, 405–406Sexual harassment, 398Sexual orientation diversity, 394–395Short-term orientation, 392Situation analysis, 423Situational communications model, 229–233Situational favorableness, 156

Reeve, Christopher, 51Referent power, 115, 120Refreezing change phase, 437–438Reinforcement theory, 92–99

actions based on reinforcement, 98components of, 93consequences of behavior, 93giving praise, 97–98motivating with reinforcement, 96–97schedules of reinforcement, 94–95types of reinforcement, 93–94

Relational power base, 343Relationship management, 40Relationship-oriented leadership style, 154, 156–157Relationships, negotiation and, 133–134Religious diversity, 388Resistance to change, reasons

distrust of leadership, 439–440fear of being manipulated, 440lack of confidence that change will succeed, 439lack of conviction that change is necessary, 439threat to one’s self-interest, 439threat to personal values, 440uncertainty, 439

Resource allocation, 456Resource allocator role, 12Respect, 484–485Results-oriented culture, 377Resumes, 128–131Rewards, 426

assumption, 358expectancy theory and, 88–89management reward follies, 96power, 113

Rick Parr—-Archer Daniels Midland (ADM) Company, 178–179Ridinger, J. R., 69Risk

assessment, 456–458high risk orientation, 343without fear of failure, 59

Robert Stevens Continues Lockheed Martin’s Diversity Initiatives, 410–412Robert’s Rules of Order, 302Rockport Shoes, 481Rodale Press, 481Role episodes, 251Role model(s), 51, 329, 379, 420Role playing, 404Ron Johnson—-Department of Accounting, 143–144Rotary International, 58

524 Index

UUncertainty, 439Unconventionalism, 336, 361Understanding, checking, 190–191Unfreezing change phase, 436–437Unions, 110, 393Unisys Corporation, 222–223United Parcel Service (UPS), 318Universal theories, 17University of Iowa leadership styles, 70–71University of Michigan Leadership Model, 72–73, 75, 78, 102, 155, 160Upgrading, 432U.S. Army mission statement, 425

VValues, 333

cultural value types, 382–384differences, in global cultures, 395–396shared, of organizational culture, 124–125statement, 379, 382threat to personal, 439–440value defined, 427

Values-based leadership, 165, 387advocating ethical behavior, 388–390cultural differences and, 391–392values defined, 387

Variable interval schedule, 95Variable ratio schedule, 95, 98Vertical dyadic linkage (VDL) theory, 240–242Video cases

Communication at Navistar International, 224Delegation at Boyne USA Resorts, 274Diversity at PepsiCo, 412Employee Networks at Whirlpool Corporation, 145Leadership at McDonald’s, 179Leadership at P.F. Chang’s, 26Managing in Turbulent Times at Second City Theater, 478Motivation at Washburn Guitars, 104NEADS Team: People and Dogs, 320Original Penguin Spreads Its Wings, 447P.F. Chang’s Serves Its Workers Well, 64Timbuk2: Former CEO Sets a Course, 366

Videoconferences, 302Virtual team, 296Vision

articulation of, 336change and, 436–437

disadvantages of teamwork, 283–284diversity and, 296groups vs., 281leader- vs. group-centered, 319leadership of, 278–305normative leadership model, 300organizational support/use of, 290–292problem members, 303–305self-managed, 296–308size of, 289structure of, 293team defined, 280team effectiveness, 285–286team norms, 286teamwork defined, 280types of, 293–295

Technology, 159, 293Telephone conferences, 302Television, 344Thank-you follow-ups, 132Theory X and Theory Y, 52Theory Z, 154360-degree multirater feedback, 2003M, 96, 376, 380, 385, 425, 427, 467Timbuk2: Former CEO Sets a Course, 366Time Warner, 127Timing, 216Top-down directive approach, 263Total quality management (TQM), 306Touching, 98Toyota, 91, 114, 154Training, diversity, 397–398Trait theories of leadership, 32Trait theory paradigm, 16Transactional leadership, 352–354Transformational leadership, 328–360

behaviors and attributes, 350–352change and, 352–355and charismatic leadership compared, 337–340defined, 347–348vs. transactional leadership, 352–354transformation process, 354–355

Trauma, 456Trist, Eric, 305Trust, 39, 126

ability to inspire, 342–343earning and keeping, 359

Trustworthiness, 39Tupperware, 113Tutu, Desmond, 332“Twelve Non-Negotiable Rules,” 31Two-factor theory, 82–85, 100

Stogdill, Ralph, 73–74Strategic leadership, 418–431

corporate-level goals, 426defined, 418environment analysis, 422–423framework, 421mission statement, 425strategic management defined, 418–419strategic vision, 424–425strategy evaluation, 471–473strategy formulation, 427–429strategy implementation, 429–430

Strategy, defined, 427Strategy-culture gap, 381Stress

delegation and, 264–265tolerance for, 38

Stretch goals, 90, 426Subordinate situational characteristics, 162Substitutes theory, 173–174Succession planning, 452Supermarket chains, 39Support for self-worth, 240–141Supportive style, 164–165Surgency personality dimension, 34, 60Survival anxiety, 416–490SWOT analysis, 423, 446–458Synergy, 451System failures, 451Systems theory, 304–305Systems thinking, 470

TTannenbaum, Robert, 159–160, 166Task-oriented leadership style, 155, 174, 429Task structure, 156, 162Taylor, Frederick, 293Taylor, Jeff, 40Team cohesion, 288Team leader, 76Team learning, 285Team potency, 348–349Teams. See also Self-managed teams (SMTs)

advantages of teamwork, 282–283cohesiveness/interdependence of, 288competence, 166composition of, 288–289creativity and, 291crisis management, 453–454decision making in, 298–300defined, 280

Index 525

Writing objectives model, 90Writing tips, 192

XXerox Corporation, 364–365, 399

YYetton, Philip, 165, 170

ZZenith, 425Ziglar, Zig, 65

Watkins, Sherron, 390Weber, Max, 334, 360Weinbach, Lawrence, 222–223Welch, Jack, 85, 87, 90, 297, 339, 476Whistle blower/whistle blowing, 52, 54, 56, 59, 389–390Winfrey, Oprah, 329–330, 333, 340, 344, 346, 352Winfrey, Vernon, 338W. L. Gore & Associates, 271–273Work environment

minorities and, 400as reflection of corporate values, 382supportive of creativity, 291

Work group, 163Work–life balance, 330WorldCom, 4, 54

communication of, 437conceptualization of, 420for learning, 472status quo/future vision discrepancy, 336strategic vision, 424

Vision statement, 424–425Volunteering, 51, 305Vroom, Victor, 88, 165–168

WWagoner, Rick, 451Wal-Mart, 39, 381, 405–406

culture, Sam Walton’s conception, 370–371

Walton, Sam, 370, 381

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VIDEO CASES

1. Leadership at P.F. Chang’s 2. “P.F.” Chang’s Serves Its

Workers Well 3. Motivation at Washburn

Guitars 4. Employee Networks at

Whirlpool Corporation 5. Leadership at McDonald’s 6. Communication at Navistar

International 7. Delegation at Boyne USA

Resorts 8. The NEADS Team: People

and Dogs 9. Timbuk2: Former CEO Sets a

Course10. Diversity at PepsiCo11. Original Penguin Spreads Its

Wings12. Managing in Turbulent Times

at Second City Theater

CASES: END OF CHAPTER

1. Steve Jobs—Apple 2. The Bill & Melinda Gates

Foundation 3. Art Friedman—Friedmans

Appliance 4. Ron Johnson—Department of

Accounting 5. Rick Parr—Archer Daniels

Midland (ADM) Company 6. Lawrence Weinbach—from

Unisys Corporation to Yankee Hill Capital Management

7. W. L. Gore & Associates 8. Frederick W. Smith—FedEx 9. Anne Mulcahy and Ursula

Burns: Xerox’s Dynamic Duo10. Robert Stevens Continues

Lockheed Martin’s Diversity Initiatives

11. Mark Parker: A Seasoned Veteran Takes the Helm at Nike

12. CEO A. G. Lafley’s Transformation of P&G

ETHICAL DILEMMA

(total of 24; average of 2 per chapter) 1.1 Is Leadership Really

Important? 1.2 Executive Compensation 2.1 Downsizing and Part-Time

Workers 2.2 Sex and Violence 3.1 Academic Standards 3.2 Airlines 4.1 Following Orders 4.2 Dick Grasso, NYSE 5.1 Leadership Gender 5.2 Drug Research 6.1 Advertising 6.2 Academic Grades 7.1 LMX at Work 7.2 Delegating the Destruction

of Documents 8.1 Team Players 8.2 Norms 9.1 Obesity and Charismatic Ads 9.2 Transforming Music and

Movies10.1 Buy American10.2 Gender Discrimination11.1 Strategic Leadership and

Management11.2 Change Through Upgrading 12.1 HP Corporate Spy

Pretexting Scandal 12.2 Departmentalization

BEHAVIOR MODEL VIDEOS

3.1 Giving Praise 6.1 Situational Communications 6.2 Coaching 6.3 Initiating Conflict Resolution 6.4 Mediating Conflict Resolution 7.1 Delegating 8.1 Deciding Which Leadership

Decision-Making Style to Use

SELF-ASSESSMENT EXERCISES

(continued) 6.1 Listening Skills 6.2 Your Personality Traits and

Communication, Feedback, Coaching, and Conflict Management Style

6.3 Determining Your Preferred Communication Style

7.1 Dyadic Relationship with Your Manager

7.2 In-Group and Out-Group 7.3 Your LMX Relationship with

Your Manager 7.4 Effective Followership 7.5 Followership and Personality 8.1 Assessing Teamwork in Your

Group 8.2 Assessing the Climate for

Creativity 8.3 Personality Traits and Teams 9.1 Are You More of a

Transactional or Transformational Leader?

9.2 Personality and Charismatic and Transformational Leadership

10.1 Personal Values10.2 Personality, Culture, Values,

and Diversity11.1 Personality, Leadership, and

Change12.1 Learning Organizations12.2 Personality and Crisis and the

Learning Organization

APPLICATIONS SKILL DEVELOPMENT

Continued from inside front cover