performance appraisal
What purpose does a performance appraisal serve? What are some key ideas to remember when conducting a performance appraisal? What best practices have you seen? What would you change and why?
p.i
SAGE PUBLISHING: OUR STORY
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Library of Congress Cataloging-in-Publication Data
Names: Northouse, Peter Guy, author.
Title: Leadership : theory and practice / Peter G. Northouse, Western Michigan University.
Description: Eighth Edition. | Thousand Oaks : SAGE Publications, [2018] | Revised edition of the author’s
Leadership, 2015. | Includes index.
Identifiers: LCCN 2017049134 | ISBN 9781506362311 (pbk. : alk. paper)
Subjects: LCSH: Leadership. | LeadershipCase studies.
Classification: LCC HM1261 .N67 2018 | DDC 303.3/4dc23 LC record available at
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p.vii
Brief Contents
Preface
Acknowledgments
About the Author
About the Contributors
1. Introduction
2. Trait Approach
3. Skills Approach
4. Behavioral Approach
5. Situational Approach
6. PathGoal Theory
7. LeaderMember Exchange Theory
8. Transformational Leadership
9. Authentic Leadership
10. Servant Leadership
11. Adaptive Leadership
12. Followership
13. Leadership Ethics
14. Team Leadership
15. Gender and Leadership
16. Culture and Leadership
Author Index
Subject Index
p.viii
p.ix
Detailed Contents
Preface
Acknowledgments
About the Author
About the Contributors
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
Strengths and Leadership
Emotional Intelligence
p.x
How Does the Trait Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 2.1 Choosing a New Director of Research
Case 2.2 A Remarkable Turnaround
Case 2.3 Recruiting for the Bank
Leadership Instrument
Leadership Trait Questionnaire (LTQ)
Summary
References
3. Skills Approach
Description
Three-Skill Approach
Technical Skills
Human Skills
Conceptual Skills
Summary of the Three-Skill Approach
Skills Model
Competencies
Individual Attributes
Leadership Outcomes
Career Experiences
Environmental Influences
Summary of the Skills Model
How Does the Skills Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 3.1 A Strained Research Team
Case 3.2 A Shift for Lieutenant Colonel Adams
Case 3.3 Andys Recipe
Leadership Instrument
Skills Inventory
Summary
References
4. Behavioral Approach
Description
The Ohio State Studies
p.xi
The University of Michigan Studies
Blake and Moutons Managerial (Leadership) Grid
AuthorityCompliance (9,1)
Country-Club Management (1,9)
Impoverished Management (1,1)
Middle-of-the-Road Management (5,5)
Team Management (9,9)
Paternalism/Maternalism
Opportunism
How Does the Behavioral Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 4.1 A Drill Sergeant at First
Case 4.2 Eating Lunch Standing Up
Case 4.3 We Are Family
Leadership Instrument
Leadership Behavior Questionnaire
Summary
References
5. Situational Approach
Description
Leadership Style
Development Level
How Does the Situational Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 5.1 Marathon Runners at Different Levels
Case 5.2 Why Arent They Listening?
Case 5.3 Getting the Message Across
Leadership Instrument
Situational Leadership Questionnaire: Sample Items
Summary
References
6. PathGoal Theory
Description
Leader Behaviors
Directive Leadership
p.xii
Supportive Leadership
Participative Leadership
Achievement-Oriented Leadership
Follower Characteristics
Task Characteristics
How Does PathGoal Theory Work?
Strengths
Criticisms
Application
Case Studies
Case 6.1 Three Shifts, Three Supervisors
Case 6.2 Direction for Some, Support for Others
Case 6.3 Playing in the Orchestra
Leadership Instrument
PathGoal Leadership Questionnaire
Summary
References
7. LeaderMember Exchange Theory
Description
Early Studies
Later Studies
Leadership Making
How Does LMX Theory Work?
Strengths
Criticisms
Application
Case Studies
Case 7.1 His Team Gets the Best Assignments
Case 7.2 Working Hard at Being Fair
Case 7.3 Taking on Additional Responsibilities
Leadership Instrument
LMX 7 Questionnaire
Summary
References
8. Transformational Leadership
Description
Transformational Leadership Defined
Transformational Leadership and Charisma
A Model of Transformational Leadership
Transformational Leadership Factors
Transactional Leadership Factors
Nonleadership Factor
p.xiii
Other Transformational Perspectives
Bennis and Nanus
Kouzes and Posner
How Does the Transformational Leadership Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 8.1 The Vision Failed
Case 8.2 An Exploration in Leadership
Case 8.3 Her Vision of a Model Research Center
Leadership Instrument
Sample Items From the Multifactor Leadership Questionnaire (MLQ) Form 5X-Short
Summary
References
9. Authentic Leadership
Description
Authentic Leadership Defined
Approaches to Authentic Leadership
Practical Approach
Theoretical Approach
How Does Authentic Leadership Work?
Strengths
Criticisms
Application
Case Studies
Case 9.1 Am I Really a Leader?
Case 9.2 A Leader Under Fire
Case 9.3 The Reluctant First Lady
Leadership Instrument
Authentic Leadership Self-Assessment Questionnaire
Summary
References
10. Servant Leadership
Description
Servant Leadership Defined
Historical Basis of Servant Leadership
Ten Characteristics of a Servant Leader
Building a Theory About Servant Leadership
p.xiv
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 Everyone Loves Mrs. Noble
Case 10.2 Doctor to the Poor
Case 10.3 Servant Leadership Takes Flight
Leadership Instrument
Servant Leadership Questionnaire
Summary
References
11. Adaptive Leadership
Description
Adaptive Leadership Defined
A Model of Adaptive Leadership
Situational Challenges
Technical Challenges
Technical and Adaptive Challenges
Adaptive Challenges
Leader Behaviors
Adaptive Work
How Does Adaptive Leadership Work?
Strengths
Criticisms
Application
Case Studies
Case 11.1 Silence, Stigma, and Mental Illness
Case 11.2 Taming Bacchus
Case 11.3 Redskins No More
Leadership Instrument
Adaptive Leadership Questionnaire
Summary
References
12. Followership
Description
Followership Defined
Role-Based and Relational-Based Perspectives
p.xv
Typologies of Followership
The Zaleznik Typology
The Kelley Typology
The Chaleff Typology
The Kellerman Typology
Theoretical Approaches to Followership
Reversing the Lens
The Leadership Co-Created Process
New Perspectives on Followership
Perspective 1: Followers Get the Job Done
Perspective 2: Followers Work in the Best Interest of the Organization’s Mission
Perspective 3: Followers Challenge Leaders
Perspective 4: Followers Support the Leader
Perspective 5: Followers Learn From Leaders
Followership and Destructive Leaders
1. Our Need for Reassuring Authority Figures
2. Our Need for Security and Certainty
3. Our Need to Feel Chosen or Special
4. Our Need for Membership in the Human Community
5. Our Fear of Ostracism, Isolation, and Social Death
6. Our Fear of Powerlessness to Challenge a Bad Leader
How Does Followership Work?
Strengths
Criticisms
Application
Case Studies
Case 12.1 Bluebird Care
Case 12.2 Olympic Rowers
Case 12.3 Penn State Sexual Abuse Scandal
Leadership Instrument
Followership Questionnaire
Summary
References
13. Leadership Ethics
Description
Ethics Defined
Level 1. Preconventional Morality
Level 2. Conventional Morality
Level 3. Postconventional Morality
p.xvi
Ethical Theories
Centrality of Ethics to Leadership
Heifetzs Perspective on Ethical Leadership
Burnss Perspective on Ethical Leadership
The Dark Side of Leadership
Principles of Ethical Leadership
Ethical Leaders Respect Others
Ethical Leaders Serve Others
Ethical Leaders Are Just
Ethical Leaders Are Honest
Ethical Leaders Build Community
Strengths
Criticisms
Application
Case Studies
Case 13.1 Choosing a Research Assistant
Case 13.2 How Safe Is Safe?
Case 13.3 Reexamining a Proposal
Leadership Instrument
Ethical Leadership Style Questionnaire (Short Form)
Summary
References
14. Team Leadership
Susan E. Kogler Hill
Description
Team Leadership Model
Team Effectiveness
Leadership Decisions
Leadership Actions
How Does the Team Leadership Model Work?
Strengths
Criticisms
Application
Case Studies
Case 14.1 Can This Virtual Team Work?
Case 14.2 Team Crisis Within the Gates
Case 14.3 Starts With a Bang, Ends With a Whimper
Leadership Instrument
Team Excellence and Collaborative Team Leader Questionnaire
Summary
References
p.xvii
15. Gender and Leadership
Stefanie Simon and Crystal L. Hoyt
Description
The Glass Ceiling Turned Labyrinth
Evidence of the Leadership Labyrinth
Understanding the Labyrinth
Gender Differences in Leadership Styles and Effectiveness
Navigating the Labyrinth
Strengths
Criticisms
Application
Case Studies
Case 15.1 The Glass Ceiling
Case 15.2 Lack of Inclusion and Credibility
Case 15.3 Pregnancy as a Barrier to Job Status
Leadership Instrument
The GenderLeader Implicit Association Test
Summary
References
16. Culture and Leadership
Description
Culture Defined
Related Concepts
Ethnocentrism
Prejudice
Dimensions of Culture
Uncertainty Avoidance
Power Distance
Institutional Collectivism
In-Group Collectivism
Gender Egalitarianism
Assertiveness
Future Orientation
Performance Orientation
Humane Orientation
Clusters of World Cultures
Characteristics of Clusters
Anglo
Confucian Asia
Eastern Europe
p.xviii
Germanic Europe
Latin America
Latin Europe
Middle East
Nordic Europe
Southern Asia
Sub-Saharan Africa
Leadership Behavior and Culture Clusters
Eastern Europe Leadership Profile
Latin America Leadership Profile
Latin Europe Leadership Profile
Confucian Asia Leadership Profile
Nordic Europe Leadership Profile
Anglo Leadership Profile
Sub-Saharan Africa Leadership Profile
Southern Asia Leadership Profile
Germanic Europe Leadership Profile
Middle East Leadership Profile
Universally Desirable and Undesirable Leadership Attributes
Strengths
Criticisms
Application
Case Studies
Case 16.1 A Challenging Workplace
Case 16.2 A Special Kind of Financing
Case 16.3 Whose Latino Center Is It?
Leadership Instrument
Dimensions of Culture Questionnaire
Summary
References
Author Index
Subject Index
Northouse on
Leadership
SAGE Business
Cases
SAGE Journal
Articles
p.medialibrary
Media Library
Chapter 1 Introduction
PREMIUM VIDEO
Northouse on Leadership
Leadership Defined
The Ethical Dimension of Leadership
Leadership: Skill or Process?
Types of Power
Licensed Video
Qualities that Todays Leader Must Possess
Leadership and Management
SAGE Business Cases
Current Leadership Practices and Challenges
SAGE Journal Articles
A Legacy of Leadership in Nursing
Perspectives on Leadership
Followership
Leadership in the NHS
The Creative lan of Nursing Theory
Chapter 2 Trait Approach
PREMIUM VIDEO
Northouse on Leadership
What are my traits?
Terry Fox
What traits do leaders have?
Licensed Video
Obamas Presidential Win
Trait Theory for Handwriting
What Makes a Charismatic Leader?
SAGE Business Cases
http://sk.sagepub.com/cases/skpromo/Sgu1hE/amazon-com-inc-big-ideas-in-a-bruising-workplace?fromsearch=true
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http://journals.sagepub.com/stoken/rbtfl/dEyquvA1fPVOc/full
Trait Theory of Leadership and Ethics
SAGE Journal Articles
The Empty Carriage
An Exploration of Personal Initiative Theory in the Role of Consultant Nurses
What is Extraversion For?
Leadership as an Emergent Process
Differences in Emotional Intelligence Between Effective and Ineffective Leaders in the
Public Sector
Chapter 3 Skills Approach
PREMIUM VIDEO
Northouse on Leadership
Leadership Skills
Licensed Video
Leaders Leading Change
SAGE Business Cases
Technical Skills for Organizational Development
SAGE Journal Articles
Outdoor Leadership Skills
Enhancing Leadership Skill Development by Creating Practice/Feedback Opportunities in
the Classroom
An Advanced Educational Program Promoting Evidence-Based Practice
Well Then-What Now? An Everyday Approach to Managerial Leadership
Leading Dangerously
Chapter 4 Behavioral Approach
PREMIUM VIDEO
Northouse on Leadership
What is the Behavior Approach?
Behavior Approach: An Example
Licensed Video
Where Does Amazon Fit on the Leadership Grid?
SAGE Business Cases
Paternalistic Leadership for Power and Influence
SAGE Journal Articles
Show Us the Sound! Aesthetic Leadership of Symphony Orchestra Conductors
Interpersonal Affect and the Assessment of and Interrelationship Between Leadership
Constructs
From Ineffectiveness to Destruction
Paternalistic Leadership and Employee Voice
Perspectives on Leadership
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Chapter 5 Situational Approach
PREMIUM VIDEO
Northouse on Leadership
The Situational Approach
More on the Situational Approach
Licensed Video
How to Use Psychology to Be a Situational Leader
How the Situational Approach Makes for Strong Leadership
SAGE Business Cases
Is This Situational Leadership or No Leadership at All?
SAGE Journal Articles
Decisional Involvement
Learning Leadership Matters
Shared Leadership in Multi-Team Systems
Chapter 6 PathGoal Theory
PREMIUM VIDEO
Northouse on Leadership
Path-Goal Theory
How to Use Path-Goal Theory
Licensed Video
Leader Behaviors Across Industries and Cultures
PathGoal Theory and Employee Motivation
The Relationship Between Formal Authority and Power
SAGE Business Cases
Change through Path-Goal Theory
SAGE Journal Articles
Towards a Deeper Understanding of Hope and Leadership
The Impact of Goal Orientation on the Association Between Leadership Style and
Follower Performance, Creativity and Work Attitudes
Toward a Theory of Dispersed Leadership in Teams
Need for Growth, Achievement, Power and Affiliation: Determinants of Psychological
Empowerment
Chapter 7 LeaderMember Exchange Theory
PREMIUM VIDEO
Northouse on Leadership
Leader-Member Exchange Theory
Out-Group Members
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Using LMX
What is LMX about?
The LMX Score
Licensed Video
InGroups and OutGroups
Leadership Making
Using LMX Theory for Advancement
SAGE Business Cases
Using LMX Theory to Obtain Influence
SAGE Journal Articles
Leadership
Examining the Exchange in Leader-Member Exchange
Supervisor Relationships and Perceptions of Work-Family Conflict
Leadership, LMX, Commitment and NGO Effectiveness
Chapter 8 Transformational Leadership
PREMIUM VIDEO
Northouse on Leadership
Transformational Leadership
Transformational or Transactional?
Become a Transformational Leader
Licensed Video
Defining Transformational Leadership
Charisma and Leadership at Apple
SAGE Business Cases
Example of a Transformational Leader
SAGE Journal Articles
Transformational Leadership
The Effects of Active Constructive and Passive Corrective Leadership on Workplace
Incivility and Mediating Role of Fairness Perceptions
Transformational Leadership Required to Design and Sustain Evidence-Based Practice
Comparing the Effects of Instructional and Transformational Leadership on Student
Achievement
Chapter 9 Authentic Leadership
PREMIUM VIDEO
Northouse on Leadership
Authentic Leadership
Licensed Video
Nelson Mandela, Authentic Leader
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Definition of Authentic Leadership
SAGE Business Cases
How Can Leaders Know Who They Are to Be Authentic
SAGE Journal Articles
CEO Positive Psychological Traits, Transformational Leadership and Firm Performance in
High-Technology Start-up and Established Firms
Authentic Leadership and Follower Development
Authentic Leadership
Paradoxes of Authentic Leadership
Chapter 10 Servant Leadership
PREMIUM VIDEO
Northouse on Leadership
Servant Leadership
Servant Leaders
The Ripple Effect
Licensed Video
The Dalai Lama Exhibits Characteristics of Servant Leadership
Remembering Mother Teresa
SAGE Business Cases
Framework for Servant Leadership
SAGE Journal Articles
Servant Leadership
Antecedents of Servant Leadership
Principles of Servant-Leadership in Community Health Nursing
Journal of Leadership & Organizational Studies
An Examination of Emotional Intelligence as an Antecedent of Servant Leadership
Chapter 11 Adaptive Leadership
PREMIUM VIDEO
Northouse on Leadership
Adaptive Leadership
Technical Leadership
Using Adaptive Leadership
Licensed Video
Using Adaptive Leadership in Religion
Managing Change and Regulating Stress in the Workplace
SAGE Business Cases
How Does Adaptive Leadership Work When there Are No Solutions?
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SAGE Journal Articles
Inquiry in Action for Leadership in Turbulent Times
Assessing Member Expertise in Groups
Wicked Problems
Chapter 12 Followership
PREMIUM VIDEO
Licensed Video
The Intersection of Followership and Leadership
President Trumps Followers in Congress
SAGE Business Cases
Organizational Design Impacts Followership
SAGE Journal Articles
Conceptualising Followership a Review of the Literature
Enhancing Authentic LeadershipFollowership
Leader Perceptions and Motivation as Outcomes of Followership Role Orientation and
Behavior
Chapter 13 Leadership Ethics
PREMIUM VIDEO
Northouse on Leadership
Ethical Leadership
Approaches to Ethical Leadership
The Dark Side of Leadership
Licensed Video
Ethical Leadership
Al Frankens Ethical Misconduct
Leaders Face Certain Ethical Challenges
SAGE Business Cases
Ethical Leadership
SAGE Journal Articles
Practical Ethical Theory for Nurses Responding to Complexity in Care
Ethical School Leadership
Searching for Ethical Leadership in Nursing
Group Ethical Voice
Chapter 14 Team Leadership
PREMIUM VIDEO
Northouse on Leadership
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Team Leadership
Cohesiveness in Teams
Licensed Video
Team Leadership – Coaching
Effective Teams Require Motivation
Sports Coaches Must Exhibit Team Leadership
SAGE Business Cases
When Teammates Do Not Respond: Managing Virtual Project Teams
SAGE Journal Articles
The Clinical Nurse Leader
Team Leadership in a High-Risk Organization
A Longitudinal Examination of the Relationship Between Team Leadership and
Performance
Chapter 15 Gender and Leadership
PREMIUM VIDEO
Northouse on Leadership
Women in Leadership
Women in Transformational Leadership
Licensed Video
Female CEOs are Few in Number
Why Dont Women Run for Public Office?
SAGE Business Cases
Women in Family Businesses
SAGE Journal Articles
Negotiating Gender Role Expectations
Gender Role Self-Concept, Categorical Gender, and Transactional-Transformational
Leadership
Lift as You Rise
Chapter 16 Culture and Leadership
PREMIUM VIDEO
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Culture and Leadership
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The GLOBE Projects Nine Cultural Dimensions, Explained
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Sydney Brian-Peters: A Case Study in Gender and Leadership Issues
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p.xix
Preface
his eighth edition of Leadership: Theory and Practice is written with the objective of bridging
the gap between the often-simplistic popular approaches to leadership and the more abstract
theoretical approaches. Like the previous editions, this edition reviews and analyzes a
selected number of leadership theories, giving special attention to how each theoretical
approach can be applied in real-world organizations. In essence, my purpose is to explore how
leadership theory can inform and direct the way leadership is practiced.
NEW TO THIS EDITION
First and foremost, this edition includes a new chapter on followership, which examines the
nature of followership, its underpinnings, and how it works. The chapter presents a definition, a
model, and the latest research and applications of this emerging approach to leadership. It also
examines the relationship between followership and destructive, or toxic, leadership. In addition,
the strengths and weaknesses of followership are examined, and a questionnaire to help readers
assess their own follower style is provided. Three case studies illustrating followership, including
one that addresses the Penn State sexual abuse scandal and another that looks at the 1936 U.S.
Olympic rowing team, are presented at the end of the chapter.
In addition to the discussion of destructive leadership in Chapter 12, this edition includes an
expanded discussion of the dark side of leadership and psuedotransformational leadership and
the negative uses and abuses of leadership in several of the chapters. Readers will also find that
the ethics chapter features a new self-assessment instrument, the Ethical Leadership Style
Questionnaire (ELSQ), which assesses a leaders style of ethical leadership and will help leaders
understand their decision-making preferences when confronting ethical dilemmas.
p.xx
This edition retains many special features from previous editions but has been updated to
include new research findings, figures and tables, and everyday applications for many leadership
topics including leadermember exchange theory, transformational and authentic leadership,
team leadership, the labyrinth of womens leadership, and historical definitions of leadership.
The format of this edition parallels the format used in earlier editions. As with previous editions,
the overall goal of Leadership: Theory and Practice is to advance our understanding of the many
different approaches to leadership and ways to practice it more effectively.
SPECIAL FEATURES
Although this text presents and analyzes a wide range of leadership research, every attempt has
been made to present the material in a clear, concise, and interesting manner. Reviewers of the
book have consistently commented that clarity is one of its major strengths. In addition to the
writing style, several other features of the book help make it user-friendly.
Each chapter follows the same format: It is structured to include first theory and then
practice.
Every chapter contains a discussion of the strengths and criticisms of the approach under
consideration, and assists the reader in determining the relative merits of each approach.
Each chapter includes an application section that discusses the practical aspects of the
approach and how it could be used in todays organizational settings.
Three case studies are provided in each chapter to illustrate common leadership issues and
dilemmas. Thought-provoking questions follow each case study, helping readers to
interpret the case.
A questionnaire is provided in each of the chapters to help the reader apply the approach to
his or her own leadership style or setting.
Figures and tables illustrate the content of the theory and make the ideas more meaningful.
Through these special features, every effort has been made to make this text substantive,
understandable, and practical.
p.xxi
AUDIENCE
This book provides both an in-depth presentation of leadership theory and a discussion of how it
applies to real-life situations. Thus, it is intended for undergraduate and graduate classes in
management, leadership studies, business, educational leadership, public administration, nursing
and allied health, social work, criminal justice, industrial and organizational psychology,
communication, religion, agricultural education, political and military science, and training and
development. It is particularly well suited as a supplementary text for core organizational
behavior courses or as an overview text within MBA curricula. This book would also be useful as
a text in student activities, continuing education, in-service training, and oth
