What are the strengths of the leadership theory mentioned? What

LEADERSHIP Seventh Model

To Laurel, Lisa, Madison, Scott, and Kallie

LEADERSHIP Belief and Practice x Seventh Model

PETER G.NORTHOUSE Western Michigan College

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Library of Congress Cataloging-in-E-newsletter Facts Northouse, Peter Guy.

Leadershop : thought and say/Peter Northouse, Western Michigan College.—Seventh Model.

pages cm Involves bibliographical references and index.

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

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

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Transient Contents

Preface xvii

1. Introduction 1 2. Trait Procedure 19 3. Skills Procedure 43 4. Behavioral Procedure 71 5. Situational Procedure 93 6. Path–Contrivance Belief 115 7. Leader–Member Change Belief 137 8. Transformational Leadership 161 9. Legitimate Leadership 195 10. Servant Leadership 225 11. Adaptive Leadership 257 12. Psychodynamic Procedure 295 13. Leadership Ethics 329 14. Crew Leadership 363 15. Gender and Leadership 397 16. Custom and Leadership 427

Author Index 467 Arena index 477 In regards to the Author 491 In regards to the Contributors 493

Detailed Contents

Preface xvii

1. Introduction 1 Leadership Outlined 2

Ways of Conceptualizing Leadership 5 Definition and Ingredients 6

Leadership Described 7 Trait Versus Direction of Leadership 7 Assigned Versus Emergent Leadership 8 Leadership and Energy 10 Leadership and Coercion 12 Leadership and Administration 13

Opinion of the E-book 15 Summary 16 References 17

2. Trait Procedure 19 Description 19

Intelligence 23 Self-Confidence 24 Determination 24 Integrity 25 Sociability 26 Five-Issue Personality Mannequin and Leadership 26 Emotional Intelligence 27

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

Application 32 Case Research 32

Case 2.1 Picking a Unique Director of Research 33 Case 2.2 A Outstanding Turnaround 34 Case 2.3 Recruiting for the Financial institution 36

Leadership Instrument 37 Leadership Trait Questionnaire (LTQ) 38

Summary 40 References 41

3. Skills Procedure 43 Description 43

Three-Skill Procedure 44 Technical Skill 44 Human Skill 44 Conceptual Skill 45 Summary of the Three-Skill Procedure 46

Skills Mannequin 47 Competencies forty eight Particular person Attributes 52 Leadership Outcomes Fifty three Occupation Experiences 54 Environmental Influences 55 Summary of the Skills Mannequin 56

How Does the Skills Procedure Work? 56 Strengths 57 Criticisms 58 Application 59 Case Research 60

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

Leadership Instrument 66 Skills Stock 67

Summary 69 References 70

4. Behavioral Procedure 71 Description 71

The Ohio Converse Research 72 The College of Michigan Research 73 Blake and Mouton’s Managerial (Leadership) Grid 74

Authority–Compliance (9,1) 75

Nation-Membership Administration (1,9) 75 Impoverished Administration (1,1) 75 Middle-of-the-Road Administration (5,5) 76 Crew Administration (9,9) 77

Paternalism/Maternalism 77 Opportunism 77

How Does the Behavioral Procedure Work? 78 Strengths 80 Criticisms 81 Application 81 Case Research 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

Summary 90 References 91

5. Situational Procedure 93 Description 93

Leadership Kinds 94 Model Ranges 96

How Does the Situational Procedure Work? 97 Strengths 98 Criticisms ninety 9 Application 102 Case Research 103

Case 5.1 Marathon Runners at Different Ranges 103 Case 5.2 Why Aren’t They Listening? 105 Case 5.3 Getting the Message All the procedure in which thru 107

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

Summary 112 References 113

6. Path–Contrivance Belief 115 Description 115

Leader Behaviors 117 Directive Leadership 117 Supportive Leadership 117 Participative Leadership 118 Fulfillment-Oriented Leadership 118

Follower Traits 118 Assignment Traits 119

How Does Path–Contrivance Belief Work? 120 Strengths 122 Criticisms 123 Application 124 Case Research 125

Case 6.1 Three Shifts, Three Supervisors 126 Case 6.2 Direction for Some, Enhance for Others 128 Case 6.3 Taking part in in the Orchestra 129

Leadership Instrument 132 Path–Contrivance Leadership Questionnaire 133

Summary 135 References 136

7. Leader–Member Change Belief 137 Description 137

Early Research 137 Later Research 140 Leadership Making 142

How Does LMX Belief Work? 144 Strengths 145 Criticisms 146 Application 148 Case Research 149

Case 7.1 His Crew Will get the Easiest Assignments 150 Case 7.2 Working No longer easy at Being Soft 151 Case 7.3 Taking on Extra Tasks 152

Leadership Instrument 154 LMX 7 Questionnaire 155

Summary 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 Factors 167 Transactional Leadership Factors 171 Nonleadership Issue 172

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

How Does the Transformational Procedure Work? 175 Strengths 176 Criticisms 178 Application 180 Case Research 181

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

Leadership Instrument 187 Summary 190 References 191

9. Legitimate Leadership 195 Description 195

Legitimate Leadership Outlined 196 Approaches to Legitimate Leadership 197

Shiny Procedure 197 Theoretical Procedure 200

How Does Legitimate Leadership Work? 205 Strengths 206 Criticisms 207 Functions 208 Case Research 209

Case 9.1 Am I Indisputably a Leader? 210 Case 9.2 A Leader Underneath Fire 212 Case 9.3 The Reluctant First Lady 214

Leadership Instrument 217 Legitimate Leadership Self-Review Questionnaire 218

Summary 220 References 221

10. Servant Leadership 225 Description 225

Servant Leadership Outlined 226 Historical Foundation of Servant Leadership 226 Ten Traits of a Servant Leader 227 Constructing a Belief About Servant Leadership 229

Mannequin of Servant Leadership 231 Antecedent Cases 231 Servant Leader Behaviors 233 Outcomes 236 Summary of the Mannequin of Servant Leadership 238

How Does Servant Leadership Work? 238 Strengths 239

Criticisms 240 Application 241 Case Research 242

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

Leadership Instrument 249 Servant Leadership Questionnaire 250

Summary 253 References 254

11. Adaptive Leadership 257 Description 257

Adaptive Leadership Outlined 258 A Mannequin of Adaptive Leadership 260

Situational Challenges 261 Leader Behaviors 263 Adaptive Work 273

How Does Adaptive Leadership Work? 274 Strengths 275 Criticisms 276 Application 277 Case Research 279

Case 11.1 Silence, Stigma, and Psychological Sickness 279

Case 11.2 Taming Bacchus 281 Case 11.3 Redskins No Extra 283

Leadership Instrument 286 Adaptive Leadership Questionnaire 287

Summary 292 References 293

12. Psychodynamic Procedure 295 Manfred F. R. Kets de Vries and Alicia Cheak Description 295 The Clinical Paradigm 296 Historical previous of the Psychodynamic Procedure 297 Key Concepts and Dynamics Interior the

Psychodynamic Procedure 301 1. Focal point on the Interior Theatre 301 2. Focal point on the Leader-Follower

Relationships 302 3. Focal point on the Shadow Side of Leadership 305

How Does the Psychodynamic Procedure Work? 305 Strengths 306

Criticisms 307 Application 308

Team Instructing 309 Case Research 313

Case 12.1 Dealing With Passive-Aggressives 313 Case 12.2 The Apprehension of Success 314 Case 12.3 Serving to a Bipolar Leader 315

Leadership Instrument 317 The Leadership Archetype

Questionnaire (Abridged Model) 318 Summary 324 References 324

13. Leadership Ethics 329 Description 329

Ethics Outlined 330 Stage 1. Preconventional Morality 331 Stage 2. Mature Morality 332 Stage 3. Postconventional Morality 332

Ethical Theories 333 Centrality of Ethics to Leadership 336 Heifetz’s Standpoint on Ethical Leadership 337 Burns’s Standpoint on Ethical Leadership 338 The Unlit Side of Leadership 339 Concepts of Ethical Leadership 341

Ethical Leaders Admire Others 341 Ethical Leaders Aid Others 342 Ethical Leaders Are Appropriate 344 Ethical Leaders Are Real 345 Ethical Leaders Invent Community 346

Strengths 347 Criticisms 348 Application 349 Case Research 349

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

Leadership Instrument 355 Perceived Leader Integrity Scale (PLIS) 356

Summary 359 References 360

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

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

How Does the Crew Leadership Mannequin Work? 381 Strengths 382 Criticisms 383 Application 384 Case Research 385

Case 14.1 Can This Digital Crew Work? 385 Case 14.2 They Dominated the Dialog 386 Case 14.3 Starts With a Bang, Ends With a Whimper 387

Leadership Instrument 389 Crew Excellence and Collaborative

Crew Leader Questionnaire 391 Summary 393 References 393

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

The Glass Ceiling Modified into Labyrinth 398 Proof of the Leadership Labyrinth 398 Conception the Labyrinth 399

Gender Variations in Leadership Kinds and Effectiveness 401

Navigating the Labyrinth 406 Strengths 409 Criticisms 410 Application 411 Case Research 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 Station 414

Leadership Instrument 415 The Gender–Leader Implicit Association Test 416

Summary 419 References 420

16. Custom and Leadership 427 Description 427

Custom Outlined 428 Connected Concepts 428

Ethnocentrism 428 Prejudice 429

Dimensions of Custom 430 Uncertainty Avoidance 431 Energy Distance 432 Institutional Collectivism 432 In-Team 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 United States 438 Latin Europe 438 Middle East 438 Nordic Europe 439 Southern Asia 439 Sub-Saharan Africa 439

Leadership Habits and Custom Clusters 439 Jap Europe Leadership Profile 441 Latin The United States 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 Dapper and Undesirable Leadership Attributes 448

Strengths 449 Criticisms 450 Application 451 Case Research 452

Case 16.1 A Irritating Place of job 452 Case 16.2 A Particular Form of Financing 454 Case 16.3 Whose Hispanic Middle Is It? 456

Leadership Instrument 458 Dimensions of Custom Questionnaire 459

Summary 464 References 465

Author Index 467 Arena index 477 In regards to the Author 491 In regards to the Contributors 493

xvii

Preface

This seventh edition of Leadership: Belief and Practice is written with the intention of bridging the hole between the most continuously-simplistic trendy approaches to leadership and the extra abstract theoretical approaches. Just like the old editions, this edition opinions and analyzes a selected series of leadership theories, giving special attention to how each theoretical formula would possibly perhaps also be applied in true-world organizations. In essence, my reason is to explore how leadership thought can uncover and notify the methodology leadership is practiced.

NEW TO THIS EDITION

Unique to this volume is a chapter on adaptive leadership, which examines the nature of adaptive leadership, its underpinnings, and how it works. The chapter offers a definition, a model, and the most popular research and applica- tions of this emerging formula to leadership. Besides to, the strengths and weaknesses of the adaptive leadership formula are examined, and a ques- tionnaire to support readers assess their possess phases of adaptive leadership is provided. Three case research illustrating adaptive leadership are offered at the discontinuance of the chapter. This volume moreover offers an fully original chapter on psychodynamic chief- ship written by a number one knowledgeable in the topic, Manfred F. R. Kets De Vries, and Alicia Cheak. Just like the other chapters, this chapter provides a theoreti- cal clarification of psychodynamic leadership, capabilities, cases research, and an evaluate instrument. This edition moreover includes an expanded dialogue of the dark side of chief- ship and psuedotransformational leadership and the adverse uses and abuses of leadership. Unique research has been added for the duration of the guide as

XVIII LEADERSHIP THEORY AND PRACTICE

successfully as many original case research and examples that support college students apply chief- ship ideas to novel settings. This edition retains many special components from old editions however has been up to this point to encompass original research findings, figures and tables, and each- day capabilities for many leadership issues including chief–member switch thought, transformational and legit leadership, crew leadership, the labyrinth of women’s leadership, and historical definitions of leadership. The format of this edition parallels the format frail in earlier editions. As with old editions, the final intention of Leadership: Belief and Practice is to come our realizing of the many a host of approaches to leadership and ways to say it extra successfully.

SPECIAL FEATURES

Even supposing this newsletter offers and analyzes a enormous series of leadership research, every strive has been made to most accepted the topic materials in a clear, concise, and enticing formula. Reviewers of the guide hold repeatedly commented that clarity is one among its most important strengths. Besides to to the writing model, several other components of the guide support possess it user-pleasant.

x� Every chapter follows the the same format: It is structured to encompass first thought and then say.

x� Every chapter contains a dialogue of the strengths and criticisms of the formula under consideration, and assists the reader in determin- ing the relative deserves of each formula.

x� Every chapter includes an utility part that discusses the prac- tical components of the formula and how it’ll be frail in at the current time’s organizational settings.

x� Three case research are provided in each chapter as an instance traditional leadership points and dilemmas. Belief-upsetting questions say each case gaze, serving to readers to define the case.

x� A questionnaire is provided in each of the chapters to support the reader apply the formula to his or her possess leadership model or surroundings.

x� Figures and tables illustrate the drawl of the speculation and possess the suggestions extra important.

Thru these special components, every effort has been made to possess this newsletter substantive, understandable, and keen.

Preface xix

AUDIENCE

This guide provides each an in-depth presentation of leadership thought and a dialogue of how it applies to true-life eventualities. Thus, it is miles meant for undergraduate and graduate classes in administration, leadership research, enterprise, tutorial leadership, public administration, nursing and allied successfully being, social work, criminal justice, industrial and organizational psychol- ogy, conversation, religion, agricultural education, political and militia science, and training and development. This will most seemingly be very successfully suited as a supplementary textual drawl for core organizational conduct programs or as an over- explore textual drawl internal MBA curricula. This guide would moreover be helpful as a textual drawl in scholar activities, continuing education, in-carrier coaching, and other leadership-development programs.

Trainer Instructing Region

SAGE edge for Instructors, a password-safe instructor resource arrangement, supports instructing by making it easy to integrate quality drawl and get a successfully to place studying environment for faculty students. The take a look at banks, which hold been expanded for this edition, encompass a few-replacement and factual/erroneous questions to take a look at comprehension, as successfully as essay questions that quiz college students to apply the topic materials. An digital take a look at bank, relish minded with PCs and Macs thru Diploma instrument, is moreover on hand. Chapter-allege sources encompass PowerPoint slides, gaze and dialogue questions, steered exer- cises, fat-textual drawl journal articles, and video and audio hyperlinks. General sources encompass course-long initiatives, pattern syllabi, movie sources, and case notes. Printable PDF variations of the questionnaires from the textual drawl are integrated for instructors to print and distribute for faculty room use. A course cartridge includes property came across on the Trainer Instructing Region and the Student Survey Region, as successfully as a bonus quiz for every chapter in the guide—all in a straightforward-to- upload equipment. Drag to edge.sagepub.com/northouse7e to access the com- panion arrangement.

Student Survey Region

SAGE edge for Students provides a personalized formula to support college students kind their coursework targets in a straightforward-to-use studying environment. Mobile-pleasant eFlashcards and say quizzes toughen realizing of key phrases and ideas and allow for self sustaining evaluate by college students of their mastery clearly topic topic. A personalized on-line action conception includes

XX LEADERSHIP THEORY AND PRACTICE

guidelines and solutions on growth thru the course and provides, which permits college students to individualize their studying skills. Studying objec- tives, multimedia hyperlinks, dialogue questions, and SAGE journal articles support college students gaze and enhance a actually remarkable topic topic. Students can lumber to edge.sagepub.com/northouse7e to access the station.

Media Icons

Icons appearing at the bottom of the web page will notify you to on-line media such as movies, audio hyperlinks, journal articles, and reference articles that cor- acknowledge with key chapter ideas. Consult with the Student Survey Region at edge. sagepub.com/northouse7e to access this media.

ICONS

Northouse on Leadership

Reference Article

Video

Audio

SAGE Journal Article

xxi

Acknowledgments

Many other folks straight or in a roundabout procedure contributed to the development of the seventh edition of Leadership: Belief and Practice. First, I’d desire to acknowledge my editor, Maggie Stanley, and her talented crew at SAGE Publications (Nicole, Abbie, MaryAnn, Liz, Katie, and Lauren) who hold contributed significantly to the standard of this edition and ensured its suc- cess. For their very succesful work in the midst of the manufacturing segment, I’d relish to thank copy editor Melinda Masson, and senior challenge editor Libby Lar- son. In her possess queer methodology, each of those of us made treasured contribu- tions to the seventh edition. For comprehensive opinions of the seventh edition, I’d desire to thank the following reviewers:

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

XXII LEADERSHIP THEORY AND PRACTICE

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

Acknowledgments xxiii

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

I’d desire to thank, for their distinctive work on the leadership profile tool and the ancillaries, Isolde Anderson (Hope College), John Baker (Western Kentucky College), Renee Kosiarek (North Central College) and Lisa Burgoon (College of Illinois), and for his solutions in the con- struction and scoring of the adaptive leadership questionnaire, Paul Yelsma (Western Michigan College). A varied acknowledgment goes to Laurel Northouse for her insightful critiques and ongoing enhance. Besides to, I am grateful to Marie Lee, for her distinctive improving and steering for the duration of this challenge. For their opinions of and feedback on the adaptive leadership chapter, I am indebted to Sarah Chace (Marian College), Carl Larson (College of Denver), and Chip Bailey (Duke College). Lastly, I’d desire to thank the many undergraduate and graduate college students whom I even hold taught thru the years. Their ongoing solutions has helped make clear my serious about leadership and encouraged me to possess easy the keen implications of leadership theories.

SAGE become once fou nded in 1 9 6 5 by Sara Miller McCu ne to su pport the dissemination of u sable knowledge by pu blishing modern and excessive-qu ality research and instructing drawl. This day, we pu blish extra than 7 5 0 jou rnals, inclu ding those of extra than 3 0 0 discovered societies, extra than 8 0 0 original books per year, and a increasing differ of library produ cts inclu ding archives, knowledge, case stu dies, experiences, conference highlights, and video. SAGE remains majority-owned by ou r fou nder, and after Sara’s lifetime will change into owned by a charitable tru st that secu res ou r continu ed independence.

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1 Introduction

Leadership is a extremely sought-after and extremely valued commodity. In the 15 years for the reason that first edition of this guide become once published, the public

has change into an increasing number of captivated by the theory that of leadership. Folks con- tinue to quiz themselves and others what makes true leaders. As other folks, they gaze extra knowledge on techniques to change into efficient leaders. As a result, guide place cupboards are crammed with trendy books about leaders and advice on techniques to be a chief. Many other folks take into account that leadership is a methodology to enhance their non-public, social, and reliable lives. Companies gaze those with leadership capability because they suspect about they elevate special property to their organizations and, in the halt, strengthen the bottom line. Tutorial institu- tions for the duration of the nation hold spoke back by providing programs in leadership research. Besides to, leadership has received the attention of researchers worldwide. A evaluate of the scholarly research on leadership presentations that there is a broad vary of assorted theoretical approaches to display veil the complexities of the chief- ship process (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 chief- ship as a trait or as a conduct, whereas others explore leadership from an infor- mation-processing perspective or relational standpoint. Leadership has been studied utilizing each qualitative and quantitative techniques in quite so a lot of contexts, including little teams, therapeutic teams, and sizable organizations. Collec- tively, the research findings on leadership from all of those areas present a image of a process that is remarkable extra refined and intricate than the most continuously- simplistic explore offered in among the trendy books on leadership. This guide treats leadership as a fancy process having a few dimensions. In step with the research literature, this newsletter provides an in-depth description

Leadership Outlined Role of Leadership

2 LEADERSHIP THEORY AND PRACTICE

and utility of