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LEADERSHIP Seventh Model

To Laurel, Lisa, Madison, Scott, and Kallie

LEADERSHIP Theory and Practice x Seventh Model

PETER G.NORTHOUSE Western Michigan University

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Library of Congress Cataloging-in-Publication Records Northouse, Peter Man.

Leadershop : theory and practice/Peter Northouse, Western Michigan University.—Seventh Model.

pages cm Entails bibliographical references and index.

ISBN 978-1-4833-1753-3 (pbk. : alk. paper)

1. Leadership. 2. Leadership—Case experiences. I. Title.

HM1261.N67 2015 303.3c4—dc23 2014044695 This book is printed on acid-free paper.

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Brief Contents

Preface xvii

1. Introduction 1 2. Trait Advance 19 3. Abilities Advance 43 4. Behavioral Advance 71 5. Situational Advance 93 6. Route–Purpose Theory 115 7. Chief–Member Trade Theory 137 8. Transformational Leadership 161 9. Reliable Leadership 195 10. Servant Leadership 225 11. Adaptive Leadership 257 12. Psychodynamic Advance 295 13. Leadership Ethics 329 14. Team Leadership 363 15. Gender and Leadership 397 16. Culture and Leadership 427

Creator Index 467 Topic index 477 About the Creator 491 About the Contributors 493

Detailed Contents

Preface xvii

1. Introduction 1 Leadership Outlined 2

Ways of Conceptualizing Leadership 5 Definition and Diagram 6

Leadership Described 7 Trait Versus Process Leadership 7 Assigned Versus Emergent Leadership 8 Leadership and Strength 10 Leadership and Coercion 12 Leadership and Administration 13

Conception of the Guide 15 Abstract 16 References 17

2. Trait Advance 19 Description 19

Intelligence 23 Self-Self belief 24 Decision 24 Integrity 25 Sociability 26 5-Factor Persona Mannequin and Leadership 26 Emotional Intelligence 27

How Does the Trait Advance Work? 29 Strengths 30 Criticisms 30

Utility 32 Case Experiences 32

Case 2.1 Deciding on a Original Director of Research 33 Case 2.2 A Grand Turnaround 34 Case 2.3 Recruiting for the Bank 36

Leadership Instrument 37 Leadership Trait Questionnaire (LTQ) 38

Abstract 40 References 41

3. Abilities Advance 43 Description 43

Three-Skill Advance 44 Technical Skill 44 Human Skill 44 Conceptual Skill forty five Abstract of the Three-Skill Advance 46

Abilities Mannequin 47 Competencies Forty eight Particular person Attributes 52 Leadership Outcomes Fifty three Profession Experiences 54 Environmental Influences 55 Abstract of the Abilities Mannequin 56

How Does the Abilities Advance Work? 56 Strengths 57 Criticisms 58 Utility 59 Case Experiences 60

Case 3.1 A Strained Research Team 60 Case 3.2 A Shift for Lieutenant Colonel Adams 62 Case 3.3 Andy’s Recipe 64

Leadership Instrument 66 Abilities Inventory 67

Abstract 69 References 70

4. Behavioral Advance 71 Description 71

The Ohio Allege Experiences 72 The University of Michigan Experiences 73 Blake and Mouton’s Managerial (Leadership) Grid 74

Authority–Compliance (9,1) 75

Country-Membership Administration (1,9) 75 Impoverished Administration (1,1) 75 Middle-of-the-Avenue Administration (5,5) 76 Team Administration (9,9) 77

Paternalism/Maternalism 77 Opportunism 77

How Does the Behavioral Advance Work? 78 Strengths 80 Criticisms 81 Utility 81 Case Experiences 82

Case 4.1 A Drill Sergeant at First 83 Case 4.2 Eating Lunch Standing Up 84 Case 4.3 We Are Family 85

Leadership Instrument 87 Leadership Habits Questionnaire 88

Abstract 90 References 91

5. Situational Advance 93 Description 93

Leadership Styles 94 Growth Ranges 96

How Does the Situational Advance Work? 97 Strengths 98 Criticisms ninety 9 Utility 102 Case Experiences 103

Case 5.1 Marathon Runners at Various Ranges 103 Case 5.2 Why Aren’t They Listening? 105 Case 5.3 Getting the Message Across 107

Leadership Instrument 108 Situational Leadership£�Questionnaire: Pattern Items 109

Abstract 112 References 113

6. Route–Purpose Theory 115 Description 115

Chief Behaviors 117 Directive Leadership 117 Supportive Leadership 117 Participative Leadership 118 Achievement-Oriented Leadership 118

Follower Traits 118 Activity Traits 119

How Does Route–Purpose Theory Work? 120 Strengths 122 Criticisms 123 Utility 124 Case Experiences 125

Case 6.1 Three Shifts, Three Supervisors 126 Case 6.2 Direction for Some, Strengthen for Others 128 Case 6.3 Playing within the Orchestra 129

Leadership Instrument 132 Route–Purpose Leadership Questionnaire 133

Abstract 135 References 136

7. Chief–Member Trade Theory 137 Description 137

Early Experiences 137 Later Experiences 140 Leadership Making 142

How Does LMX Theory Work? 144 Strengths 145 Criticisms 146 Utility 148 Case Experiences 149

Case 7.1 His Team Gets the Ideal Assignments 150 Case 7.2 Working Laborious at Being Gorgeous 151 Case 7.3 Taking on Extra Responsibilities 152

Leadership Instrument 154 LMX 7 Questionnaire 155

Abstract 157 References 158

8. Transformational Leadership 161 Description 161

Transformational Leadership Outlined 162 Transformational Leadership and Charisma 164 A Mannequin of Transformational Leadership 166

Transformational Leadership Components 167 Transactional Leadership Components 171 Nonleadership Factor 172

Various Transformational Views 172 Bennis and Nanus 172 Kouzes and Posner 174

How Does the Transformational Advance Work? 175 Strengths 176 Criticisms 178 Utility 180 Case Experiences 181

Case 8.1 The Vision Failed 181 Case 8.2 An Exploration in Leadership 183 Case 8.3 Her Vision of a Mannequin Research Middle 185

Leadership Instrument 187 Abstract 190 References 191

9. Reliable Leadership 195 Description 195

Reliable Leadership Outlined 196 Approaches to Reliable Leadership 197

Hasty-witted Advance 197 Theoretical Advance 200

How Does Reliable Leadership Work? 205 Strengths 206 Criticisms 207 Functions 208 Case Experiences 209

Case 9.1 Am I In actuality a Chief? 210 Case 9.2 A Chief Below Fireplace 212 Case 9.3 The Reluctant First Girl 214

Leadership Instrument 217 Reliable Leadership Self-Assessment Questionnaire 218

Abstract 220 References 221

10. Servant Leadership 225 Description 225

Servant Leadership Outlined 226 Historic Basis of Servant Leadership 226 Ten Traits of a Servant Chief 227 Building a Theory About Servant Leadership 229

Mannequin of Servant Leadership 231 Antecedent Prerequisites 231 Servant Chief Behaviors 233 Outcomes 236 Abstract of the Mannequin of Servant Leadership 238

How Does Servant Leadership Work? 238 Strengths 239

Criticisms 240 Utility 241 Case Experiences 242

Case 10.1 All people Loves Mrs. Noble 243 Case 10.2 Doctor to the Unfortunate 244 Case 10.3 Servant Leadership Takes Flight 247

Leadership Instrument 249 Servant Leadership Questionnaire 250

Abstract 253 References 254

11. Adaptive Leadership 257 Description 257

Adaptive Leadership Outlined 258 A Mannequin of Adaptive Leadership 260

Situational Challenges 261 Chief Behaviors 263 Adaptive Work 273

How Does Adaptive Leadership Work? 274 Strengths 275 Criticisms 276 Utility 277 Case Experiences 279

Case 11.1 Silence, Stigma, and Mental Sickness 279

Case 11.2 Taming Bacchus 281 Case 11.3 Redskins No More 283

Leadership Instrument 286 Adaptive Leadership Questionnaire 287

Abstract 292 References 293

12. Psychodynamic Advance 295 Manfred F. R. Kets de Vries and Alicia Cheak Description 295 The Clinical Paradigm 296 History of the Psychodynamic Advance 297 Key Ideas and Dynamics Someday of the

Psychodynamic Advance 301 1. Level of curiosity on the Interior Theatre 301 2. Level of curiosity on the Chief-Follower

Relationships 302 3. Level of curiosity on the Shadow Facet of Leadership 305

How Does the Psychodynamic Advance Work? 305 Strengths 306

Criticisms 307 Utility 308

Neighborhood Coaching 309 Case Experiences 313

Case 12.1 Dealing With Passive-Aggressives 313 Case 12.2 The Fear of Success 314 Case 12.3 Helping a Bipolar Chief 315

Leadership Instrument 317 The Leadership Archetype

Questionnaire (Abridged Model) 318 Abstract 324 References 324

13. Leadership Ethics 329 Description 329

Ethics Outlined 330 Level 1. Preconventional Morality 331 Level 2. Passe Morality 332 Level 3. Postconventional Morality 332

Ethical Theories 333 Centrality of Ethics to Leadership 336 Heifetz’s Perspective on Ethical Leadership 337 Burns’s Perspective on Ethical Leadership 338 The Darkish Facet of Leadership 339 Ideas of Ethical Leadership 341

Ethical Leaders Recognize Others 341 Ethical Leaders Advantage Others 342 Ethical Leaders Are Precise 344 Ethical Leaders Are Simply 345 Ethical Leaders Compose Neighborhood 346

Strengths 347 Criticisms 348 Utility 349 Case Experiences 349

Case 13.1 Deciding on a Research Assistant 350 Case 13.2 How Safe Is Safe? 351 Case 13.3 Reexamining a Proposal 352

Leadership Instrument 355 Perceived Chief Integrity Scale (PLIS) 356

Abstract 359 References 360

14. Team Leadership 363 Susan E. Kogler Hill Description 363

Team Leadership Mannequin 366 Team Effectiveness 367 Leadership Choices 372 Leadership Actions 377

How Does the Team Leadership Mannequin Work? 381 Strengths 382 Criticisms 383 Utility 384 Case Experiences 385

Case 14.1 Can This Virtual Team Work? 385 Case 14.2 They Dominated the Conversation 386 Case 14.3 Starts With a Bang, Ends With a Whimper 387

Leadership Instrument 389 Team Excellence and Collaborative

Team Chief Questionnaire 391 Abstract 393 References 393

15. Gender and Leadership 397 Crystal L. Hoyt and Stefanie Simon Description 397

The Glass Ceiling Grew to turn out to be Labyrinth 398 Evidence of the Leadership Labyrinth 398 Working out the Labyrinth 399

Gender Differences in Leadership Styles and Effectiveness 401

Navigating the Labyrinth 406 Strengths 409 Criticisms 410 Utility 411 Case Experiences 411

Case 15.1 The “Glass Ceiling” 412 Case 15.2 Lack of Inclusion and Credibility 413 Case 15.3 Being pregnant as a Barrier to Job Location 414

Leadership Instrument 415 The Gender–Chief Implicit Association Check 416

Abstract 419 References 420

16. Culture and Leadership 427 Description 427

Culture Outlined 428 Related Ideas 428

Ethnocentrism 428 Prejudice 429

Dimensions of Culture 430 Uncertainty Avoidance 431 Strength Distance 432 Institutional Collectivism 432 In-Neighborhood Collectivism 432 Gender Egalitarianism 433 Assertiveness 433 Future Orientation 433 Efficiency Orientation 434 Humane Orientation 434

Clusters of World Cultures 434 Traits of Clusters 436

Anglo 437 Confucian Asia 437 Jap Europe 437 Germanic Europe 437 Latin The US 438 Latin Europe 438 Middle East 438 Nordic Europe 439 Southern Asia 439 Sub-Saharan Africa 439

Leadership Habits and Culture Clusters 439 Jap Europe Leadership Profile 441 Latin The US Leadership Profile 441 Latin Europe Leadership Profile 441 Confucian Asia Leadership Profile 443 Nordic Europe Leadership Profile 443 Anglo Leadership Profile 444 Sub-Saharan Africa Leadership Profile 445 Southern Asia Leadership Profile 445 Germanic Europe Leadership Profile 446 Middle East Leadership Profile 446

Universally Clean and Undesirable Leadership Attributes 448

Strengths 449 Criticisms 450 Utility 451 Case Experiences 452

Case 16.1 A No longer easy Place of work 452 Case 16.2 A Particular Kind of Financing 454 Case 16.3 Whose Hispanic Middle Is It? 456

Leadership Instrument 458 Dimensions of Culture Questionnaire 459

Abstract 464 References 465

Creator Index 467 Topic index 477 About the Creator 491 About the Contributors 493

xvii

Preface

This seventh version of Leadership: Theory and Practice is written with the goal of bridging the hole between the in most cases-simplistic neatly-liked approaches to leadership and the more abstract theoretical approaches. Admire the outdated editions, this version opinions and analyzes a particular selection of leadership theories, giving special attention to how every theoretical methodology also can additionally be applied in true-world organizations. In essence, my cause is to uncover how leadership theory can inform and affirm the capacity leadership is practiced.

NEW TO THIS EDITION

Original to this volume is a chapter on adaptive leadership, which examines the nature of adaptive leadership, its underpinnings, and the draw in which it in point of fact works. The chapter items a definition, a mannequin, and the most contemporary research and applica- tions of this rising methodology to leadership. To boot, the strengths and weaknesses of the adaptive leadership methodology are examined, and a ques- tionnaire to succor readers assess their very possess levels of adaptive leadership is supplied. Three case experiences illustrating adaptive leadership are presented at the cease of the chapter. This volume additionally items an fully unusual chapter on psychodynamic leader- ship written by a main expert within the field, Manfred F. R. Kets De Vries, and Alicia Cheak. Admire the opposite chapters, this chapter affords a theoreti- cal rationalization of psychodynamic leadership, functions, cases experiences, and an evaluation instrument. This version additionally comprises an expanded discussion of the darkish facet of leader- ship and psuedotransformational leadership and the unfavorable makes exercise of and abuses of leadership. Original research has been added at some stage within the book as

XVIII LEADERSHIP THEORY AND PRACTICE

neatly as many unusual case experiences and examples that succor college students practice leader- ship ideas to contemporary settings. This version retains many special capabilities from outdated editions however has been updated to consist of unusual research findings, figures and tables, and every- day functions for so much of leadership matters along side leader–member replace theory, transformational and legitimate leadership, crew leadership, the labyrinth of girls’s leadership, and historical definitions of leadership. The layout of this version parallels the layout used in earlier editions. As with outdated editions, the total goal of Leadership: Theory and Practice is to approach our knowing of the many varied approaches to leadership and ways to practice it more effectively.

SPECIAL FEATURES

Even supposing this text items and analyzes a super preference of leadership research, every try has been made to affirm the cloth in a transparent, concise, and enticing formulation. Reviewers of the book possess persistently commented that clarity is indisputably one of its fundamental strengths. To boot to the writing vogue, a entire lot of different capabilities of the book succor originate it user-pleasant.

x� Every chapter follows the same layout: It’s miles structured to consist of first theory after which practice.

x� Every chapter contains a discussion of the strengths and criticisms of the methodology underneath consideration, and assists the reader in determin- ing the relative merits of every methodology.

x� Every chapter comprises an software program half that discusses the prac- tical aspects of the methodology and the draw in which it is going to also very neatly be used in this day’s organizational settings.

x� Three case experiences are supplied in every chapter to illustrate current leadership points and dilemmas. Notion-frightening questions apply every case uncover about, serving to readers to account for the case.

x� A questionnaire is supplied in every of the chapters to succor the reader practice the methodology to his or her possess leadership vogue or environment.

x� Figures and tables illustrate the bellow of the speculation and originate the suggestions more well-known.

Through these special capabilities, every effort has been made to originate this text substantive, understandable, and purposeful.

Preface xix

AUDIENCE

This book affords both an in-depth presentation of leadership theory and a discussion of how it applies to true-existence instances. Thus, it is intended for undergraduate and graduate lessons in administration, leadership experiences, business, tutorial leadership, public administration, nursing and allied neatly being, social work, prison justice, industrial and organizational psychol- ogy, communication, religion, agricultural training, political and protection power science, and training and construction. It’s miles amazingly like minded as a supplementary text for core organizational habits programs or as an over- peep text inner MBA curricula. This book would additionally be worthwhile as a text in pupil activities, continuing training, in-carrier coaching, and other leadership-construction programs.

Trainer Instructing Position

SAGE edge for Instructors, a password-stable teacher resource space, supports teaching by making it easy to integrate quality bellow and originate a affluent discovering out environment for varsity students. The test banks, which possess been expanded for this version, consist of more than one-preference and trusty/false questions to examine comprehension, to boot to essay questions that inquire of faculty students to practice the cloth. An electronic test monetary institution, like minded with PCs and Macs through Diploma instrument, is additionally available. Chapter-explicit resources consist of PowerPoint slides, uncover about and discussion questions, instructed exer- cises, corpulent-text journal articles, and video and audio hyperlinks. Fashioned resources consist of route-lengthy tasks, sample syllabi, film resources, and case notes. Printable PDF variations of the questionnaires from the text are integrated for instructors to print and distribute for classroom exercise. A route cartridge comprises sources found on the Trainer Instructing Position and the Student See Position, to boot to a bonus quiz for every chapter within the book—all in a straightforward-to- add package. Chase to edge.sagepub.com/northouse7e to accumulate entry to the com- panion space.

Student See Position

SAGE edge for Students affords a custom-made methodology to succor college students perform their coursework targets in a straightforward-to-exercise discovering out environment. Mobile-pleasant eFlashcards and practice quizzes give a rob to knowing of key terms and ideas and enable for independent evaluation by college students of their mastery obviously cloth. A custom-made on-line action notion comprises

XX LEADERSHIP THEORY AND PRACTICE

guidelines and suggestions on development during the route and materials, which lets in college students to individualize their discovering out skills. Discovering out objec- tives, multimedia hyperlinks, discussion questions, and SAGE journal articles succor college students uncover about and toughen the supreme cloth. Students can toddle to edge.sagepub.com/northouse7e to accumulate entry to the gap.

Media Icons

Icons acting on the bottom of the page will affirm you to on-line media equivalent to videos, audio hyperlinks, journal articles, and reference articles that cor- acknowledge with key chapter ideas. Discuss to the Student See Position at edge. sagepub.com/northouse7e to accumulate entry to this media.

ICONS

Northouse on Leadership

Reference Article

Video

Audio

SAGE Journal Article

xxi

Acknowledgments

Many of us straight or indirectly contributed to the construction of the seventh version of Leadership: Theory and Practice. First, I would desire to acknowledge my editor, Maggie Stanley, and her talented crew at SAGE Publications (Nicole, Abbie, MaryAnn, Liz, Katie, and Lauren) who possess contributed vastly to the usual of this version and ensured its suc- cess. For his or her very succesful work at some stage within the production section, I would take care of to thank copy editor Melinda Masson, and senior mission editor Libby Lar- son. In her possess queer capacity, every of these of us made treasured contribu- tions to the seventh version. For entire opinions of the seventh version, I would desire to thank the following reviewers:

Meera Alagaraja, University of Louisville Mel Albin, Excelsior College Thomas Batsching, Reutlingen University Cheryl Beeler, Angelo Allege University Model D. Bowman, Methodist University Dianne Burns, University of Manchester Eric Buschlen, Central Michigan University Steven Bryant, Drury University Daniel Calhoun, Georgia Southern University David Conrad, Augsburg College Joyce Cousins, Royal College of Surgeons in Eire

XXII LEADERSHIP THEORY AND PRACTICE

Denise Danna, LSUHSC College of Nursing S. Todd Deal, Georgia Southern University Caroline S. Fulmer, University of Alabama Greig A. Gjerdalen, Capilano University Andrew Gonzales, University of California, Irvine Carl Holschen, Missouri Baptist University Kiran Ismail, St. John’s University Irma Jones, University of Texas at Brownsville Michele D. Kegley, University of Cincinnati, Blue Ash College David Lees, University of Derby David S. McClain, University of Hawaii at Manoa Carol McMillan, Original College University Richard Milter, Johns Hopkins University Christopher Neck, Arizona Allege University–Tempe Keeok Park, University of La Verne Richard Parkman, University of Plymouth Chaminda S. Prelis, University of Dubuque Casey Rae, George Fox University Noel Ronan, Waterford Institute of Skills Louis Rubino, California Allege University, Northridge Shadia Sachedina, Baruch College (College of Public Affairs) Harriet L. Schwartz, Carlow University Kelli Good ample. Smith, University of Nebraska-Lincoln David Swenson, The College of St. Scholastica Danny L. Talbot, Washington Allege University Robert L. Taylor, University of Louisville Precious Taylor-Clifton, Cambridge College John Tummons, University of Missouri

Acknowledgments xxiii

Kristi Tyran, Western Washington University Tamara Von George, Granite Allege College Natalie Walker, Seminole Allege College William Welch, Bowie Allege University David E. Williams, Texas Tech University Tony Wohlers, Cameron University Sharon A. Wulf, Worcester Polytechnic Institute College of Commercial Alec Zama, Broad See University Xia Zhao, California Allege University, Dominguez Hills

I would desire to thank, for his or her excellent work on the leadership profile instrument and the ancillaries, Isolde Anderson (Hope College), John Baker (Western Kentucky University), Renee Kosiarek (North Central College) and Lisa Burgoon (University of Illinois), and for his suggestions within the con- struction and scoring of the adaptive leadership questionnaire, Paul Yelsma (Western Michigan University). A special acknowledgment goes to Laurel Northouse for her insightful critiques and ongoing assist. To boot, I’m grateful to Marie Lee, for her excellent editing and guidance at some stage in this mission. For his or her opinions of and feedback on the adaptive leadership chapter, I’m indebted to Sarah Chace (Marian University), Carl Larson (University of Denver), and Chip Bailey (Duke University). Sooner or later, I would desire to thank the many undergraduate and graduate college students whom I in point of fact possess taught during the years. Their ongoing suggestions has helped account for my challenging about leadership and encouraged me to originate undeniable the purposeful implications of leadership theories.

SAGE became once fou nded in 1 9 6 5 by Sara Miller McCu ne to su pport the dissemination of u sable data by pu blishing innovative and high-qu ality research and teaching bellow. On the novel time, we pu blish more than 7 5 0 jou rnals, inclu ding those of more than 3 0 0 realized societies, more than 8 0 0 unusual books per yr, and a increasing vary of library produ cts inclu ding archives, data, case stu dies, reviews, conference highlights, and video. SAGE stays majority-owned by ou r fou nder, and after Sara’s lifetime will turn out to be owned by a charitable tru st that secu res ou r continu ed independence.

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1 Introduction

Leadership is a highly sought-after and highly valued commodity. Within the 15 years since the first version of this book became once published, the general public

has turn out to be more and more captivated by the postulate of leadership. Folk con- tinue to inquire of themselves and others what makes perfect leaders. As people, they gaze more data on turn out to be effective leaders. In consequence, book place shelves are stuffed with neatly-liked books about leaders and recommendation on be a leader. Many of us imagine that leadership is a capacity to fortify their private, social, and professional lives. Corporations gaze those with leadership ability on epic of they imagine they devise special sources to their organizations and, within the smash, fortify the bottom line. Tutorial institu- tions at some stage within the country possess spoke back by offering programs in leadership experiences. To boot, leadership has received the attention of researchers worldwide. A review of the scholarly experiences on leadership presentations that there might be a massive variety of quite so much of theoretical approaches to veil the complexities of the leader- ship job (e.g., Bass, 1990; Bryman, 1992; Bryman, Collinson, Grint, Jack- son, & Uhl-Bien, 2011; Day & Antonakis, 2012; Gardner, 1990; Hickman, 2009; Mumford, 2006; Rost, 1991). Some researchers conceptualize leader- ship as a trait or as a habits, whereas others peep leadership from an infor- mation-processing point of view or relational standpoint. Leadership has been studied the exercise of both qualitative and quantitative solutions in many contexts, along side small teams, therapeutic teams, and orderly organizations. Collec- tively, the research findings on leadership from all of these areas present a record of a job that is some distance more refined and complicated than the in most cases- simplistic peep presented in one of the well-known neatly-liked books on leadership. This book treats leadership as a complicated job having more than one dimensions. In step with the research literature, this text affords an in-depth description

Leadership Outlined Operate of Leadership

2 LEADERSHIP THEORY AND PRACTICE

and software program of