Description The New Boss Synopsis Sam Nolan was chief information officer at Century Medical, a l ...
Description The New Boss Synopsis Sam Nolan was chief information officer at Century Medical, a large medical products company. He had joined the company four years ago, and Century had made great progress integrating technology into its systems and processes. Nolan had developed trust with people throughout the company and showed them how technology could not only save money, but also support team-based work, encourage information sharing, and give people more control over their own jobs. A new boss, Tom Carr, arrived at Century and considered Nolan’s project, a Web-based job posting program, a waste of time and money. Carr had no understanding of why and how technology was being used. The vibrant and innovative human resources department Nolan’s team had imagined now seemed like nothing more than a pipe dream. Questions: Describe the two different mental models represented in this story. What are some of the assumptions that shape the mindset of Sam Nolan? Of Tom Carr? Do you think it is possible for Carr to shift to a new mental model? If you were Sam Nolan, what would you do? “What Should I Say?” Synopsis The sudden heart attack of his predecessor, Bill Andrews, propelled Russell Hart into a temporary top management assignment for Kresk International in the company’s new Middle East Division in Riyadh, Saudi Arabia. After six months, Russell went to Dallas to report at the semiannual board meeting. The board would determine if he or Bill Andrews would have the permanent assignment at the end of the year. Russell enjoyed the company’s top assignment and hoped to impress management at the meeting so that he would be named director of the Middle East Division. In Dallas, Russell has an impromptu chat with his assistant Christopher Dunn where he describes in depth the atrocious behavior of a colleague, Youssef Said. Russell has observed how Said’s behavior has made a few employees resign. He also mentions how Said loves to humiliate employees and how his total disregard for the opinion of others appalls Russell. Russell adds that Said has an inner circle or “family” whom he favors. He always seems to work deals and bend rules. Russell feels Youssef Said’s methods may not be in the best interest of the company. He wants the board to notice this and asks Christopher for advice because the board, at this point of time, seems to be impressed by Youssef Said. Questions: What do you think Russell Hart should include in his report about Youssef Said? Why? What would you do in his position? What amount or kind of courage will be required for Hart to disclose everything honestly? How would you advise Hart to acquire that courage? At which stage of Kohlberg’s moral development scale would you place Youssef Said, Russell Hart, and Bill Andrews? Why? 1 attachments Slide 1 of 1 attachment_1 attachment_1 UNFORMATTED ATTACHMENT PREVIEW The Leadership Experience SEVENTH EDITION RICHARD L. DAFT Owen Graduate School of Management Vanderbilt University With the assistance of Patricia G. Lane Australia • Brazil • Mexico • Singapore • United Kingdom • United States The Leadership Experience Seventh Edition Richard L. Daft With the assistance of Patricia G. Lane Vice President, General Manager, Social Science & Qualitative Business: Erin Joyner Product Director: Jason Fremder Product Manager: Mike Roche Content Developer: Jamie Mack Product Assistant: Allie Janneck Marketing Director: Kristen Hurd ª 2018, 2015 Cengage Learning¤ ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be reproduced or distributed in any form or by any means, except as permitted by U.S. copyright law, without the prior written permission of the copyright owner. For product information and technology assistance, contact us at Cengage Learning Customer & Sales Support, 1-800-354-9706 For permission to use material from this text or product, submit all requests online at www.cengage.com/permissions Further permissions questions can be emailed to permissionrequest@cengage.com Marketing Manager: Emily Horowitz Marketing Coordinator: Casey Binder Library of Congress Control Number: 2016940679 Art and Cover Direction, Production Management, and Composition: Cenveo Publisher Services ISBN-13: 978-1-337-10227-8 Intellectual Property Analyst: Diane Garrity Project Manager: Sarah Shainwald Manufacturing Planner: Ron Montgomery Cover Image(s): Moment/Getty Images; blackzheep/Shutterstock.com Interior design credits: Design Pics/The Irish Image Collection/Getty Images; Steve Weinrebe/Photographer’s Choice RF/Getty Images; Bastar/Vetta/Getty Images; Vinimay Kaul/EyeEm/Getty Images; Matic Stojs/ ShutterStock.com Cengage Learning 20 Channel Center Street Boston, MA 02210 USA Cengage Learning is a leading provider of customized learning solutions with employees residing in nearly 40 different countries and sales in more than 125 countries around the world. Find your local representative at www.cengage.com. Cengage Learning products are represented in Canada by Nelson Education, Ltd. To learn more about Cengage Learning Solutions, visit www.cengage.com Purchase any of our products at your local college store or at our preferred online store www.cengagebrain.com Printed in Canada Print Number: 01 Print Year: 2016 To the spiritual leaders who shaped my growth and development as a leader and as a human being. BRIEF CONTENTS PART 1: INTRODUCTION TO LEADERSHIP 1 1. What Does It Mean to Be a Leader? 2 PART 2: RESEARCH PERSPECTIVES ON LEADERSHIP 33 2. Traits, Behaviors, and Relationships 34 3. Contingency Approaches to Leadership 64 PART 3: THE PERSONAL SIDE OF LEADERSHIP 4. 5. 6. 7. The Leader as an Individual 98 Leadership Mind and Emotion 134 Courage and Moral Leadership 166 Followership 196 PART 4: THE LEADER AS A RELATIONSHIP BUILDER 8. 9. 10. 11. 12. 225 Motivation and Empowerment 226 Leadership Communication 260 Leading Teams 292 Developing Leadership Diversity 326 Leadership Power and In?uence 360 PART 5: THE LEADER AS SOCIAL ARCHITECT 13. Creating Vision and Strategic Direction 394 14. Shaping Culture and Values 428 15. Leading Change 462 Name Index 494 Index of Organizations 498 Subject Index 502 iv 97 393 CONTENTS PART 1: INTRODUCTION TO LEADERSHIP Chapter 1: What Does It Mean to Be a Leader? 1.1 Why We Need Leadership 2 Leader’s Self-Insight 1.2 1.5 Leadership Can Be Learned 1.2 The New Reality for Leaders 1.5a Leader Fatal Flaws 8 Leader’s Self-Insight 1.3 1.2a From Stabilizer to Change Manager 9 1.2b From Controller to Facilitator 9 1.2c From Competitor to Collaborator 10 In the Lead 11 1.2e From Hero to Humble In the Lead 22 12 Leadership Essentials 26 Discussion Questions 27 Leadership at Work 1.3 How Leadership Differs from Management 14 1.3a Providing Direction 14 1.3b Aligning Followers 15 1.3c Building Relationships 16 1.3d Developing Personal Leadership Qualities 1.3e Creating Outcomes 16 27 Leadership Development: Cases for analysis Sales Engineering Division The Marshall Plan 16 References Chapter 2: Traits, Behaviors, and Relationships 38 Leader’s Self-Insight 2.1 40 38 37 29 29 29 30 2.1c Drive In the Lead 36 2.1a Optimism and Self-Confidence 2.1b Honesty and Integrity 34 24 24 27 Leadership Right–Wrong PART 2: RESEARCH PERSPECTIVES ON LEADERSHIP Leader’s Bookshelf 23 23 1.7 Organization of This Book 13 2.1 The Trait Approach 21 1.6 Mastering the Art and Science of Leadership 12 18 21 1.5b Leader Good Behaviors 1.2d From Diversity Avoider to Diversity Promoter 11 Consider This! 17 1.4a Historical Overview of Major Approaches 1.4b A Model of Leadership Evolution 19 7 Leader’s Self-Insight 1.1 17 1.4 Evolving Theories of Leadership 4 1.1a Defining Leadership 5 1.1b Everyday Leadership 6 Leader’s Bookshelf 1 33 40 40 2.2 Know Your Strengths 41 2.2a What Are Strengths? 41 2.2b Matching Strengths with Roles 2.3 Behavior Approaches 42 43 v vi CONTENTS 2.3a Autocratic versus Democratic Behaviors Consider This! In the Lead 43 44 45 Leader’s Self-Insight 2.2 46 48 In the Lead 50 Leader’s Self-Insight 2.3 52 In the Lead 56 Discussion Questions 57 55 In the Lead 58 60 Leadership Essentials 91 Discussion Questions 92 Leadership at Work 3.1 The Contingency Approach 66 90 92 Task versus Relationship Role Play Alvis Corporation 69 69 70 References 94 95 PART 3: THE PERSONAL SIDE OF LEADERSHIP 4.1 The Secret Ingredient for Leadership Success 4.2 Personality and Leadership In the Lead 102 102 Leader’s Self-Insight 4.1 Leader’s Bookshelf 100 100 In the Lead 107 Leader’s Self-Insight 4.2 4.3 Values and Attitudes 106 103 102 108 109 4.3a Instrumental and End Values Leader’s Self-Insight 4.3 4.2a A Model of Personality 97 4.2b Personality Traits and Leader Behavior 98 4.1a The Importance of Self-Awareness 4.1b Leader Blind Spots 101 93 93 An Impossible Dream? 3.2 Hersey and Blanchard’s Situational Theory Chapter 4: The Leader as an Individual 92 Leadership Development: Cases for Analysis 67 Leader’s Self-Insight 3.1 3.2a Leader Style 64 88 89 Leader’s Self-Insight 3.3 58 Chapter 3: Contingency Approaches to Leadership 81 87 3.6 Substitutes for Leadership 61 Leader’s Bookshelf 80 3.5a Leader Participation Styles 82 3.5b Diagnostic Questions 83 3.5c Selecting a Decision Style 83 58 Transition to Leadership 80 3.4c Use of Rewards In the Lead Consolidated Products 79 3.5 The Vroom–Jago Contingency Model Leadership Development: Cases for Analysis References 79 Consider This! 58 Your Ideal Leader Traits 77 3.4b Situational Contingencies 55 2.5 Entrepreneurial Traits and Behaviors Leadership Essentials 77 3.4a Leader Behavior 2.4a Vertical Dyad Linkage Model 53 2.4b Leader–Member Exchange 54 2.4c Partnership Building 54 Leadership at Work 75 3.4 Path–Goal Theory 50 2.3e Theories of a ‘‘High-High’’ Leader 73 3.3a Leadership Style 73 3.3b Situation 74 3.3c Contingency Theory 75 47 2.4 Individualized Leadership 73 3.3 Fiedler’s Contingency Model 47 2.3c University of Michigan Studies 2.3d The Leadership Grid 49 In the Lead 71 72 Leader’s Self-Insight 3.2 2.3b Ohio State Studies In the Lead 3.2b Follower Readiness In the Lead In the Lead 109 110 111 4.3b How Attitudes Affect Leadership 112 106 CONTENTS vii Consider This! 5.5 Leading with Love versus Leading with Fear 112 4.4 Social Perception and Attributions 4.4a Perceptual Distortions 4.4b Attributions 115 In the Lead 114 Leader’s Self-Insight 5.3 114 5.5a Fear in Organizations In the Lead 116 Consider This! 4.5a Patterns of Thinking and Brain Dominance 117 Leader’s Self-Insight 4.4 118 4.6 Working with Different Personality Types Leadership Essentials 126 Discussion Questions 127 Leadership at Work 127 Past and Future 127 120 122 123 158 Discussion Questions 159 Mentors 160 163 6.1 Moral Leadership Today Leader’s Bookshelf 130 In the Lead Chapter 5: Leadership Mind and Emotion 5.1 Leading with Head and Heart 134 6.3 Becoming a Moral Leader 5.2a Assumptions 138 5.2b Changing or Expanding Mental Models 139 5.3 Developing a Leader’s Mind 5.3a Independent Thinking Leader’s Bookshelf 140 140 141 142 5.4 Emotional Intelligence 5.4a What Are Emotions? 146 5.4b Why Are Emotions Important? 5.4c The Components of Emotional Intelligence 149 152 Leader’s Self-Insight 5.2 153 179 6.5a What Is Courage? Consider This! 146 In the Lead 147 174 6.4a Authoritarian Management 176 6.4b Participative Management 177 6.4c Stewardship 177 6.4d The Servant Leader 178 180 6.5 Leading with Courage 144 145 173 176 Leader’s Self-Insight 6.2 143 5.3c Systems Thinking 5.3d Personal Mastery In the Lead 138 6.4 Servant Leadership In the Lead 5.3b Open-Mindedness Leader’s Self-Insight 5.1 172 6.2 Acting Like a Moral Leader 136 169 170 Leader’s Self-Insight 6.1 136 168 169 6.1b Leaders Set the Ethical Tone 131 166 168 6.1a The Ethical Climate in Business Environmental Designs International In the Lead 162 Chapter 6: Courage and Moral Leadership 128 128 5.2 Mental Models 160 160 The USS Florida References 158 160 Leadership Development: Cases for Analysis The New Boss Leadership Development: Cases for Analysis References Leadership Essentials Leadership at Work 4.5b Problem-Solving Styles: Jungian Types Leader’s Self-Insight 4.5 156 157 5.5c Why Followers Respond to Love 119 A Nice Manager 155 155 5.5b Bringing Love to Work 116 4.5 Cognitive Differences In the Lead 154 180 181 181 182 Leader’s Self-Insight 6.3 184 6.5b How Does Courage Apply to Moral Leadership? 184 6.5c Finding Personal Courage 185 In the Lead 186 Leadership Essentials 187 153 viii CONTENTS Discussion Questions Leadership at Work Scary Person Leader’s Bookshelf 188 189 In the Lead 7.5 The Power and Courage to Manage Up 189 Leadership Development: Cases for Analysis ‘‘What Should I Say?’’ 189 189 191 196 7.1 The Art of Followership 198 7.1a Learn to Manage Up as Well as Down 199 7.1b Managing Up Presents Unique Challenges 199 In the Lead 7.3 Styles of Followership Leader’s Self-Insight 7.1 Consider This! 213 200 201 203 Leader’s Self-Insight 7.3 Leadership Essentials 218 Discussion Questions 218 Leadership at Work 204 Follower Role Play 205 217 219 219 Leadership Development: Cases for Analysis 7.4 Strategies for Managing Up 205 Waiting for Clearance 7.4a Understand the Leader 205 7.4b Tactics for Managing Up 206 Leader’s Self-Insight 7.2 Jake’s Pet Land References 207 Chapter 8: Motivation and Empowerment 8.1 Leadership and Motivation 221 222 228 In the Lead 232 8.2a Hierarchy of Needs Theory 8.2b Two-Factor Theory 234 In the Lead Leader’s Self-Insight 8.1 Consider This! 232 237 238 Leadership Essentials 251 Discussion Questions 252 Leadership at Work 252 Leadership Development: Cases for Analysis 243 250 250 252 Should, Need, Like, Love 242 8.4 Empowering People to Meet Higher Needs 250 8.6a The Making Progress Principle 8.6b Building a Thriving Workforce 237 238 Leader’s Self-Insight 8.2 249 8.6 New Ideas for Motivation 236 8.3a Reinforcement Perspective on Motivation 8.3b Expectancy Theory 240 8.3c Equity Theory 241 248 8.5 Giving Meaning to Work through Engagement 248 233 In the Lead 8.3 Other Motivation Theories 246 Leader’s Self-Insight 8.3 235 8.2c Acquired Needs Theory 225 8.4a The Psychological Model of Empowerment 244 8.4b Job Design for Empowerment 244 8.4c Empowerment Applications 246 226 8.1a Intrinsic and Extrinsic Rewards 229 8.1b Positive and Negative Motives 230 8.2 Needs-Based Theories of Motivation 220 220 PART 4: THE LEADER AS A RELATIONSHIP BUILDER Leader’s Bookshelf 213 7.6a Clarity of Direction 214 7.6b Opportunities for Growth 214 7.6c Frequent, Specific, and Immediate Feedback 216 7.6d Protection from Organizational Intrusions 217 199 7.2 What Your Leader Wants from You In the Lead In the Lead 7.6 What Followers Want from Leaders 192 Chapter 7: Followership 210 7.5a Sources of Power for Managing Up 210 7.5b Necessary Courage to Manage Up 211 The Boy, the Girl, the Ferryboat Captain, and the Hermits References 209 209 Commissions for Charlotte 254 254 CONTENTS Sun Spots References ix 255 256 Chapter 9: Leadership Communication 9.1 How Leaders Communicate Leader’s Self-Insight 9.1 In the Lead 264 In the Lead 305 10.5a Essential Team Competencies 272 Leader’s Self-Insight 10.2 273 10.6 Leading a Virtual Team 274 In the Lead 275 275 277 278 9.4b Effectively Using Electronic Communication Channels 279 9.5 Nonverbal Communication 281 9.6a Leadership via Social Media 9.6b Being Crisis-Ready 282 281 281 Leader’s Self-Insight 10.3 Leadership Essentials 317 Discussion Questions 317 Team Feedback 283 Discussion Questions 284 Listen Like a Professional Decision Time References The Superintendent’s Directive 286 312 315 316 318 318 319 319 Devereaux-Dering Group 285 Leadership Development: Cases for Analysis 287 311 Leadership Development: Cases for Analysis 285 310 10.7a Types of Conflict 312 10.7b Balancing Conflict and Cooperation 10.7c Causes of Conflict 313 10.7d Styles to Handle Conflict 313 Leadership at Work 283 308 309 10.7e Negotiation 9.6 Current Communication Challenges 307 10.6a Uses of Virtual Teams 309 10.6b Challenges of Virtual Teams 10.7 Handling Team Conflict 9.4a The Continuum of Channel Richness 306 306 307 10.5b Team Member Roles 9.4 Selecting the Correct Communication Channel 276 288 304 10.5 What Team Members Must Contribute 9.3 Communicating to Persuade and Influence References 301 10.4c Team Norms 273 Leadership Essentials 300 10.4a How Teams Develop 302 10.4b Team Cohesiveness 303 270 9.2f The Power of Stories Leader’s Bookshelf 298 299 301 10.4 Team Processes Leader’s Self-Insight 9.3 Hunter-Worth 297 Leader’s Bookshelf 266 9.2d Dialogue 270 9.2e Communicating with Candor Leadership at Work 295 10.3 Leading a Team to High Performance 265 Leader’s Self-Insight 9.2 In the Lead 295 Leader’s Self-Insight 10.1 9.2a Creating an Open Communication Climate 267 9.2b Asking Questions 267 9.2c Listening 268 In the Lead 294 10.2 The Dilemma for Team Members 266 In the Lead 294 10.1b Types of Teams 263 9.2 Leading Strategic Conversations In the Lead 10.1 The Value of Teams Consider This! 262 9.1b The Leader as Communication Champion 264 Consider This! 292 10.1a What Is a Team? 260 9.1a Management Communication Chapter 10: Leading Teams 320 322 286 Chapter 11: Developing Leadership Diversity 326 11.1 Leading People Who Aren’t Like You 328 Leader’s Self-Insight 11.1 329 x CONTENTS 11.2 Diversity Today 329 The Trouble with Bangles 11.2a Definition of Diversity 329 11.2b Changing Attitudes toward Diversity In the Lead References 330 331 11.2c The Value of Organizational Diversity 11.3 Challenges Minorities Face 331 332 Leader’s Bookshelf In the Lead 337 In the Lead 341 12.3a Leader Frames of Reference 377 12.3b Political Tactics for Asserting Leader Influence 378 346 Leader’s Self-Insight 12.3 11.7 Ways to Encourage the Advancement of Women and Minorities 349 11.7a Employee Affinity Groups 349 11.7b Minority Sponsorship 350 351 Discussion Questions 352 In the Lead 379 382 12.4 Don’t Take Power Personally Leadership Essentials 384 Discussion Questions 385 Leadership at Work 386 Leadership Development: Cases for Analysis 352 The Suarez Effect 353 387 Waite Pharmaceuticals 353 References 13.1 The Leader’s Job: Looking Forward 13.1a Stimulating Vision and Action 396 396 394 388 390 PART 5: THE LEADER AS SOCIAL ARCHITECT Chapter 13: Creating Vision and Strategic Direction Consider This! 393 397 13.1b Strategic Leadership In the Lead 382 386 Circle of In?uence 352 Leadership Development: Cases for Analysis True to Myself 376 12.3 Increasing Power through Political Activity 344 347 Personal Diversity 374 Consider This! 342 11.5b Social Value Systems 343 11.5c Developing Cultural Intelligence 11.5d Leadership Implications 345 Leadership Essentials 371 372 12.2b Follower Responses to the Use of Power 375 341 11.5a The Sociocultural Environment Leadership at Work 371 12.2a Specific Types of Power 340 11.6 Becoming an Inclusive Leader 370 12.2 Using Hard versus Soft Power 340 368 369 Leader’s Self-Insight 12.2 In the Lead Leader’s Self-Insight 11.3 365 12.1d Machiavellian-Style Leadership 338 11.5 Global Diversity 364 366 Leader’s Bookshelf 11.4a Women as Leaders 339 11.4b Is Leader Style Gender-Driven? In the Lead 362 In the Lead 336 11.4 Ways Women Lead In the Lead 12.1 Four Kinds of Influential Leadership 12.1c Coalitional Leadership 334 337 Consider This! 360 Leader’s Self-Insight 12.1 333 11.3b The Glass Ceiling Chapter 12: Leadership Power and In?uence 12.1a Transformational Leadership 362 12.1b Charismatic Leadership 363 11.3a Prejudice, Stereotypes, and Discrimination 332 Leader’s Self-Insight 11.2 355 356 399 398 387 376 CONTENTS xi 13.2 Leadership Vision 400 Leader’s Self-Insight 13.1 13.2a What Vision Does Leader’s Self-Insight 13.2 14.3d Specialized Language 442 14.3e Selection and Socialization 442 14.3f Daily Actions 443 402 402 13.2b Common Themes of Vision In the Lead 404 Leader’s Self-Insight 14.2 406 13.2c Leader Steps to Creating a Vision 13.3 Mission 406 407 Leader’s Bookshelf 407 408 13.3b A Framework for Noble Purpose In the Lead 410 412 13.4 The Leader as Strategist-in-Chief 413 13.4a How to Achieve the Vision 13.4b How to Execute 415 In the Lead 413 Leader’s Self-Insight 13.3 14.4b Achievement Culture 446 14.4c Involvement Culture 447 14.4d Consistency Culture 447 14.5 Ethical Values in Organizations In the Lead Leadership Essentials 419 Discussion Questions 420 Leadership at Work 420 Future Thinking 420 14.6b Spiritual Values The New Museum 453 Discussion Questions 454 Walk the Talk Chapter 14: Shaping Culture and Values 14.1 Organizational Culture 14.1a What Is Culture? 428 430 432 433 436 440 14.3a Ceremonies 441 14.3b Stories 441 14.3c Symbols 441 464 465 466 466 15.2 A Framework for Change 15.3 Using Appreciative Inquiry 437 Leader’s Self-Insight 15.2 In the Lead 439 462 467 469 15.3a Applying Appreciative Inquiry on a Large Scale 469 435 14.2b The High-Performance Culture 14.3 Cultural Leadership Chapter 15: Leading Change In the Lead 434 Leader’s Self-Insight 14.1 457 458 Leader’s Self-Insight 15.1 14.2 Culture Strength, Responsiveness, and Performance 435 In the Lead 456 15.1a Resistance Is Real 464 15.1b The Leader as Change Agent 431 14.2a Responsive Cultures 456 15.1 Leadership Means Leading Change 430 14.1b Importance of Culture Consider This! 454 5 Star and Amtech References In the Lead 450 451 454 Culture Clash 423 425 Leader’s Bookshelf 449 Leadership Development: Cases for Analysis 422 The Visionary Leader Leadership Essentials Leadership at Work 422 449 449 Leader’s Self-Insight 14.3 Leadership Development: Cases for Analysis 448 448 14.6 Values-Based Leadership 14.6a Personal Values 416 446 446 In the Lead 415 445 14.4a Adaptability Culture In the Lead 13.3a What Mission Does References 14.4 The Competing Values Approach to Shaping Culture 443 404 470 472 15.3b Applying Appreciative Inquiry Every Day 472 Leader’s Bookshelf 473 15.4 Leading Creativity for Change 473 xii CONTENTS 15.4a Instilling Creative Values 474 15.4b Leading Creative People 475 Leader’s Self-Insight 15.3 15.5 Implementing Change Consider This! 487 Leadership Development: Cases for Analysis 481 ‘‘From This Point On. . .’’ 481 488 Riverside Pediatric Associates References 491 483 Name Index 484 487 Organizational Change Role Play 477 15.5a Helping People Change 482 15.5b The Keys That Help People Change In the Lead Leadership at Work 494 Leadership Essentials 486 Index of Organizations Discussion Questions 486 Subject Index 502 498 489 488 ABOUT THE AUTHOR Richard L. Daft, Ph.D., is the Brownlee O. Currey, Jr., Professor of Management and Principal Senior Lecturer in the Owen Graduate School of Management at Vanderbilt University. Professor Daft specializes in the study of leadership and organization theory. Dr. Daft is a Fellow of the Academy of Management and has served on the editorial boards of Academy of Management Journal, Administrative Science Quarterly, and Journal of Management Education. He also served as the associate dean at the Owen School, was the associate editor-in-chief of Organization Science, and served for three years as associate editor of Administrative Science Quarterly. Professor Daft has authored or coauthored 14 books. His latest books include The Executive and the Elephant: A Leader’s Guide to Building Inner Excellence (Jossey-Bass, 2010) and Building Management Skills: An Action First Approach (with Dorothy Marcic, Cengage/Southwest, 2014). He is also the author of Organization Theory and Design (Cengage/Southwest, 2016), Management (Cengage/ Southwest, 2018), and Fusion Leadership: Unlocking the Subtle Forces That Change People and Organizations (with Robert Lengel, Berrett-Koehler, 2000). He has also authored dozens of scholarly articles, papers, and chapters. His work has been published in Organizational Dynamics, Administrative Science Quarterly, Academy of Management Journal, Academy of Management Review, Strategic Management Journal, Journal of Management, Accounting Organizations and Society, Management Science, MIS Quarterly, California Management Review, Leadership Excellence, Leader to Leader, and Organizational Behavior Teaching Review. Dr. Daft also is an active teacher and consultant. He has taught leadership, leading change, management, organizational theory, and organizational behavior. He has also produced for-profit theatrical productions and helped manage a start-up enterprise. He has been involved in management development and consulting for many companies and government organizations, including the National Academy of Science, Oak Ridge National Laboratory, American Banking Association, AutoZone, Aegis Technology, Bell Canada, Aluminum Bahrain (Alba), Bridgestone, TVA, Cardinal Healthcare, Pratt & Whitney, Allstate Insurance, State Farm Insurance, the United States Air Force, the U.S. Army, Central Parking System, USAA, Bristol-Myers Squibb, Eli Lilly, Vulcan Materials, and the Vanderbilt University Medical Center. xiii PREFACE Many leaders have recently had their assumptions challenged about how organizations succeed. Leaders are struggling to make sense of the shifting environment and to learn how to lead the people in their companies effectively and successfully in the midst of turmoil. The crisis in the housing, mortgage, and finance industries and resulting recession; volatile oil prices; ethical scandals; political turmoil; and other events have dramatically shifted the organizational and economic landscape. This edition of The Leadership Experience addresses themes and issues that are directly relevant to the current turbulent environment. My vision for the seventh edition is to give students an exciting, applied, and comprehensive view of what leadership is like in today’s world. The Leadership Experience integrates recent ideas and applications with established scholarly research in a way that makes the topic of leadership come alive. Organizations are undergoing major changes, and this textbook addresses the qualities and skills leaders need in this rapidly evolving world. Recent chaotic events, combined with factors such as a growing need for creativity and innovation in organizations, the rise of social media, the growth of e-business and mobile commerce, the use of virtual teams and telecommuting, globalization, the growing problem of cybercrime, and other ongoing transformations place new demands on leaders that go far beyond the topics traditionally taught in courses on management or organizational behavior. My experiences teaching leadership to students and managers, and working with leaders to change their organizations, have affirmed for me the value of traditional leadership concepts while highlighting the importance of including new ideas and applications. The Leadership Experience thoroughly covers the history of leadership studies and the traditional theories but goes beyond that to incorporate valuable ideas such as leadership vision, shaping culture and values, leadership courage, and the importance of moral leadership. The book expands the treatment of leadership to capture the excitement of the subject in a way that motivates students and challenges them to develop their leadership potential. NEW TO THE SEVENTH EDITION A primary focus for revising The Leadership Experience, seventh edition, has been to relate leadership concepts and theories to real events in today’s turbulent environment. Each chapter has been revised and updated to bring in current issues and events that leaders are facing. Topics and application examples that have been added or expanded in the seventh edition include: xiv PREFACE • • • • • • • • • • • developing a global mindset leading with humility leadership courage as a skill the influence of emotions on performance the importance of self-awareness for leadership entrepreneurial leadership overcoming bias in the workplace candid communication how leaders use social media leadership coaching balancing conflict and cooperation xv • • • • • • • • • agile leadership fostering a thriving workforce team competencies how to confront others during conflict diversity of thought co-creating a vision building a high-performance culture through values and results the mental transition required for people to change behavior using a positive emotional attractor Some of the new examples of leaders and leadership within organizations that show practical applications of key concepts include: • • • • • • • • • • • • • • • • Pope Francis Mickey Drexler, J. Crew Warren Buffett, Berkshire Hathaway Satya Nadella, Microsoft Laura Smith, Yola Nancy Dubec, A&E Networks Angela Ahrendts, Apple Coach Ron Rivera, Carolina Panthers Chade-Meng Tan, Google Kip Tindell, Container Store Gen. Stanley McChrystal, U. S. Army Rich Gee, Rich Gee Group Dan Price, Gravity Payments Grant Reid, Mars Inc Zingerman’s Honda Engine Plant • • • • • • • • • • • • • • • • Seattle Seahawks Earl’s Restaurants Mattel Toys Chris Rufer, Morning Star Golden State Warriors Vivek Gupta, Zensar Technologies Inga Beale, Lloyd’s of London Intel HealthFitness Norman Seabrook, Riker’s Island Dick Costolo, Twitter BNSF Railway Rui Sousa, Ronnie McKnight,Tom Camp, UPS Natarajan Chandrasekaran, Tata Consultancy Marvin Ellison, J. C. Penney Jon Fairest, Sanofi Canada The Leadership Experience continues to offer students great opportunities for self-assessment and leadership development. An important aspect of learning to be a leader involves looking inward for greater self-understanding, and the seventh edition provides many opportunities for this type of reflection. Each chapter includes multiple questionnaires or exercises that enable students to learn about their own leadership beliefs, values, competencies, and skills. These exercises help students gauge their current standing and connect the chapter concepts and examples to ideas for expanding their own leadership abilities. A few of the self-assessment topics involve engagement, networking, ethical maturity, personality traits, leading diverse people, developing a personal vision, spiritual leadership, candor, leadership courage, optimism, and leading with love versus leading with fear. Self-assessments related to basic leadership abilities such as listening skills, emotional intelligence, motivating others, and using power and influence are also included. Additional selfassessments are available within MindTap. xvi PREFACE ORGANIZATION The organization of the book is based on first understanding basic ways in which leaders differ from managers, and the ways leaders set direction, seek alignment between organizations and followers, build relationships, and create change. Thus, the organization of this book is in five parts: 1. Introduction to Leadership 2. Research Perspectives on Leadership 3. The Personal Side of Leadership 4. The Leader as a Relationship Builder 5. The Leader as Social Architect The book integrates materials from both micro and macro approaches to leadership, from both academia and the real world, and from traditional ideas and recent thinking. DISTINGUISHING FEATURES This book has a number of special features that are designed to make the material accessible and valuable to students. In the Lead The Leadership Experience is loaded with new examples of leaders in both traditional and contemporary organizations. Each chapter opens with a reallife example that relates to the chapter content, and several additional examples are highlighted within each chapter. These examples are drawn from a wide variety of organizations including education, the military, government agencies, businesses, and nonprofit organizations. Consider This! Each chapter contains a Consider This box that is personal, compelling, and inspiring. This box may be a saying from a famous leader, or wisdom from the ages. These Consider This boxes provide novel and interesting material to expand the reader’s thinking about the leadership experience. Leader’s Bookshelf In this edition, six of the 15 chapters have new Leader’s Bookshelf reviews. A unique feature of The Leadership Experience is that each chapter includes a review of a recent book relevant to the chapter’s content. The Leader’s Bookshelf connects students to issues and topics being read and discussed in the worlds of academia, business, military, education, and nonprofit organizations. New Leader Action Memo This feature helps students apply the chapter concepts in their own lives and leadership activities and directs them to self-assessments related to various chapter topics. Leader’s Self-Insight These boxes provide self-assessments for learners and an opportunity to experience leadership issues in a personal way. These exercises take the form of questionnaires, scenarios, and activities. PREFACE Student Development Each chapter en
