Case study
Address the six questions associated with the chapter 11 Opening Case Application (Nike/CEO Mark Parker) on page 420-421 in a three to five page paper (excluding title, abstract, and reference pages). Completely review the company website noted in the case. Include at least three peer-reviewed sources found in the Potomac Library properly cited and referenced.
Assignment should be presented in 7th edition APA compliance.
Please use this strategy when you analyze a case:
Identify and write the main issues found discussed in the case (who, what, how, where and when (the critical facts in a case).
List all indicators (including stated “problems”) that something is not as expected or as desired.
Briefly analyze the issue with theories found in your textbook or other academic materials. Decide which ideas, models, and theories seem useful. Apply these conceptual tools to the situation. As new information is revealed, cycle back to sub steps a and b.
Identify the areas that need improvement (use theories from your textbook)
Specify and prioritize the criteria used to choose action alternatives.
Discover or invent feasible action alternatives.
Examine the probable consequences of action alternatives.
Select a course of action.
Design and implementation plan/schedule.
Create a plan for assessing the action to be implemented.
Conclusion (every paper should end with a strong conclusion or summary)
Writing Requirements
35 pages in length (excluding cover page, abstract, and reference list)
APA format, Use the APA template located in the Student Resource Center to complete the assignment.
Please use the Case Study Guide as a reference point for writing your case study.
66352_FM_ptg01_i-xxviii.indd 4 10/21/14 12:16 AM
Australia Brazil Mexico Singapore United Kingdom United States
Robert N. Lussier, Ph.D.
Springfield College
Christopher F. Achua, D.B.A.
University of Virginias College at Wise
S I X T H E D I T I O N
Leadership
THEORY, APPLICATION,
& SKILL DEVELOPMENT
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Leadership: Theory, Application, & Skill
Development, 6e
Robert N. Lussier, Christopher F. Achua
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WCN: 02-200-203
DEDICATION
To my wife Marie and our six children:
Jesse, Justin, Danielle, Nicole, Brian, and Renee
Robert N. Lussier
To my family, especially my wife (Pauline),
the children (Justin, Brooke, Jordan, Cullen, Gregory and Zora)
and my mother (Theresia Sirri).
Christopher F. Achua
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v
Brief Contents
Preface xiii
Acknowledgments xxv
About the Authors xxviii
PART ONE INDIVIDuALS AS LEADERS
1 Who Is a Leader and What Skills Do Leaders Need? 1
2 Leadership Traits and Ethics 31
3 Leadership Behavior and Motivation 68
4 Contingency Leadership Theories 108
5 Influencing: Power, Politics, Networking, and Negotiation 144
PART TWO TEAM LEADERSHIP
6 Communication, Coaching, and Conflict Skills 183
7 LeaderMember Exchange and Followership 230
8 Team Leadership and Self-Managed Teams 268
PART THREE ORgANIzATIONAL LEADERSHIP
9 Charismatic and Transfor mational Leadership 319
10 Leadership of Culture, Ethics, and Diversity 357
11 Strategic Leadership and Change Management 395
12 Crisis Leadership and the Learning Organization 428
Appendix: Leadership and Spirituality in the Workplace 464
Glossary 474
Index 481
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vi
Contents
Preface xiii
Acknowledgments xxv
About the Authors xxviii
PART ONE INDIVIDuALS AS LEADERS
CHAPTER 1
Who Is a Leader and What Skills Do Leaders Need? 1
Leadership Described 2
Leadership Development 2 / Defining Leadership with Five Key Elements 5
Leadership Skills 8
Are Leaders Born or Made? 8 / Can Leadership Be Taught and Skills
Developed? 9 / Managerial Leadership Skills 9
Leadership Managerial Roles 11
Interpersonal Roles 11 / Informational Roles 12 / Decisional Roles 12
Levels of Analysis of Leadership Theory 14
Individual Level of Analysis 14 / group Level of Analysis 14 / Organizational Level of
Analysis 14 / Interrelationships among the Levels of Analysis 15
Leadership Theory Paradigms 16
The Trait Theory Paradigm 16 / The Behavioral Leadership Theory
Paradigm 16 / The Contingency Leadership Theory Paradigm 17 / The Integrative
Leadership Theory Paradigm 17 / From the Management to the Leadership Theory
Paradigm 17
Objectives of the Book 18
Leadership Theory 19 / Application of Leadership Theory 20 / Leadership Skill
Development 20 / Flexibility 20
Organization of the Book 20
Chapter Summary 21
Key Terms 22 / Review Questions 22 / Critical-Thinking Questions 22
CASE: From Steve Jobs to Tim CookApple 23
VIDEO CASE: Leadership at P. F. Changs 24
Developing Your Leadership Skills 1-1 24
Developing Your Leadership Skills 1-2 26
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CONTENTS vii
CHAPTER 2
Leadership Traits and Ethics 31
Personality Traits and Leadership Trait universality 32
Personality and Traits 33 / Personality Profiles 34 / Leadership Trait
universality 35
The Big Five Including Traits of Effective Leaders 36
Surgency 36 / Agreeableness 37 / Adjustment 37 / Conscientiousness 38 /
Openness 38
The Personality Profile of Effective Leaders 41
Achievement Motivation Theory 41 / Leader Motive Profile Theory 43
Leadership Attitudes 45
Theory X and Theory Y 46 / The Pygmalion Effect 47 /
Self-Concept 48 / How Attitudes Develop Leadership Styles 49
Ethical Leadership 50
Does Ethical Behavior Pay? 51 / Factors Influencing Ethical Behavior 52 /
How People Justify unethical Behavior 54 / guides to Ethical Behavior 56
Chapter Summary 57
Key Terms 58 / Review Questions 58 / Critical-Thinking Questions 59
CASE: Blake Mycoskie and TOMS 59
VIDEO CASE: P.F. Changs Serves Its Workers Well 61
Developing Your Leadership Skills 2-1 61
Developing Your Leadership Skills 2-2 63
Developing Your Leadership Skills 2-3 63
CHAPTER 3
Leadership Behavior and Motivation 68
Leadership Behavior and Styles 69
Leadership Behavior 69 / Leadership Styles and the university of Iowa Research 70
university of Michigan and Ohio State university Studies 71
university of Michigan: Job-Centered and Employee-Centered Behavior 72 / Ohio
State university: Initiating Structure and Consideration Behavior 74 / Differences,
Contributions, and Applications of Leadership Models 75
The Leadership grid 75
Leadership grid Theory 76 / Leadership grid and High-High Leader
Research 77 / Behavioral Theory Contributions and
Applications 78
Leadership and Major Motivation Theories 79
Motivation and Leadership 79 / The Motivation Process 79 / An Overview of Three
Major Classifications of Motivation Theories 80
Content Motivation Theories 80
Hierarchy of Needs Theory 80 / Two-Factor Theory 82 / Acquired Needs
Theory 86 / Balancing WorkLife Needs 87
Process Motivation Theories 87
Equity Theory 87 / Expectancy Theory 88 / goal-Setting Theory 89 / using goal
Setting to Motivate Employees 91
Reinforcement Theory 92
Types of Reinforcement 93 / Schedules of Reinforcement 94 / You get What You
Reinforce 95 / Motivating with Reinforcement 96 / giving Praise 96
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viii CONTENTS
Putting the Motivation Theories Together within the Motivation Process 99
Chapter Summary 100
Key Terms 100 / Review Questions 101 / Critical-Thinking Questions 101
CASE: Facebook COO Sheryl Sandberg 102
VIDEO CASE: Motivation at Washburn guitars 103
Developing Your Leadership Skills 3-1 103
Behavior Model Skills Training 3-1 104
Behavior Model Video 3-1 104
Developing Your Leadership Skills 3-2 104
CHAPTER 4
Contingency Leadership Theories 108
Contingency Leadership Theories and Models 109
Leadership Theories versus Leadership Models 110 / Contingency Theory and Model
Variables 110 / global Contingency Leadership 111
Contingency Leadership Theory and Model 112
Leadership Style and the LPC 113 / Situational Favorableness 114 /
Determining the Appropriate Leadership Style 114 / Research, Criticism,
and Applications 116
Leadership Continuum Theory and Model 117
Pathgoal Leadership Theory and Model 119
Situational Factors 120 / Leadership Styles 121 / Research, Criticism, and
Applications 122
Normative Leadership Theory and Models 123
Leadership Participation Styles 124 / Model Questions to Determine the Appropriate
Leadership Style 124 / Selecting the Time-Driven or Development-Driven Model for
the Situation 127 / Determining the Appropriate Leadership Style 127 / Research,
Criticism, and Applications 127
Putting the Behavioral and Contingency Leadership Theories Together 128
Prescriptive and Descriptive Models 129
Leadership Substitutes Theory 131
Substitutes and Neutralizers 131 / Leadership Style 132 / Changing the
Situation 132 / Research, Criticism, and Applications 132
Chapter Summary 133
Key Terms 134 / Review Questions 134 / Critical-Thinking Questions 134
CASE: Foxconn Technology group 135
VIDEO CASE: Leadership at McDonalds 136
Developing Your Leadership Skills 4-1 139
Developing Your Leadership Skills 4-2 140
CHAPTER 5
Influencing: Power, Politics, Networking, and Negotiation 144
Power 145
Sources of Power 146 / Types of Power and Influencing Tactics, and Ways to Increase
Your Power 146
Organizational Politics 153
The Nature of Organizational Politics 154 / Political Behavior 155 / guidelines for
Developing Political Skills 156
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CONTENTS ix
Networking 159
Perform a Self-Assessment and Set goals 160 / Create Your One-Minute
Self-Sell 161 / Develop Your Network 162 / Conduct Networking
Interviews 162 / Maintain Your Network 164 / Social Networking at Work 164
Negotiation 165
Negotiating 166 / The Negotiation Process 166
Ethics and Influencing 171
Chapter Summary 172
Key Terms 173 / Review Questions 173 / Critical-Thinking Questions 173
CASE: Organizational Power and Politics 174
VIDEO CASE: Employee Networks at Whirlpool Corporation 175
Developing Your Leadership Skills 5-1 176
Developing Your Leadership Skills 5-2 177
Developing Your Leadership Skills 5-3 178
Developing Your Leadership Skills 5-4 179
PART TWO TEAM LEADERSHIP
CHAPTER 6
Communication, Coaching, and Conflict Skills 183
Communication 184
Communication and Leadership 185 / Sending Messages and giving
Instructions 185 / Receiving Messages 188
Feedback 191
The Importance of Feedback 191 / Common Approaches to getting Feedback on
Messagesand Why They Dont Work 192 / How to get Feedback on Messages 192
Coaching 194
How to give Coaching Feedback 194 / What Is Criticismand Why Doesnt It
Work? 197 / The Coaching Model for Employees Who Are Performing Below
Standard 198 / Mentoring 200
Managing Conflict 200
The Psychological Contract 201 / Conflict Management Styles 201
Collaborating Conflict Management Style Models 205
Initiating Conflict Resolution 206 / Responding to Conflict
Resolution 207 / Mediating Conflict Resolution 207
Chapter Summary 210
Key Terms 210 / Review Questions 211 / Critical-Thinking Questions 211
CASE: Reed HastingsNetflix 211
VIDEO CASE: Communication at Navistar International 213
Developing Your Leadership Skills 6-1 214
Behavior Model Skills Training 6-1 215
Behavior Model Video 6-1 221
Developing Your Leadership Skills 6-2 222
Behavior Model Skills Training 6-2 222
Behavior Model Video 6-2 223
Developing Your Leadership Skills 6-3 223
Developing Your Leadership Skills 6-4 224
Behavior Model Video 6-3 225
Developing Your Leadership Skills 6-5 225
Behavior Model Video 6-4 226
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x CONTENTS
CHAPTER 7
LeaderMember Exchange and Followership 230
From Vertical Dyadic Linkage Theory to LeaderMember Exchange Theory 232
Vertical Dyadic Linkage Theory 232 / LeaderMember Exchange (LMX)
Theory 234 / Factors That Influence LMX Relationships 235 / The Benefits of
High-Quality LMX Relationships 237 / Criticisms of LMX Theory 238
Followership 239
Defining Followership 240 / Types of Followers 241 / Becoming an Effective
Follower 242 / guidelines to Becoming an Effective Follower 244 / Factors That Can
Enhance Follower Influence 246 / Dual Role of Being a Leader and a Follower 249
Delegation 249
Delegating 249 / Delegation Decisions 250 / Delegating with the use of a
Model 252 / Evaluating Followers: guidelines for Success 254
Chapter Summary 255
Key Terms 256 / Review Questions 256 / Critical-Thinking Questions 257
CASE: W. L. gore & Associates 257
VIDEO CASE: Delegation at Boyne uSA Resorts 259
Developing Your Leadership Skills 7-1 260
Behavior Model Skills Training 260
The Delegation Model 260
Behavior Model Video 7.1 261
Developing Your Leadership Skills 7-2 261
CHAPTER 8
Team Leadership and Self-Managed Teams 268
The use of Teams in Organizations 270
Is It a group or a Team? 271 / Benefits and Limitations of Teamwork 272 /
What Is an Effective Team? 275 / Characteristics of Highly Effective Teams 276 /
Team Leadership 279 / Organizational Culture and Team Creativity 281
Types of Teams 283
Functional Team 283 / Cross-Functional Team 284 / Virtual Team 285 /
Self-Managed Team (SMT) 285
Decision Making in Teams 286
Normative Leadership Model 286 / Team-Centered Decision-Making
Model 287 / Advantages and Disadvantages of Team-Centered Decision Making 287
Conducting Effective Team Meetings 288
Planning Meetings 289 / Conducting Meetings 290 / Handling Problem
Members 291
Self-Managed Teams 293
The Nature of Self-Managed Teams 294 / The Benefits of Self-Managed
Teams 295 / Top Management and Self-Managed Team Success 297 / The Changing
Role of Leadership in Self-Managed Teams 298 / The Challenges of Implementing
Self-Managed Teams 299
Chapter Summary 300
Key Terms 301 / Review Questions 301 / Critical Thinking Questions 302
CASE: Frederick W. SmithFedEx 302
VIDEO CASE: The NEADS Team: People and Dogs 304
Behavior Model Skills Training 8-1 304
Leadership Decision-Making Model 305
Behavior Model Video 8-1 and Video Exercise 307
Developing Your Leadership Skills 8-1 308
Developing Your Leadership Skills 8-2 310
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CONTENTS xi
PART THREE ORgANIzATIONAL LEADERSHIP
CHAPTER 9
Charismatic and Transfor mational Leadership 319
Charismatic Leadership 321
Webers Conceptualization of Charisma 321 / Locus of Charismatic Leadership 322 /
The Effects of Charismatic Leaders on Followers 323 / How One Acquires Charismatic
Qualities 324 / Charisma: A Double-Edged Sword 326
Transformational Leadership 328
The Effects of Transformational Leadership 328 / Transformational versus
Transactional Leadership 329 / The Transformation Process 331
Charismatic-Transformational Leadership 333
Qualities of Effective Charismatic and Transformational Leadership 333 /
Charismatic and Transformational Leadership: Whats the Difference? 339
Stewardship and Servant Leadership 342
Stewardship and Attributes of the Effective Steward Leader 343 /
Servant Leadership and Attributes of the Effective Servant Leader 344
Chapter Summary 346
Key Terms 348 / Review Questions 348 / Critical-Thinking Questions 348
CASE: ursula Burns: Xeroxs Chairwoman and CEO 349
VIDEO CASE: Timbuk2: Former CEO Sets a Course 351
Developing Your Leadership Skills 9-1 351
CHAPTER 10
Leadership of Culture, Ethics, and Diversity 357
What Is Organizational Culture? 359
Culture Creation and Sustainability 359 / The Power of Culture 360 / Strong versus
Weak Cultures 361 / The Leaders Role in Influencing Culture 364 / Types of
Culture 366 / National Culture IdentitiesHofstedes Value Dimensions 369
Organizational Ethics 371
Fostering an Ethical Work Environment 372 / Authentic Leadership 374
Diversity Leadership 375
The Changing Work Place 376 / Benefits of Embracing Diversity 376 / Creating a
Pro-Diversity Organizational Culture 378 / The Effects of globalization on Diversity
Leadership 382
Chapter Summary 383
Key Terms 384 / Review Questions 385 / Critical-Thinking Questions 385
CASE: Mary BarraNew CEO of general Motors 385
VIDEO CASE: Diversity at PepsiCo 387
Developing Your Leadership Skills 10-1 387
Developing Your Leadership Skills 10-2 388
Developing Your Leadership Skills 10-3 389
CHAPTER 11
Strategic Leadership and Change Management 395
Strategic Leadership 397
globalization and Environmental Sustainability 399 / Strategic Leadership and the
Strategic Management Process 400
The Strategic Management Process 401
Crafting a Vision and Mission Statement 402 / Setting Organizational Objectives 404 /
Strategy Formulation 405 / Strategy Execution 408 / Strategy Evaluation and Control 411
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xii CONTENTS
Leading Organizational Change 411
The Need for Organizational Change 412 / The Role of Top Leaders in Managing
Change 412 / The Change Management Process 413 / Why People Resist
Change 414 / Minimizing Resistance to Change 416
Chapter Summary 418
Key Terms 419 / Review Questions 419 / Critical Thinking Questions 420
CASE: Nike in the Era of CEO Mark Parker 420
VIDEO CASE: Original Penguin Spreads Its Wings 422
Developing Your Leadership Skills 11-1 422
Developing Your Leadership Skills 11-2 423
Developing Your Leadership Skills 11-3 423
CHAPTER 12
Crisis Leadership and the Learning Organization 428
Crisis Leadership 430
Crisis Communication in the Age of Social Media 432 / Formulating a Crisis
Plan 433 / The Three-Stage Crisis Management Plan 433 / The Five-Step Crisis
Risk Assessment Model 437 / Effective Crisis Communication 440 / guideliness
to Effective Crisis Communication 441
The Learning Organization and Knowledge Management 443
Learning Organization Characterisitcs 444 / What Is Knowledge
Management? 445 / Traditional Versus the Learning Organization 446 / The Learning
Organizational Culture and Firm Performance 449 / The Role of Leaders in Creating a
Learning Organization Culture 449
Chapter Summary 452
Key Terms 454 / Review Questions 454 / Critical Thinking Questions 454
CASE: Merck CEOKen Frazier. First African American Leading a Major Pharmaceutical
Company 455
VIDEO CASE: Managing in Turbulent Times at Second City Theater 457
Developing Your Leadership Skills 12-1 457
Developing Your Leadership Skills 12-2 458
Appendix: Leadership and Spirituality in the Workplace 464
Glossary 474
Index 481
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xi i i
Preface
Target Market
This book is intended for leadership courses offered at the undergraduate and graduate levels in schools of busi-
ness, public administration, health care, education, psychology, and sociology. No prior coursework in business or
management is required. The textbook can also be used in management development courses that emphasize the
leadership function, and can supplement management or organizational behavior courses that emphasize leader-
ship, especially with an applications/skill development focus.
Goals and Overview of Competitive Advantages
In his book Power Tools, John Nirenberg asks, Why are so many well-intended students learning so much and yet
able to apply so little in their personal and professional lives? Is it surprising that students cannot apply what they
read and cannot develop skills, when most textbooks continue to focus on theoretical concepts? Textbooks need
to take the next step and develop students ability to apply what they read and to build skills using the concepts. I
(Lussier) started writing management textbooks in 1988prior to the call by the Association to Advance Collegiate
Schools of Business (AACSB) for skill development and outcomes assessmentto help professors teach their stu-
dents how to apply concepts and develop management skills. Pfeffer and Sutton concluded that the most important
insight from their research is that knowledge that is actually implemented is much more likely to be acquired from
learning by doing, than from learning by reading, listening, or thinking. We designed this book to give students the
opportunity to learn by doing.
The overarching goal of this book is reflected in its subtitle: theory, application, skill development. We devel-
oped the total package to teach leadership theory and concepts, to improve ability to apply the theory through
critical thinking, and to develop leadership skills. Following are our related goals in writing this book:
To be the only traditional leadership textbook to incorporate the three-pronged approach. We make a clear dis-
tinction between coverage of theory concepts, their application, and the development of skills based on the con-
cepts. The Test Bank includes questions under each of the three approaches.
To make this the most how-to leadership book on the market. We offer behavior models with step-by-step
guidelines for handling various leadership functions (such as how to set objectives, give praise and instructions,
coach followers, resolve conflicts, and negotiate).
To offer the best coverage of traditional leadership theories, by presenting the theories and research findings with-
out getting bogged down in too much detail.
To create a variety of high-quality application material, using the concepts to develop critical-thinking skills.
To create a variety of high-quality skill-development exercises, which build leadership skills that can be used in
students personal and professional life.
To offer behavior-modeling leadership skills training.
To make available a DVD, including 7 Behavior Model Videos and 12 Video Cases.
To suggest self-assessment materials that are well integrated and illustrate the important concepts discussed in the
text. Students begin by determining their personality profile in Chapter 2, and then assess how their personality
affects their leadership potential in the remaining chapters.
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xiv PREFACE
To provide a flexible teaching package, so that professors can design the course to best
meet the leadership needs of their students. The total package includes more material
than can be covered in one course. Supplemental material is included, thus only one
book is neededmaking it a low-cost alternative for the student.
Flexibility Example
The textbook, with 12 chapters, allows time for other materials to be used in the
leadership course. The textbook includes all the traditional topics in enough detail,
however, to use only the textbook for the course. It offers so much application and
skill-development material that it cannot all be covered in class during one semester.
Instructors have the f lexibility to select only the content and features that best meet
their needs.
Specific Competitive Advantage
Pedagogical Features
Three-Pronged Approach
We created course materials that truly develop students into leaders. As the title of this
book implies, we provide a balanced, three-pronged approach to the curriculum:
A clear understa
