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My Topic- Stress Management SIXTH EDITION
Interpersonal Skills
in Organizations
Suzanne C. de Janasz Karen O. Dowd Beth Z. Schneider
Interpersonal Skills
in Organizations
Sixth Edition
SUZANNE C. DE JANASZ, Ph.D.
George Mason University, Virginia
KAREN O. DOWD, Ph.D.
Simon Business School, University of Rochester, New York
BETH Z. SCHNEIDER, DBA
McColl School of Business, Queens University of Charlotte, North Carolina
INTERPERSONAL SKILLS IN ORGANIZATIONS, SIXTH EDITION
Published by McGraw-Hill Education, 2 Penn Plaza, New York, NY 10121. Copyright 2019 by McGraw-Hill
Education. All rights reserved. Printed in the United States of America. Previous editions 2015, 2012, and
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Library of Congress Cataloging-in-Publication Data
Names: De Janasz, Suzanne C., author. | Dowd, Karen O., author. | Schneider,
Beth Z., author.
Title: Interpersonal skills in organizations / Suzanne C. DeJanasz, Ph.D.,
IMD, Karen O. Dowd, Ph.D., Simon Business School, University of Rochester,
New York, Beth Z. Schneider, DBA.
Other titles: Interpersonal skills in organisations
Description: Sixth Edition. | Dubuque, IA : McGraw-Hill Education, 2019. |
Revised edition of the authors Interpersonal skills in organizations,
[2015]
Identifiers: LCCN 2017058689| ISBN 9781259911637 (paperback) | ISBN 1259911632
Subjects: LCSH: Organizational behavior. | Psychology, Industrial. |
Interpersonal relations. | BISAC: BUSINESS & ECONOMICS / Training.
Classification: LCC HD58.7 .D415 2018 | DDC 158.7dc23 LC record available at
https://lccn.loc.gov/2017058689
The Internet addresses listed in the text were accurate at the time of publication. The inclusion of a website
does not indicate an endorsement by the authors or McGraw-Hill Education, and McGraw-Hill Education
does not guarantee the accuracy of the information presented at these sites.
mheducation.com/highered
Dedication
From Suzanne:
To my father, Stan Cooper, who was a model of strength, courage, and
perseverance; you are forever in my heart. To my children, Gabby and Alex,
who have occasionally accompanied me around the world and are now (mostly)
flying solo; I couldnt be any prouder to be your mother and co-mentor. To
my mom, Mary Cooper, who has embraced a new and exciting chapter. To
Maury Peiperl, my co-author, collaborator, and partner; my life is infinitely
more interesting and challenging (in a good way) with you by my side. To my
friends, colleagues, and loved ones, who have been a source of inspiration,
renewal, and support.
From Karen:
To my brother Jim and brother-in-law Todd from whom I am learning much
about the power of a positive attitude in the face of adversity. To my husband
Tom without whom this book could not have been written. To my current and
former students and colleagues from whom I learn about interpersonal skills
each day.
From Beth:
In memory of my mother, Dorothy Zuech, who was my sounding board and
staunch supporter; I miss you every day. To my husband, Jeff, and my sons,
Andrew and Nicholas, who are the joy of my life. To my current and former
colleagues who inspire me to continuously search and push for positive change.
iv
About the Authors
Suzanne C. de Janasz, Ph.D., is currently a Visiting Professor of Management and
Conflict Analysis and Resolution (a joint appointment) at George Mason University in
Fairfax, Virginia. Previously, Suzanne served as the Thomas Gleed Distinguished Chair
of Business Administration at Seattle University in Seattle, Washington, where she
taught undergrad and MBA students, mentored junior faculty, and directed the Seattle
branch of HERA (Her Equality Rights and Autonomy), a UK-based charity that
empowers formerly trafficked or exploited women with career and entrepreneurship
development and mentoring. Prior to coming to Seattle, Suzanne was Professor of Lead-
ership and Organization Development at IMD in Lausanne, Switzerland, where she
designed and delivered programs for mid-level and senior executives in global companies,
specializing in leadership, negotiations, mentoring and careers, organizational development
and change, creativity/innovation, worklife balance, entrepreneurship, and interpersonal/
managerial skills. The recipient of multiple teaching awards, including the 2017 Mid-Career
Distinguished Educator Award from the OBTS Teaching Society for Management
Educators and a Fulbright Fellowship (Warsaw University in Poland), Suzanne continues
to teach executives around the world (on five continents!) for ESMT (Berlin, Germany)
and other schools (e.g., IEDC in Slovenia, QUT in Australia).
Suzannes research on mentoring, careers, authenticity, workfamily conflict, and
leadership appears in such journals as Harvard Business Review, Academy of Manage-
ment Executive, Journal of Organizational Behavior, Journal of Vocational Behavior, British
Journal of Management, Career Development International, and Journal of Management
Education and features frequently in domestic and international newspapers, online pub-
lications (shes a featured blogger for Huffington Post), and radio programs. The sec-
ond edition of her text Negotiation and Dispute Resolution (co-authored with Beverly
DeMarr) will be published in early 2018. She regularly consults with a variety of global
organizations, serves on the boards of several nonprofit organizations, and has held
leadership roles in the Academy of Management (e.g., Careers Division Chair), the
Southern Management Association, and the OBTS.
After earning an undergraduate music degree from the University of Miami, Suzanne
earned her MBA and Ph.D. degrees from the Marshall School of Business at the Uni-
versity of Southern California (USC). Between the two degrees, she worked for five
years as an organizational consultant in the aerospace industry.
Karen O. Dowd, Ph.D., is Assistant Dean, Career Management and Corporate
Engagement, Simon Business School, University of Rochester, New York. Dowd is an
experienced teacher, writer, administrator, speaker, and consultant. Prior to the Univer-
sity of Rochester, she was at the University of Denver, the University of Notre Dame,
the Empower Group in New York City, and the University of Virginia. Dowd also
taught at James Madison University, where she teamed with her co-authors and the
Management Department to develop a required course in Interpersonal Skills that is
offered to all undergraduate business students. Karen is the co-author, with Sherrie
Gong Taguchi, of The Ultimate Guide to Getting the Career You Want (New York:
McGraw-Hill, 2003). Karen earned her doctorate from the University of Virginia, her
masters degree from Indiana University South Bend, and her bachelors degree from
Saint Marys College, Notre Dame, Indiana. She is a member of the National Associa-
tion of Colleges and Employers and has served on the board of the MBA Career Ser-
vices and Employers Alliance. Karen has conducted numerous management training
programs on many of the topics addressed in this book and on career management for
managers. Her research interests include skills sought by employers, faculty careers,
career development, candidate selection, and career branding.
About the Authors v
Beth Zuech Schneider, DBA, is an Assistant Professor of Strategy at Queens University
of Charlotte delivering courses in graduate and undergraduate strategy, entrepreneurship,
and international business while managing the MBA programs client consulting projects.
Beth is an experienced professor and course administrator, having taught for several years
at James Madison University, George Mason University, and WSSU prior to coming to
the McColl School of Business at Queens. She earned her DBA from Durham University
in England with a concentration in international strategy, her MBA from the University
of Central Florida, and her BA from St. Bonaventure University. Beth is an experienced
small business owner, having owned and managed businesses in the retail, restaurant, and
mail-order catalog industries. She serves as a small business consultant and motivational
speaker through her own business, CORE Consulting in Charlotte, NC. Beths consulting
work focuses on assessing and integrating dynamic capabilities (quantitative and qualita-
tive) for implementing sustainable change. She has delivered numerous presentations and
workshops on skills and tactics for strategic implementation for organizational and per-
sonal success. Beths publications and research interests are focused on strategic imple-
mentation and leadership, international business strategy, cross-cultural management,
entrepreneurship, and womens workplace issues.
vi
Contents in Brief
Preface xiv
Acknowledgments xxii
Introduction 1
Unit 1 Intrapersonal Effectiveness: Understanding Yourself
1. Journey into Self-awareness4
2. Self-disclosure and Trust25
3. Establishing Goals Consistent with Your Values and Ethics49
4. Self-management76
Unit 2 Interpersonal Effectiveness: Understanding and Working with Others
5. Understanding and Working with Diverse Others102
6. Listening and Nonverbal Communication123
7. Communicating Effectively142
8. Persuading Individuals and Audiences162
Unit 3 Understanding and Working in Teams
9. Negotiation192
10. Building Teams and Work Groups233
11. Managing Interpersonal and Organizational Conflict262
12. Achieving Business Results through Effective Meetings291
13. Facilitating Team Success314
14. Making Decisions and Solving Problems Creatively338
Unit 4 Leading Individuals and Groups
15. Effective and Ethical Use of Power and Influence368
16. Networking and Mentoring387
17. Coaching and Providing Feedback for Improved Performance423
18. Leading and Empowering Self and Others458
19. Project Management486
Index 511
vii
Contents
Preface xiv
Acknowledgments xxii
Introduction 1
Chapter 1Journey into Self-awareness4
What Is Self-awareness?5
Why Is Self-awareness Important?6
Lack of Self-awareness7
Strategies for Gaining Self-awareness7
Self-analysis7
Behavior7
Personality8
Self-monitoring10
Attitudes10
Perceptions11
Attribution Theory13
Others Perceptions14
Self-disclosure14
Diverse Experiences15
Summary15
Key Terms and Concepts15
Discussion Questions16
Endnotes16
Exercise 1A: Journal Writing18
Exercise 1B: The Big Five Personality Test18
Exercise 1C: Selective Perception20
Exercise 1D: The Social Mirror21
Exercise 1E: Expanding Self-awareness22
Exercise 1F: Interpersonal Skills Checklist 23
Exercise 1G: Reflection/Action Plan24
Chapter 2Self-disclosure and Trust25
What Is Self-disclosure?26
Why Is Self-disclosure Important?26
Strategies for Self-disclosure28
Concerns about Self-disclosure29
The Role of Self-disclosure in Increasing
Self-awareness31
What Is Trust?32
Why Is Trust Important?33
Concerns about Building Trust33
Strategies for Building Trust34
Organizational Trust-builders35
A Note of Caution about Trust35
Unit 1 Intrapersonal Effectiveness:
Understanding Yourself
Summary36
Key Terms and Concepts36
Discussion Questions37
Endnotes37
Exercise 2A: People Hunt39
Exercise 2B: Icebreakers40
Exercise 2C: Fishbowl41
Exercise 2D: Johari Window Questionnaire41
Exercise 2E: Circle of Friends44
Exercise 2F: Trust-building Activities46
Exercise 2G: Ideal Cards: A Self-disclosure
Activity46
Exercise 2H: Self-disclosure Poker47
Exercise 2I : Disclosure and Trust in Action48
Exercise 2J: Reflection/Action Plan48
Chapter 3Establishing Goals Consistent with Your Values
and Ethics49
What Is Goal Setting?50
Why Is Goal Setting Important?50
Key Behaviors for Effective Goal Setting51
Clarifying Values52
Writing Effective Goals54
Overcoming Obstacles55
What Are Ethics?56
Why Are Ethics Important?56
Ethical Strategies57
Individual Ethics58
Kohlbergs Moral Maturity58
Organizational Ethics59
Ethical Decision Making59
Benefits of Ethical Decision Making60
Ethical Decision-making Strategies60
Ethics-enhancing Tools62
Summary62
Key Terms and Concepts63
Discussion Questions63
Endnotes63
Exercise 3A: Values Inventory66
Exercise 3B: This Is Your Life67
Exercise 3C: Your Personal Mission Statement67
Exercise 3D: Personal Goal Setting68
Exercise 3E: Ethical Stance70
Exercise 3F: Evaluating Goals and Ethics70
Exercise 3G: Company Description70
Exercise 3H: Your Retirement Party71
Exercise 3I: Life Goals72
Exercise 3J: Career Assets73
viii Contents
Exercise 3K: Reflection/Action Plan74
Exercise 3L: What Does Social Responsibility
Feel Like?75
Chapter 4Self-management76
What Is Emotional Intelligence?77
Benefits of EQ77
Improved Workplace Performance78
Strategies for Increasing EQ79
What Is Time Management and Why Is It
Important?80
Strategies for Time Management81
What Is Stress Management and Why Is it
Important?84
Strategies for Stress Management85
Types of Stress85
Individual Responses to Stress85
Organizational Responses to Stress86
Individual Responses to Stress87
Overcoming Fear of Failure90
Summary91
Key Terms and Concepts91
Discussion Questions91
Endnotes91
Exercise 4A: Personal Time Management94
Exercise 4B: Assess Your Current Stress Level96
Exercise 4C: Project/Task/Life Planning96
Exercise 4D: Interviews with Three Business
Professionals98
Exercise 4E: Book Review98
Exercise 4F: Action Plan98
Exercise 4G: Reflection/Action Plan99
Chapter 5Understanding and Working with Diverse
Others102
What Is Diversity?103
Why Is Diversity Important?104
Individual Diversity Strategies105
How to Gain Awareness105
Reducing Your Prejudices and Use of
Stereotypes106
Minimizing Miscommunication
with Diverse Others106
Building Relationships with Diverse
Others106
Organizational Diversity Strategies106
Barriers to Accepting Diversity107
Gender Diversity108
Generational Diversity110
Cross-cultural Diversity111
Semantics and Connotations111
Social Conventions111
Unit 2 Interpersonal Effectiveness:
Understanding and Working with Others
Nonverbal Communication111
Cross-cultural Differences111
Strategies for Addressing Cross-cultural Issues112
For Individuals112
For Companies and Organizations113
Managing Organizational Diversity113
Successful Strategies for Managing
Organizational Diversity Effectively113
Summary114
Key Terms and Concepts115
Discussion Questions115
Endnotes115
Exercise 5A: Personal Stereotypes117
Exercise 5B: Personal Biases and Stereotypes in
Employee Recruitment118
Exercise 5C: Diversity Squares119
Exercise 5D: Gender Stereotypes120
Exercise 5E: Diversity Awareness121
Exercise 5F: Dimensions of Diversity121
Exercise 5G: Empowering Others122
Exercise 5H: Reflection/Action Plan122
Chapter 6Listening and Nonverbal Communication123
What Is Listening?124
Why Is Listening Important?124
Benefits of Active Listening125
Active Listening and Organizations126
Barriers to Effective Listening126
Dealing with Anger and Emotion128
Active Listening Strategies129
What Is Nonverbal Communication?130
Why Is Nonverbal Communication Important?130
Nonverbal Communication Components131
Barriers to Effective Nonverbal Communication132
Nonverbal Communication Strategies133
Summary134
Key Terms and Concepts134
Discussion Questions134
Endnotes135
Exercise 6A: Listening via the Rumor Mill136
Exercise 6B: Active Listening136
Exercise 6C: Active Listening Techniques138
Exercise 6D: Conflict Redo139
Exercise 6E: Anger Redo140
Exercise 6F: Improving Nonverbal Observation
Skills140
Exercise 6G: Nonverbal Role-play140
Exercise 6H: Reflection/Action Plan141
Chapter 7Communicating Effectively142
What Is Communication?143
Why Is Communication Important?143
Strategies for Effective Communication 143
The Communication Channel 143
Effective Media Selection144
Information Richness and Media Selection148
Contents ix
Barriers to Effective Communication149
Information Overload149
Emotions150
Trust and Credibility150
Time151
Filtering151
Message Incongruency152
Assertive Communication152
How to Communicate Assertively153
Taking Responsibility and I Messages153
Sending Messages Effectively154
Summary155
Key Terms and Concepts155
Discussion Questions155
Endnotes155
Exercise 7A: Completing the ChannelTwo-way
Communication157
Exercise 7B: The Assertiveness Inventory157
Exercise 7C: Communication Styles158
Exercise 7D: Taking Responsibility159
Exercise 7E: Aristotle160
Exercise 7F: Reflection/Action Plan161
Chapter 8Persuading Individuals and Audiences162
What Is Persuasion?163
Why Persuasion Is Important163
Overview of Theories of Persuasion164
The Persuasion Process165
Understand Others Motivations and Needs166
Establish Credibility167
Frame for Common Ground169
Engage in Joint Problem Solving170
Support Preferred Outcome with Logic
and Reasoning171
Reinforce with an Appeal to Emotions and Basic
Instincts171
A Word of Caution173
Making Effective Presentations174
Summary176
Key Terms and Concepts177
Discussion Questions177
Endnotes177
Exercise 8A: Creating Consonance Out of
Dissonance180
Exercise 8B: Online Assessment: What Is Your
Influence Quotient?180
Exercise 8C: Debate Persuasions181
Exercise 8D: Persuasive PSA181
Exercise 8E: I Deserve a Raise Role-play182
Exercise 8F: Video Case: Applying the
Six Persuasion Steps182
Exercise 8G: Back to the Future183
Exercise 8H: Applying the Six Persuasion Steps to
Your Own Situation184
Exercise 8I: Understanding the Power of Leveraging
Basic Instincts185
Exercise 8J: Persuasion and Influence
at the Movies186
Exercise 8K: Applying the ACE Theory187
Exercise 8L: Reflection/Action Plan189
Chapter 9Negotiation192
What Is Negotiation and Why Is It Important?193
Why Do We Negotiate?193
Benefits of Honing Negotiation Skills194
Integrative and Distributive Bargaining Strategies197
Five Stages of Negotiating198
Strategies for Negotiating Effectively203
Scripting203
Agenda Setting203
Anchoring204
Framing205
Questioning206
Summarizing206
Managing206
Additional Tips for Effective Negotiating208
Emotions and Defensiveness in Negotiation209
Integrity and Ethics in Negotiation209
Special Situations in Negotiations212
Third-party Negotiations 212
Multiparty and Team-based Negotiations213
Virtual Negotiations214
Global Negotiations216
Summary218
Key Terms and Concepts218
Discussion Questions219
Endnotes219
Exercise 9A: A Trip Down Memory Lane223
Exercise 9B: Case StudyKeeping Up
Appearances224
Exercise 9C: Thawing the Salary Freeze
(Video Case)224
Exercise 9D: The Car Swap225
Exercise 9E: Negotiation Role-play226
Exercise 9F: Negotiation Scripts227
Exercise 9G: Negotiating a Home Purchase227
Exercise 9H: Negotiating a Raise228
Exercise 9I: Going Across the Pond228
Exercise 9J: Sharing With and Learning From
Diverse Others229
Exercise 9K: The Right Team to Work With229
Exercise 9L: Negotiating in the Family Business230
Exercise 9M: Reflection/Action Plan232
Chapter 10Building Teams and Work Groups233
What Is Teamwork?234
Types of Teams235
Cross-functional Teams235
Self-managed Teams236
Unit 3 Understanding and Working in Teams
x Contents
Task Force236
Process Improvement Teams236
Virtual Teams237
Why Teams?237
Benefits of Teams237
Potential Limitations of Teams240
Team Developmental Stages242
Stage OneForming242
Stage TwoStorming242
Stage ThreeNorming243
Stage FourPerforming244
Stage FiveAdjourning244
Characteristics of High-performance Teams245
Tips for Effective Teams247
Lessons Learned from the Trenches248
Summary252
Key Terms and Concepts252
Discussion Questions252
Endnotes252
Exercise 10A: Bridge Building256
Exercise 10B: A Team Exercise: What Did We
Learn?256
Exercise 10C: Map It Team Competition256
Exercise 10D: Conflict in Team Projects: Two Case
Studies257
Exercise 10E: Preventing and Resolving Self-limiting
Behaviors on Teams257
Exercise 10F: Case Study on Gaining Appropriate
Membership on Teams258
Exercise 10G: WebSolutions258
Exercise 10H: Reflection/Action Plan261
Chapter 11Managing Interpersonal and Organizational
Conflict262
What Is Conflict?263
Why Is Conflict Management Important?264
Sources of Interpersonal Conflict266
Limited Resources266
Differences in Goals and Objectives266
Miscommunication267
Differing Attitudes, Values, and
Perceptions268
Style Differences269
Conflict Management Strategies270
Organizational and Interpersonal Techniques for
Preventing or Resolving Conflict275
Organizational Strategies/Techniques276
Creating/Maintaining a Culture of
Openness276
Involving Employees in
Decisions That Affect Them276
Ensuring Alignment of
Organizational Systems276
Offering Team Training and Team
Building277
Providing Diversity Training278
Offering Conflict Management and
Negotiation Training278
Creating Psychological Safety278
Individual Strategies/Techniques279
Using Effective Communication279
Managing Others Expectations279
Focusing on Others First280
Planning for and Having Difficult
Conversations280
Summary281
Key Terms and Concepts281
Discussion Questions281
Endnotes281
Exercise 11A: Conflict Assessment284
Exercise 11B: Conflict with Customers285
Exercise 11C: Conflict with the Boss285
Exercise 11D: Conflict on a Work Team285
Exercise 11E: Declining Sales: A Role-Play286
Exercise 11F: Resolving Conflict in Resource-Limited
Organizations: A Negotiation Exercise287
Exercise 11G: Who Is Responsible?
A Conflict Exercise287
Exercise 11H: Psychological Safety288
Exercise 11I: Having Difficult
Conversations289
Exercise 11J: Reflection/Action Plan290
Chapter 12Achieving Business Results through
Effective Meetings291
The Importance and Benefits of Meetings292
Problems with Meetings293
Strategies for Effective Meetings 295
Before the Meeting295
Clarify the Purpose of the Meeting295
Choose the Type of Communication
Mechanism for the Meeting296
Decide Who Should Participate in the
Meeting300
Develop a Plan for the Meeting301
During the Meeting302
Pay Attention to Process302
After the Meeting and between Meetings 305
Summary307
Key Terms and Concepts307
Discussion Questions307
Endnotes308
Exercise 12A: Committee Meeting310
Exercise 12B: Why Am I Here?310
Exercise 12C: Planning a Work
Team Meeting310
Exercise 12D: Using Agendas for Your Team Project
Meetings311
Exercise 12E: Case Study: What about Bob?311
Exercise 12F: Plan and Have a Meeting312
Exercise 12G: Virtual Meeting Gone Wrong312
Exercise 12H: Reflection/Action Plan313
Contents xi
Chapter 13Facilitating Team Success314
What Is Facilitation?315
Why Is Facilitation Important?315
What Facilitators Do316
Facilitator Skills and Behaviors317
Key Facilitative Preventions320
Key Facilitative Interventions320
Identifying and Dealing with Problem People326
Facilitation Tips328
Some Barriers or Limitations to Facilitation329
Summary330
Key Terms and Concepts330
Discussion Questions330
Endnotes330
Exercise 13A: Case Study: Dealing with Team
Conflict331
Exercise 13B: Video Case: Twelve Angry Men332
Exercise 13C: Alternative Exercise for
Twelve Angry Men333
Exercise 13D: Intervention Presentation333
Exercise 13E: Facilitation Self-assessment334
Exercise 13F: Facilitating a Virtual Team335
Exercise 13G: Observing Group Process335
Exercise 13H: Reflection/Action Plan337
Chapter 14Making Decisions and Solving Problems
Creatively338
Why Is Decision Making Important?339
What Is Decision Making? 339
A Decision-making Process 340
Step OneIdentify the Core Issues 340
Step TwoDetermine a Decision-making
Approach 340
Step Three: Generate Options?341
Step FourResearch Options 341
Step Five: Evaluate Options?341
Step SixReach a Decision342
Step SevenImplement and Monitor the
Decision344
What Kind of Decision Maker Are You? 345
Collaborative Decision Making345
What Is Problem Solving? 347
Why Is Problem Solving Important? 348
Problem-Solving Techniques 349
Brainstorming349
Using Affinitizing to Synthesize
Brainstormed Ideas350
Building Consensus through Multivoting350
What Is Creativity and Why Is It Important? 352
Strategies for Increasing Creativity in Problem
Solving353
Some Methods for Generating Novel Ideas354
Managements Role in Supporting and
Stimulating Creativity355
Strategies for Increasing Individual
Creativity 357
Summary358
Key Terms and Concepts358
Discussion Questions359
Endnotes359
Exercise 14A: Decision-making Matrix 361
Exercise 14B: Weighted Average Decision
Making 362
Exercise 14C: BrainstormingA Warmup363
Exercise 14D: Collaborative Problem Solving 363
Exercise 14E: Corporate Crime: A Problem-solving
Exercise363
Exercise 14F: Whats Old Is New 364
Exercise 14G: Sensing Creativity 364
Exercise 14H: Reflection/Action Plan365
Chapter 15Effective and Ethical Use of Power
and Influence368
What Is Power and Why Is It Important? 369
Position or Formal Power369
Person or Informal Power370
What Is Organizational Politics and
Why Is It Important?371
Engaging in Organizational Politics:
Considerations373
Analyzing Yourself373
Reading Others374
Assessing the Organization374
Choosing Wisely375
Managing Impressions376
Managing Information376
Ethical Issues in Organizational Politics378
Keeping Organizational Politics in Check378
Summary379
Key Terms and Concepts379
Discussion Questions380
Endnotes380
Exercise 15A: Assessing Your Power to Influence382
Exercise 15B: Power and Its Consequences 383
Exercise 15C: Recognizing Your Power Bases383
Exercise 15D: PolitickingWhats My Angle? 384
Exercise 15E: Powers of Observation 385
Exercise 15F: Reflection/Action Plan 385
Chapter 16Networking and Mentoring387
What Is Networking?389
The Importance and Uses of Networking389
Networking within an Organization389
Networking to Find a Job or Change
Careers390
Other Uses of Networking392
Developing an Appropriate Mindset
for Networking393
Unit 4 Leading Individuals and Groups
xii Contents
Barriers to Networking394
Strategies for Building an Effective Network395
Before, During, and After a Networking Meeting397
What Is Mentoring?399
Benefits of Mentoring400
The Importance and Changing Nature
of Mentoring402
Qualities of an Effective Mentor406
How to Find a Mentor406
Challenges and Limitations of Mentoring407
Summary409
Key Terms and Concepts409
Discussion Questions410
Endnotes410
Exercise 16A: Your Personal Network414
Exercise 16B: Networking Scorecard415
Exercise 16C: Networking Scenarios416
Exercise 16D: Its a Small World417
Exercise 16E: The 30-Second Commercial417
Exercise 16F: Its Not What You Know . . . Its Who
You Know: A Hands-on Networking Exercise418
Exercise 16G: Online Mentoring418
Exercise 16H: Is Mr. Miyagi a Good Mentor?419
Exercise 16I: How Would You Mentor Joo?420
Exercise 16J: On Becoming a Master Mentor . . .421
Exercise 16K: Reflection/Action Plan422
Chapter 17Coaching and Providing Feedback for Improved
Performance423
What Is Coaching?424
The Importance and Benefits of
Coaching425
Skills and Characteristics of Effective Coaches426
Effective Coaching Behaviors428
The Coaching Process429
Counseling430
Helping Others Set Goals431
What Is Feedback?432
Why Giving Job Feedback Is So
Important in Organizations433
Why Feedback Is Important for Individuals433
Sources of Feedback434
Others434
The Task Itself434
Self435
Characteristics of Effective Feedback435
Specific436
Nonpersonal436
Work Related436
Documentable436
Descriptive436
Nonprescriptive436
Timely436
Frequent437
Purposeful437
Constructive and Balanced437
In the Appropriate Setting437
Interactive437
Challenges in Providing Feedback437
Tips for Preparing and Leading a Feedback
Session438
Tips for Receiving Feedback439
Asking for Feedback440
Summary441
Key Terms and Concepts441
Discussion Questions441
Endnotes441
Exercise 17A: Coaching Clinic444
Exercise 17B: Coaching Circles445
Exercise 17C: Coach Me Through It 446
Exercise 17D: Helping Others Set GoalsModeling
Exercise 446
Exercise 17E: Giving Positive Feedback447
Exercise 17F: Peer Feedback448
Exercise 17G: Practicing Giving Performance
Feedback 455
Exercise 17H: Giving Self-feedback 456
Exercise 17I: Reflection/Action Plan 457
Chapter 18Leading and Empowering Self
and Others 458
What Is Leadership?459
Characteristics of Effective Leaders460
Leaders versus Managers462
Self-leadership462
What Is Empowerment?463
Why Is Empowerment Important?464
Benefits of Empowerment465
Disadvantages or Costs of Empowerment467
To Empower or Not to Empower?468
Implementing Empowerment470
Self-empowerment472
Empowerment through Effective Delegation473
Benefits of Delegation473
Challenges in Delegating474
Activities Included in Delegation474
A Process for Effective Delegation475
Summary476
Key Terms and Concepts476
Discussion Questions476
Endnotes476
Exercise 18A: Do You Know an
Effective Leader? 479
Exercise 18B: How Is Your
Self-leadership?480
Exercise 18C: Its Plane to Me481
Exercise 18D: Case Study: Am I the
Manager?481
Exercise 18E: Do You Feel Empowered?482
Exercise 18F: Delegating Tasks 483
Exercise 18G: In Their Own Words 484
Exercise 18H: Reflection/Action Plan 485
Contents xiii
Chapter 19Project Management486
What Is Project Management?487
Why Project Management?487
Benefits of Project Management488
Managing the Project491
Eight Steps to Managing Projects492
Step OneDefine Project Objectives
and Scope492
Step TwoDetermine Project Participants
and Stakeholders494
Step ThreeDevelop a Time Line or
Work Plan495
Step FourEstablish Checkpoints and
Control Mechanisms497
Step FiveIdentify and Obtain Necessary
Resources497
Step SixDetermine How Project Results
Will Be Measured498
Step SevenSet Up an Ongoing
Communication System498
Step EightDebrief and Evaluate the
Process and Results at Project
End499
Project Management Tools500
Summary503
Key Terms and Concepts503
Discussion Questions503
Endnotes503
Exercise 19A: Fishing for a Cause506
Exercise 19B: Team Project Worksheet506
Exercise 19C: Personal Project Time Line507
Exercise 19D: Ace the Project508
Exercise 19E: R&D Project Planning508
Exercise 19F: Product Recall508
Exercise 19G: Tools of Project Management510
Exercise 19H: Reflection/Action Plan510
Index 511
xiv
Preface
Birth of an Idea
While we were all teaching at James Madison University, a group of executives, who
served as the College of Business deans board of advisors at the university, identified a
critical ingredient missing in most business school graduates. The executives found that
while students were technically competentthey could read a balance sheet, do a mar-
ket analysis, and develop cash flow projectionsmany graduates lacked interpersonal
skills or the ability to work effectively with others. The executives created a wish list of
soft skills, faculty were hired, and the Interpersonal Skills course was born. Since that
time, thousands of students have taken part in this required undergraduate course.
In the beginning, the cadre of faculty dedicated to this course selected two books
and additional readings to support the course objectives. In response to student and
recruiter feedback, we improved continuously both the content and d
