Leadership Enhancing the Lessons of Experience Fifth Edition

Richard L. Hughes Robert c. Ginnett Gordon I Curphy

GIFT OF THE ASIA FOUNDATION NOT FOR RE-SALE

QUÀ TẶNG CỦA QUỸ CHÂU Á KHỔNG ĐƯỢC BẤN PB̂ I HỌC

GIFT OF THE ASIA FOUNDATION NOT FOR RE-SALE

QUÀ TẶNG CỦA QUỸ CHÂU Á KHỔNG ĐƯỢC BẤN PB̂ I HỌC ttUOC GlAHAiMỌi

1 TIM THƯ VIÊN T P U N S Ì A M -

I McGraw-Hill J Irwin

Boston Burr Ridge, IL Dubuque, IA Madison, Wl New York San Francisco St. Louis Bangkok Bogotá Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto

Contents Foreword V Preface vii

PART ONE LEADERSHIP IS A PROCESS, NOT A POSITION 1

Chapter 1 Leadership Is Everyone's Business 3 Irrtroduction 3 The Purpose of This Book 4 Three Leaders 5

Colin Powell 5 Peter Jackson 5 Aung San Sưu Kyi 6

What Is Leadership? 6 Leadership Is Both a Science and an Art 8 Leadership is Both Rational and Emotional 8 Leadership and Management 9 Leadership and Followership 10 Leadership on Stages Large and Small 12

Myths That Hinder Leadership Development 15

Myth: Good Leadership Is All Common Sense 15 Myth: Leaders Are Born, Not Made 16 Myth: The Only School You Learn Leadership from Is the School of Hard Knocks 17

A n Overview of This Book 18 Summary 19 Key Terms 19 Questions 19 Activity 20 Minicase: "Richard Branson Shoots for the Moon" 20

Chapter 2 Leadership Involves an Interaction between the Leader, the Followers, and the Situation 22 Introduction 22 Looking at Leadership through Several Lenses 22 The Interactional Framework for Analyzing Leadership 23 The Leader 26 The Followers 28

Changing Roles for Followers 29 The Situation 30

Colin Powell 32 Are G o o d Women Leaders H a r d to Find? 2 Leadership and Management Revisited 38

Leader-Follower-Situation Interactions 39 Manager'Follower-Situation Interactions 40 Leadership, Management, and the Disney Brothers 41 A Final Word 42

There Is N o Simple Recipe for Effective Leadership 42

Conclusion: Drawing Lessons from Experience 43

Summary 43 Key Terms 44 Questions 44 Skills 44 Act iv i ty 44 Minicase: " C a n Disney Save Disney?" 44

Contents xi

Chapter 3 Leadership Is Developed through Education and Experience 46 Introduction 46 The Action-Observation-Reflection Model 46 The Key Role of Perception in the Spiral of Experience 49

Perception and Observation 49 Perception and Reflection 51 Perception and Action 53

Reflection and Leadership Development 54 Single- and Double-Loop Learning 54 Thinking Frames and Multiple Perspectives 56

Leadership Development through Experience 57

The People You Work With 58 The Task Itself 60 Making the Most of Your Leadership Experiences: Learning to Learn from Experience 61

Leadership Development through Education and Training 65

University Courses in Leadership 65 Leadership Training Programs 66

Building Your Leadership Self-image 68 Summary 68 Key Terms 69 Questions 69 Skills 69 Activity 70

Minicase: "Developing Leaders at U P S " 70

Chapter 4 Assessing Leadership and Measuring Its Effects 72 Introduction 72 Assessing Leadership 75

Best Practices in Assessing Leadership Potential 78 Measuring the Effects of Leadership 86

Common Measures of Successful and Unsuccessful Leadership 88 Best Practices in Measuring Leadership Success 90

Methodologies Used to Study Leadership 91 The Qualitative Approach 94 Quantitative Approaches 94

Maxims and Theories of Leadership 98 Summary loi Key Terms 102 Questions 102 Skills 102 Activity 102 Minicase: "McDonald's Strategies for Success" 103

PART TWO

FOCUS ON THE LEADER 105

Chapter 5 Power and Influence 107 Introduction 107 Some Important Distinctions 107 Power and Leadership 109

Sources of Leader Power 109 Leader Motives 121

Influence Tactics 123 Types of Influence Tactics 123 Influence Tactics and Power 124

Summary 128 Key Terms 129 Questions 129 Skills 130 Activi ty 130 Minicase: "The Prime Minister's Powerful Better Half" 130

Chapter 6 Leadership and Values 132 Introduction 132 Leadership and "Doing the Right Things" 132

What Are Values? 134 How Do Values Develop? 135 Values and Leadership 139

Leading across Cultures 151 What Is Culture? 151 A Framework for Understanding Cultural Differences ĩ 52 The Universality of Leadership Attributes 153

Implications for Leadership Practitioners 154 Summary 154

xfi Contents

155 155

Key Terms Questions Skills 155 Activity 155 I I Minicase: ''Balancing Priorities a tCl i fBar" 156

Chapter 7 Leadership Traits 158

Introduction 158 Personality Traits and Leadership 159

What Is Personality? 159 The Five Factor Model of Personality: The Bright Side of Personality 162 Implications of the Five Factor Model 166 Why Do Some Leaders Fail? The Dark Side of Personality 169

Intelligence and Leadership 173 What Is Intelligence? 173 The Triarchic Theory of Intelligence 176 The Components of Creative Intelligence 180 Implications of the Triarchic Theory of Intelligence 182 Intelligence and Stress: Cognitive Resources Theory 186

Emotional Intelligence and Leadership 188 What Is Emotional Intelligence? 188 Can Emotional Intelligence Be Measured and Developed? 191 Implications of Emotional Intelligence 192

Summary 194 Key Terms 195 Questions 196 Skills 196 Activity 196 Mừủcase: "Lessons on Leadership from A n n Fudge" 197

Chapter 8 Leadership Behavior 199 Introduction 199 S t U

id i e S í ^ e a d e r s h i P Behavior 200

Wfcy study Leadership Behavior? 200 The Early Studies 201

223 223

Alternative Conceptualizations of Leadership

Behaviors 204 I Assessing Leadership Behaviors: Multirater Feedback

Instruments 210 Managerial Derailment and Self-Defeating Behaviors 215 Changing Behavior 223

Why Change Behavior? Development Planning Coaching 227 Mentoring 231

Summary 235 K e y Terms 236 Questions 236 Skil ls 236 Act iv i ty 236 Minicase: "Pay ing Attent ion Pays O f f for A n d r a R u s h " 237

PART T H R E E Ế j FOCUS ON THE FOLLOWERS 239

Chapter 9 Motivation, Satisfaction, ^g; and Performance 241 Introduction 241 Def in ing Mot iva t ion , Satisfaction, and Performance 242 Unders tanding and Inf luencing Fol lower Mot iva t ion 247

Need Theories 249 Individual Differences in Motivation 252 Cognitive Theories 259 Situational Approaches 267 Motivation Summary 274

Unders tanding and Inf luencing Fol lower Satisfaction 276

Global, Facet, and Life Satisfaction 277 Three Theories of Job Satisfaction 283

Summary 287 K e y Terms 288 Questions 288 Skills 289 Act iv i ty 289

Minicase: "Initech versus The Coffee Bean" 290

Contents xui

Chapter lo Croups, Teams, and Their Leadership 292 Introduction 292 Individuals versus Groups versus Teams 293 The Nature of Groups 294

Group Size 295 Developmental Stages of Groups 296 Group Roles 298 Group Norms 301 Group Cohesion 302

Teams 304 Effective Team Characteristics and Team Building 305

Ginnett's Team Effectiveness Leadership Model 309

Outputs 309 Process 310 Inputs 312 Leadership Prescriptions of the Model 313 Diagnosis and Leverage Points 314 Concluding Thoughts about Ginnett's Team Effectiveness Leadership Model 318

Vừtual Teams 319 Summary 323 Key Terms 324 Questions 324 Skills 325 Activity 325 Minicase: "Integrating Teams at Hernandez & Associates" 325

PART FOUR

FOCUS ON THE SITUATION 327

Chapter 11 Characteristics of the Situation 329 Introduction 329 Background 330

From the Industrial Age to the Information Age 332

The Congruence Model 334 The Work 335 The People 339

The Formal Organization 339 The Informal Organization 346

Environmental Characteristics 351 Technology and Uncertainty 352 Crises 353

Situational Engineering 354 Summary 357 Key Terms 358 Questions 358 Skills 358 Activi ty 358 Minicase: Innovation at I K E A 359

Chapter 12 Contingency Theories of Leadership 361 Introduction 361 The Normative Decision M o d e l 362

Levels of Participation 362 Decision Quality and Acceptance 362 The Decision Tree 364 Concluding Thoughts about the Normative Decision Model 366

The Situational Leadership® M o d e l 368 Leader Behaviors 368 Follower Readiness 370 Prescriptions of the Model 370

Concluding Thoughts about the Situational Leadership® Mode l 371 The Contingency M o d e l 372

The Least-Preferred-Coworker Scale 373 Situational Favorability 374 Prescriptions of the Model 375 Concluding Thoughts about the Contingency Model 377

The Path-Goal Theory 378 Leader Behaviors 379 The Followers 379 The Situation 382 Prescriptions of the Theory 382 Concluding Thoughts about the Path-Goal Theory 383

Summary 385 Key Terms 386 Questions 386

XIV Contents

Skills 386 Activity 386 I Minicase: "Big Changes for a Small Hospital" 387

Chapter 13 Leadership and Change 38*

Introduction 389 Leadership and Management: Revisited Again 391 The Rational Approach to Organizational Change 394

Dissatisfaction 394 Model 395 Process 397 Resistance 399 Concluding Comments about the Rational Approach to Organizational Change 403

The Emotional Approach to Organizational Change: Charismatic and Transformational Leadership 405

Charismatic Leadership: A Historical Review 406 What Are the Common Characteristics of Charismatic and Transformational Leadership? 411

Leader Characteristics 411 Follower Characteristics 416 Situational Characteristics 418 Concluding Thoughts about the Characteristics of Charismatic and Transformational Leadership 420

Bass's Theory of Transformational and Transactional Leadership 423

Research Results of Transformational and Transactional Leadership 424

Summary 427 Key Terms 428 Questions 428 Skills 429 Activity 429 Minicase: "Keeping Up with Bill Gates" 429

PART FIVE LEADERSHIP SKILLS 431

List Of Skills in Part V 432

Basic Leadership Skills 433 Learning from Experience 433

Creating Opportunities to Get Feedback 433 Taking a 10 Percent stretch 433 Learning from Others 434 Keeping a Journal 434 Having a Developmental Plan 435

Communication 437 Know What Your Purpose Is 440 Choose an Appropriate Context and Medium 440 Send Clear Signals 440 Actively Ensure That Others Understand the Message 441

Listening 442 Demonstrate Nonverbally That You Are Listening 443 Actively Interpret the Sender's Message 443 Attend to the Sender's Nonverbal Behavior 444 Avoid Becoming Defensive 445

Assertiveness 445 Use "I" Statements 449 Speak Up for What You Need 449 Learn to Say No 449 Monitor Your Inner Dialogue 450 Be Persistent 450

Providing Constructive Feedback 451 Make It Helpful 452 Be Specific 453 Be Descriptive 454 Be Timely 455 Be Flexible 455 Give Positive as Wells as Negative Feedback 455 Avoid Blame or Embarrassment 455

Guidelines for Effective Stress Management 456

Monitor Your Own and Your Followers' Stress Levels 459

Contents X V

identify What Is Causing the Stress 459 Practice a Healthy Lifestyle 460 Learn How to Relax 460 Develop Supportive Relationships 460 Keep Things in Perspective 460 The A-B-C Model 461

Building Technical Competence 462 Determining How the Job Contributes to the Overall Mission 463 Becoming an Expert in the Job 464 Seeking Opportunities to Broaden Experiences 464

Building Effective Relationships with Superiors 465

Understanding the Superior's World 466 Adapting to the Superior's Style 466

Building Effective Relationships with Peers 467 Recognizing Common Interests and Goals 468 Understanding Peers' Tasks, Problems, and Rewards 468 Practicing a Theory Y Attitude 469

Setting Goals 470 Goals Should Be Specific and Observable 470 Goals Should Be Attainable but Challenging 471 Goals Require Commitment 471 Goals Require Feedback 472

Punishment 472 Myths Surrounding the Use of Punishment 473 Punishment, Satisfaction, and Performance 474 Administering Punishment 476

Conducting Meetings 478 Determine Whether It Is Necessary 478 List the Objectives 478 Stick to the Agenda 479 Provide Pertinent Materials in Advance 479 Make It Convenient 479 Encourage Participation 479 Keep a Record 480

Advanced Leadership Skills 481 Delegating 481

Why Delegating Is Important 481 Common Reasons for Avoiding Delegation 482 Principles of Effective Delegation 483

Managing Conflict 486 What Is Conflict? 486 Is Conflict Always Bad? 487 Conflict Resolution Strategies 488

Negotiation 489 Prepare for the Negotmtion 490 Separate the People from the Problem 490 Focus on Interests, Not Positions 491

Problem Solving 491 Identifying Problems or Opportunities for Improvement 492 lllll ifllfl Analyzing the Causes 494 Developing Alternative Solutions 495 Selecting and Implementing the Best Solution 495 Assessing the Impact of the Solution 496

Improving Creativity 496 Seeing Things in New Ways 496 Using Power Constructively 497 Forming Diverse Problem-Solving Groups 498

Diagnosing Performance Problems úi Individuals, Groups, and Organizations 498

Expectations 500 Capabilities 500 Opportunities 501 Motivation 501 Concluding Comments on the Diagnostic Model 502

Team Building for Work Teams 502 Team-Building Interventions 502 What Does a Team-Building Workshop Involve? 504 Examples of Interventions 505

Building High Performance Teams: The Rocket Model 506

Mission 507 Talent 508 Norms 508 Buy-In 509 Power 510 Morale 511 Results 511 Implications of the Rocket Model 512

X V I Contents

Team Building at the Top 514 Executive Teams Are Different 514 Applying Individual Skills and Team Skills 514 Tripwire Lessons 515

Development Planning 518 Conducting a GAPS Analysis 519 Identifying and Prioritizing Development Needs: Gaps of GAPS 521 Bridging the Gaps: Building a Development Plan 522 Reflecting on Learnings: Modifying Development Plans 524 Transfer Learnings to New Environments 524

Credibility 524 The Two Components of Credibility 525 Building Expertise 525 Building Trust 526 Expertise X Trust 528

Coaching 530 Forging a Partnership 531

Inspiring Commitment: Conducting a GAPS Analysis 531 Growing Skills: Creating Development and Coaching Plans 533 Promoting Persistence: Helping Followers Stick to Their Plans 534 Transferring Skills: Creating a Learning Environment 535 Concluding Comments 535

Empowerment 536 What Is Empowerment? 536 The Psychological Components of Empowermen t 537 Six Best Practices of Empowerment 539

References 543 Name Index 579 Subject Index 585