Embed Size (px)
Citation preview
Developing effective leaDers anD organisations
Institute ofManagement TechnologyCentre for Distance Learning, Ghaziabad
McGraw Hill Education (India) Private LimitedCHENNAI
McGraw Hill Education OfficesChennai New York St Louis San Francisco Auckland Bogotá Caracas
Kuala Lumpur Lisbon London Madrid Mexico City Milan MontrealSan Juan Santiago Singapore Sydney Tokyo Toronto
L_Prelims.indd 1 2/28/2018 12:35:28 PM
McGraw Hill Education (India) Private Limited
Published by McGraw Hill Education (India) Private Limited, 444/1, Sri Ekambara Naicker Industrial Estate, Alapakkam, Porur, Chennai 600116, Tamil Nadu, India.
Developing Effective Leaders and Organisations
Copyright © 2018, by McGraw Hill Education (India) Private Limited.
No part of this publication may be reproduced or distributed in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise or stored in a database or retrieval system without the prior written permission of the publishers. The program listings (if any) may be entered, stored and executed in a computer system, but they may not be reproduced for publication.
This edition can be exported from India only by the publishers, McGraw Hill Education (India) Private Limited.
Print EditionISBN (13 digits): 978-93-87572-81-2ISBN (10 digits): 93-87572-81-1
1 2 3 4 5 6 7 8 9 D101417 22 21 20 19 18
This SLM has been specially prepared for IMT-CDL, Ghaziabad for circulation among its students and teachers.
This SLM has been compiled from the contents of:
Richard L. Hughes: Leadership: Enhancing the Lessons of Experience, 6e (SIE)
Information contained in this work has been obtained by McGraw Hill Education (India), from sources believed to be reliable. However, neither author nor McGraw Hill Education (India) guarantee the accuracy or completeness of any information published herein, and neither McGraw Hill Education (India) nor its authors shall be responsible for any errors, omissions, or damages arising out of use of this information. This work is published with the understanding that McGraw Hill Education (India) and its authors are supplying information but are not attempting to render engineering or other professional services. If such services are required, the assistance of an appropriate professional should be sought.
Typeset at The Composers, 260, C.A.Apartment, Paschim Vihar, New Delhi 110063 and printed and bound in India at
Visit us at: www.mheducation.co.in
Write to us at: [email protected]
CIN: U22200TN1970PTC111531
L_Prelims.indd 2 2/28/2018 12:35:28 PM
Contents in Brief iii
Contents in Brief
Chapter 1: Leadership is Everyone’s Business 1
Chapter 2: Leadership Involves an Interaction Between the Leader, the Followers, and the Situation 17
Chapter 3: Leadership is Developed Through Education and Experience 37
Chapter 4: Assessing Leadership and Measuring its Effects 61
Chapter 5: Power and Influence 94
Chapter 6: Leadership Traits 116
Chapter 7: Leadership Skills—I 151
Chapter 8: Leadership Skills—II 183
Chapter 9: Contingency Theories of Leadership 219
L_Prelims.indd 3 2/28/2018 12:35:28 PM
L_Prelims.indd 4 2/28/2018 12:35:28 PM
Contents v
Contents
Chapter 1: Leadership is Everyone’s Business 1
Introduction 1The Purpose of This Book 2What Is Leadership? 2
Leadership Is Both a Science and an Art 4Leadership Is Both Rational and Emotional 4Leadership and Management 5Leadership and Followership 6Leadership on Stages Large and Small 7
Myths That Hinder Leadership Development 9Myth: Good Leadership Is All Common Sense 9Myth: Leaders Are Born, Not Made 10Myth: The Only School You Learn Leadership
from Is the School of Hard Knocks 11Minicase: “Richard Branson Shoots for the Moon” 12Key Terms 14In Review 14Multiple-Choice Questions 15Concept Questions 16Suggested Readings 16
Chapter 2: Leadership Involves an Interaction Between the Leader, the Followers, and the Situation 17
Introduction 17Looking at Leadership through Several Lenses 17
The Interactional Framework for Analyzing Leadership 18
The Leader 19The Followers 22
Changing Roles for Followers 22The Situation 23Are Good Women Leaders Hard to Find? 24Leadership and Management Revisited 28
Leader–Follower–Situation Interactions 29Manager–Follower–Situation Interactions 29
Leadership and Management as Solutions to Different Kinds of Problems 29
A Final Word 31There is No Simple Recipe for Effective Leadership 31
Conclusion: Drawing Lessons From Experience 32Minicase: “Can Disney Save Disney?” 32Key Terms 33In Review 34Multiple-Choice Questions 34Concept Questions 35Suggested Readings 35
Chapter 3: Leadership is Developed Through Education and Experience 37
Introduction 37The Action-Observation-Reflection Model 38The Key Role of Perception in The Spiral of
Experience 40Perception and Observation 40Perception and Reflection 41Perception and Action 42
Reflection and Leadership Development 43Single- and Double-Loop Learning 44
Leadership Development Through Experience 45The People You Work With 47The Task Itself 49Making The Most of Your Leadership Experiences:
Learning To Learn From Experience 50Leadership Development Through Education and
Training 53University Courses in Leadership 53Leadership Training Programs 54
Building Your Leadership Self-Image 55Minicase: “TATA—An Indian MNC” 56Key Terms 57In Review 57Multiple-Choice Questions 58
L_Prelims.indd 5 2/28/2018 12:35:28 PM
vi Contents
Concept Questions 59Suggested Readings 59
Chapter 4: Assessing Leadership and Measuring its Effects 61
Introduction 61Managerial Incompetence 63Leadership Talent Management 67Assessing Leadership Potential 69
Best Practices in Assessing Leadership Potential 72Measuring the Effects of Leadership 78
Common Measures of Successful and Unsuccessful Leadership 79
Best Practices in Measuring Leadership Success 82Methodologies Used to Study Leadership 83
The Qualitative Approach 83Quantitative Approaches 84
Maxims and Theories of Leadership 87Minicase: “McDonald’s Strategies for Success” 89Key Terms 90In Review 91Multiple-Choice Questions 92Concept Questions 93Suggested Readings 93
Chapter 5: Power and Influence 94Introduction 94Some Important Distinctions 94Power and Leadership 96
Sources of Leader Power 96Leader Motives 106
Influence Tactics 108Types of Influence Tactics 108Influence Tactics and Power 108
Minicase: “ Nooyi: One of 100 Most Powerful Women” 111
Key Terms 112In Review 113Multiple-Choice Questions 113Concept Questions 114Suggested Readings 115
Chapter 6: Leadership Traits 116Introduction 116Personality Traits and Leadership 117
What Is Personality? 117The Five Factor Model of Personality: The Bright Side
of Personality 119Implications of the Five Factor Model 122Why Do Some Leaders Fail? The Dark Side of
Personality 126Intelligence and Leadership 130
What Is Intelligence? 130The Triarchic Theory of Intelligence 131
The Components of Creative Intelligence 133Implications of the Triarchic Theory of
Intelligence 135Intelligence and Stress: Cognitive Resources
Theory 138Emotional Intelligence and Leadership 140
What Is Emotional Intelligence? 140Can Emotional Intelligence Be Measured and
Developed? 143Implications of Emotional Intelligence 144
Minicase: “ Lessons on Leadership from Ann Fudge” 145
Key Terms 146In Review 147Multiple-Choice Questions 148Concept Questions 149Suggested Readings 149
Chapter 7: Leadership Skills—I 151Learning from Experience 151
Creating Opportunities to Get Feedback 151Taking a 10 Percent Stretch 152Learning from Others 152Keeping a Journal 152Having a Developmental Plan 153
Communication 155Know What Your Purpose Is 156Choose an Appropriate Context and Medium 156Send Clear Signals 157Actively Ensure That Others Understand the
Message 158Listening 158
Demonstrate Nonverbally That You Are Listening 159
Actively Interpret the Sender’s Message 159Attend to the Sender’s Nonverbal Behavior 160Avoid Becoming Defensive 160
Assertiveness 160Use “I” Statements 162Speak Up for What You Need 162Learn to Say No 162Monitor Your Inner Dialogue 162Be Persistent 164
Guidelines for Effective Stress Management 164Monitor Your Own and Your Followers’ Stress
Levels 167Identify What Is Causing the Stress 167Practice a Healthy Lifestyle 167Learn How to Relax 167Develop Supportive Relationships 168Keep Things in Perspective 168The A-B-C Model 168
Building Technical Competence 169
L_Prelims.indd 6 2/28/2018 12:35:28 PM
Contents vii
Determining How the Job Contributes to the Overall Mission 170
Becoming an Expert in the Job 170Seeking Opportunities to Broaden Experiences 171
Building Effective Relationships with Superiors 171Understanding the Superior’s World 171Adapting to the Superior’s Style 172
Building Effective Relationships with Peers 173Recognizing Common Interests and Goals 173Understanding Peers’ Tasks, Problems, and
Rewards 173Practicing a Theory Y Attitude 174
Building Credibility 174The Two Components of Credibility 175Building Expertise 175Building Trust 175Expertise ¥ Trust 177
Minicase: “Empathy at Panjim Bakery” 178Key Terms 179In Review 180Multiple-Choice Questions 180Concept Questions 181Suggested Readings 181
Chapter 8: Leadership Skills—II 183Providing Constructive Feedback 183
Make It Helpful 185Be Specific 185Be Descriptive 186Be Timely 187Be Flexible 187Give Positive as Well as Negative Feedback 187Avoid Blame or Embarrassment 187
Punishment 187Myths Surrounding the Use of Punishment 188Punishment, Satisfaction, and Performance 189Administering Punishment 190
Delegating 191Why Delegating Is Important 191Common Reasons for Avoiding Delegation 192Principles of Effective Delegation 193
Team Building for Work Teams 195Team-Building Interventions 195What Does a Team-Building Workshop Involve? 196Examples of Interventions 197
Building High Performance Teams: The Rocket Model 197Mission 198Talent 199Norms 199Buy-In 200Power 200Morale 201Results 201Implications of the Rocket Model 201
Development Planning 202Conducting a GAPS Analysis 203Identifying and Prioritizing Development Needs: Gaps
of GAPS 205Bridging the Gaps: Building a Development
Plan 206Reflecting on Learnings: Modifying Development
Plans 206Transfering Learnings to New Environments 207
Coaching 207Forging a Partnership 208Inspiring Commitment: Conducting a GAPS
Analysis 208Growing Skills: Creating Development and Coaching
Plans 208Promoting Persistence: Helping Followers Stick to
Their Plans 209Transferring Skills: Creating a Learning
Environment 210Concluding Comments 211
Empowerment 212What Is Empowerment? 212The Psychological Components of
Empowerment 213Six Best Practices of Empowerment 214
Minicase: “Leaders are Born or Made” 216Key Terms 217In Review 217Multiple-Choice Questions 217Concept Questions 218
Chapter 9: Contingency Theories of Leadership 219
Introduction 219The Normative Decision Model 220
Levels of Participation 220Decision Quality and Acceptance 220The Decision Tree 221Concluding Thoughts about the Normative
Decision Model 223The Situational Leadership® Model 224
Leader Behaviors 225Follower Readiness 226Prescriptions of the Model 226Concluding Thoughts about the Situational
Leadership® Model 227The Contingency Model 228
The Least-Preferred-Co-worker Scale 228Situational Favorability 229Prescriptions of the Model 230Concluding Thoughts about the Contingency
Model 231The Path-Goal Theory 232
Leader Behaviors 233The Followers 233
L_Prelims.indd 7 2/28/2018 12:35:28 PM
viii Contents
The Situation 235Prescriptions of the Theory 235Concluding Thoughts about the Path-Goal
Theory 236Minicase: “ Kalpana Saroj—Original Slumdog
Millionaire” 237
Key Terms 238In Review 238Multiple-Choice Questions 239Concept Questions 240Suggested Readings 240
L_Prelims.indd 8 2/28/2018 12:35:28 PM
