LEADERSHIP Theory and Practice • Sixth Edit ion

PETER G. NORTHOUSE Western Michigan University

dSAGE Los Angeles | London | New Delhi

Singapore [ Washington DC

Contents

Preface Special Features Audience

Acknowledgments

1. Introduction Leadership Defined

Ways of Conceptualizing Leadership Definition and Components

Leadership Described Trait Versus Process Leadership Assigned Versus Emergent Leadership Leadership and Power Leadership and Coercion Leadership and Management

Plan of the Book Summary References

2. Trait Approach Description

Intelligence Self-Confidence Determination Integrity Sociability Five-Factor Personality Model and Leadership Emotional Intelligence

How Does the Trait Approach Work? Strengths Criticisms Application

xiii xiv xiv

xvii

1 2 4 5 6 7 8 9

11 12 14 14 16

19 19 23 24 25 25 26 26 27 28 29 30 32

Case Studies 32 Case 2.1 Choosing a New Director of Research 33 Case 2.2 A Remarkable Turnaround 34 Case 23 Recruiting for the Bank 36

Leadership Instrument 37 Leadership Trait Questionnaire (LTQ) 38

Summary 40 References 41

3. Skills Approach 43 Description 43

Three-Skill Approach 44 Skills Model 47

How Does the Skills Approach Work? 57 Strengths 58 Criticisms 59 Application 60 Case Studies 61

Case 3.1 A Strained Research Team 61 Case 3.2 A Shift for Lieutenant Colonel Adams 63 Case 3.3 Andy's Recipe 65

Leadership Instrument 67 Skills Inventory 69

Summary 71 References 72

4. Style Approach 75 Description 75

The Ohio State Studies 76 The University of Michigan Studies 77 Blake and Mouton's Managerial (Leadership) Grid 78 Paternalism/Maternalism 81 Opportunism 82

How Does the Style Approach Work? 83 Strengths 84 Criticisms 85 Application 86 Case Studies 87

Case 4.1 A Drill Sergeant at First 87 Case 4.2 Eating Lunch Standing Up 88 Case 4.3 We Are Family 89

Leadership Instrument 92 Style Questionnaire 93

Summary References

95 96

5. Situational Approach 99 Description 99

Leadership Styles 101 Development Levels 102

How Does the Situational Approach Work? 103 Strengths 105 Criticisms 106 Application 109 Case Studies 110

Case 5.1 What Style Do I Use? 110 Case 5.2 Why Aren't They Listening? I l l Case 5.3 Getting the Message Across 113

Leadership Instrument 114 Situational Leadership 116

Summary 119 References 120

6. Contingency Theory 123 Description 123

leadership Styles 123 Situational Variables 124

How Does Contingency Theory Work? 126 Strengths 127 Criticisms 128 Application 130 Case Studies 130

Case 6.1 No Control Over the Student Council 131 Case 6.2 Giving Him a Hard Time 131 Case 6.3 What's the Best Leader Match? 132

Leadership Instrument 13 3 Least Preferred Coworker (LPC) Measure 134

Summary 13 5 References 136

7. Path-Goal Theory 137 Description 137

Leader Behaviors 139 Subordinate Characteristics 141 Task Characteristics 142

How Does Path-Goal Theory Work? 143

9.

Strengths Criticisms Application Case Studies

Case 7.1 Three Shifts, Three Supervisors Case 7.2 Direction for Some, Support for Others Case 7.3 Marathon Runners at Different Levels

Leadership Instrument Path-Goal Leadership Questionnaire

Summary References

Leader-Member Exchange Theory Description

Early Studies Later Studies Leadership Making

How Does LMX Theory Work? Strengths Criticisms Application Case Studies

Case 8.1 His Team Gets the Best Assignments Case 8.2 Working Hard at Being Fair Case 8.3 Taking on Additional Responsibilities

Leadership Instrument LMX 7 Questionnaire

Summary References

Transformational Leadership Description

Transformational Leadership Defined Transformational Leadership and Charisma A Model of Transformational Leadership Other Transformational Perspectives

How Does the Transformational Approach Work? Strengths Criticisms Application Case Studies

Case 9.1 The Vision Failed Case 9.2 An Exploration in Leadership

145 145 147 148 148 150 152 154 155 157 158

161 161 161 164 165 168 169 170 172 173 174 175 177 179 180 182 183

185 185 186 187 189 196 199 200 202 204 205 206 207

Case 9.3 Her Vision of a Model Research Center Leadership Instrument

Sample Items From the Multifactor Leadership Questionnaire (MLQ) Form SX-Short

Summary References

Servant Leadership Description

Servant Leadership Defined Historical Basis of Servant Leadership Ten Characteristics of a Servant Leader Building a Theory About Servant Leadership

Model of Servant Leadership Antecedent Conditions Servant Leader Behaviors Outcomes Summary of the Model of Servant Leadership

How Does Servant Leadership Work? Strengths Criticisms Application Case Studies

Case 10.1 Anonymous Servant Leaders Case 10.2 Doctor to the Poor Case 10.3 Servant Leadership Takes Flight

Leadership Instrument Servant Leadership Questionnaire

Summary References

Authentic Leadership Description

Authentic Leadership Defined Approaches to Authentic Leadership

How Does Authentic Leadership Theory Work? Strengths Criticisms Application Case Studies

Case 11.1 Am 1 Really a Leader? Case 11.2 A Leader Under Fire Case 11.3 The Reluctant First Lady

209 211

213 214 215

219 219 220 220 221 223 225 226 227 230 232 232 233 234 235 236 237 239 241 243 245 248 249

253 253 254 255 266 267 269 270 270 271 274 276

Leadership Instrument 278 Authentic Leadership Self-Assessment Questionnaire 280

Summary 282 References 283

Team Leadership 287 Susan E. Kogler Hill

Description 287 Team Leadership Model 289

How Does the Team Leadership Model Work? 303 Strengths 305 Criticisms 306 Application 307 Case Studies 308

Case 12.1 Can This Virtual Team Work? 308 Case 12.2 They Dominated the Conversation 309 Case 12.3 Starts With a Bang, Ends With a Whimper 310

Leadership Instrument 311 Team Excellence and Collaborative Team Leader

Questionnaire 313 Summary 315 References 315

Psychodynamic Approach 319 Ernest L. Stech

Description 319 Erie Berne and Transactional Analysis 322 Sigmund Freud and Personality Types 325 Social Character and a Shift in

Leadership Perspective 328 Carl Jung and Personality Types 330 Types and Leadership 333

How Does the Psychodynamic Approach Work? 338 Strengths 338 Criticisms 339 Case Studies 340

Case 13.1 Not the Type Who Sees the Big Picture 341

Case 13.2 Staff Meeting Problems 342 Case 13.3 Unexpected Reactions 343

Leadership Instrument 344 Psychodynamic Approach Survey 345

Summary References

347 348

Women and Leadership 349 Crystal L. Hoyt

Description 349 Gender, Leadership Styles, and

Leadership Lffectiveness The Glass Ceiling Turned Labyrinth

Strengths Criticisms Application Case Studies

Case 14.1 The "Glass Ceiling" Case 14.2 Lack of Inclusion and Credibility Case 143 Pregnancy as a Barrier to Job Status

Leadership Instrument The Gender-Leader Implicit Association Test

Summary Note References

Culture and Leadership Description

Culture Defined Related Concepts Dimensions of Culture Clusters of World Cultures Characteristics of Clusters Leadership Behavior and Culture Clusters Universally Desirable and Undesirable

Leadership Attributes Strengths Criticisms Application Case Studies

Case J 5. J A Challenging Workplace Case 15.2 A Special Kind of Financing Case 15.3 Whose Hispanic Center Is It?

Leadership Instrument Dimensions of Culture Questionnaire

350 352 363 364 365 366 366 367 368 369 370 374 375 375

383 383 384 384 386 390 391 395

403 404 405 407 407 408 410 411 414 415

Summary Notes References

16. Leadership Ethics Description

Ethics Defined Ethical Theories Centrality of Ethics to Leadership Heifetz's Perspective on Ethical Leadership Bums's Perspective on Ethical Leadership Principles of Ethical Leadership

Strengths Criticisms Application Case Studies

Case J6. J A Struggling Company Without Enough Cash

Case 16.2 How Safe Is Safe? Case 163 Reexamining a Proposal

Leadership Instrument Perceived Leader Integrity Scale (PL1S)

Summary References

Author Index

Subject Index

About the Author

About the Contributors

420 421 422

423 423 424 424 428 429 429 430 437 438 439 439

440 441 443 444 446 448 449

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