The Leadership Experience 7th Edition by Richard Daft ISBN 133710227X 978-1337102278

Acknowledgments

Part 1. Introduction to Leadership

Chapter 1. What Does It Mean to Be a Leader?

1-1. Why We Need Leadership

1-1a. Defining Leadership

1-1b. Everyday Leadership

1-2. The New Reality for Leaders

1-2a. From Stabilizer to Change Manager

1-2b. From Controller to Facilitator

1-2c. From Competitor to Collaborator

1-2d. From Diversity Avoider to Diversity Promoter

1-2e. From Hero to Humble

1-3. How Leadership Differs from Management

1-3a. Providing Direction

1-3b. Aligning Followers

1-3c. Building Relationships

1-3d. Developing Personal Leadership Qualities

1-3e. Creating Outcomes

1-4. Evolving Theories of Leadership

1-4a. Historical Overview of Major Approaches

1-4b. A Model of Leadership Evolution

1-5. Leadership can be Learned

1-5a. Leader Fatal Flaws

1-5b. Leader Good Behaviors

1-6. Mastering the Art and Science of Leadership

1-7. Organization of this Book

Leadership Essentials

Discussion Questions

Leadership at Work

Leadership Development: Cases for Analysis

Part 2. Research Perspectives on Leadership

Chapter 2. Traits, Behaviors, and Relationships

2-1. The Trait Approach

2-1a. Optimism and Self-Confidence

2-1b. Honesty and Integrity

2-1c. Drive

2-2. Know Your Strengths

2-2a. What Are Strengths?

2-2b. Matching Strengths with Roles

2-3. Behavior Approaches

2-3a. Autocratic versus Democratic Behaviors

2-3b. Ohio State Studies

2-3c. University of Michigan Studies

2-3d. The Leadership Grid

2-3e. Theories of a “High-High” Leader

2-4. Individualized Leadership

2-4a. Vertical Dyad Linkage Model

2-4b. Leader–Member Exchange

2-4c. Partnership Building

2-5. Entrepreneurial Traits and Behaviors

Leadership Essentials

Discussion Questions

Leadership at Work

Leadership Development: Cases for Analysis

Chapter 3. Contingency Approaches to Leadership

3-1. The Contingency Approach

3-2. Hersey and Blanchard’s Situational Theory

3-2a. Leader Style

3-2b. Follower Readiness

3-3. Fiedler’s Contingency Model

3-3a. Leadership Style

3-3b. Situation

3-3c. Contingency Theory

3-4. Path–Goal Theory

3-4a. Leader Behavior

3-4b. Situational Contingencies

3-4c. Use of Rewards

3-5. The Vroom–Jago Contingency Model

3-5a. Leader Participation Styles

3-5b. Diagnostic Questions

3-5c. Selecting a Decision Style

3-6. Substitutes for Leadership

Leadership Essentials

Discussion Questions

Leadership at Work

Leadership Development: Cases for Analysis

Part 3. The Personal Side of Leadership

Chapter 4. The Leader as an Individual

4-1. The Secret Ingredient for Leadership Success

4-1a. The Importance of Self-Awareness

4-1b. Leader Blind Spots

4-2. Personality and Leadership

4-2a. A Model of Personality

4-2b. Personality Traits and Leader Behavior

4-3. Values and Attitudes

4-3a. Instrumental and End Values

4-3b. How Attitudes Affect Leadership

4-4. Social Perception and Attributions

4-4a. Perceptual Distortions

4-4b. Attributions

4-5. Cognitive Differences

4-5a. Patterns of Thinking and Brain Dominance

4-5b. Problem-Solving Styles: Jungian Types

4-6. Working with Different Personality Types

Leadership Essentials

Discussion Questions

Leadership at Work

Leadership Development: Cases for Analysis

Chapter 5. Leadership Mind and Emotion

5-1. Leading with Head and Heart

5-2. Mental Models

5-2a. Assumptions

5-2b. Changing or Expanding Mental Models

5-3. Developing a Leader’s Mind

5-3a. Independent Thinking

5-3b. Open-Mindedness

5-3c. Systems Thinking

5-3d. Personal Mastery

5-4. Emotional Intelligence

5-4a. What Are Emotions?

5-4b. Why Are Emotions Important?

5-4c. The Components of Emotional Intelligence

5-5. Leading with Love versus Leading with Fear

5-5a. Fear in Organizations

5-5b. Bringing Love to Work

5-5c. Why Followers Respond to Love

Leadership Essentials

Discussion Questions

Leadership at Work

Leadership Development: Cases for Analysis

Chapter 6. Courage and Moral Leadership

6-1. Moral Leadership Today

6-1a. The Ethical Climate in Business

6-1b. Leaders Set the Ethical Tone

6-2. Acting Like a Moral Leader

6-3. Becoming a Moral Leader

6-4. Servant Leadership

6-4a. Authoritarian Management

6-4b. Participative Management

6-4c. Stewardship

6-4d. The Servant Leader

6-5. Leading with Courage

6-5a. What Is Courage?

6-5b. How Does Courage Apply to Moral Leadership?

6-5c. Finding Personal Courage

Leadership Essentials

Discussion Questions

Leadership at Work

Leadership Development: Cases for Analysis

Chapter 7. Followership

7-1. The Art of Followership

7-1a. Learn to Manage Up as Well as Down

7-1b. Managing Up Presents Unique Challenges

7-2. What Your Leader Wants from You

7-3. Styles of Followership

7-4. Strategies for Managing Up

7-4a. Understand the Leader

7-4b. Tactics for Managing Up

7-5. The Power and Courage to Manage Up

7-5a. Sources of Power for Managing Up

7-5b. Necessary Courage to Manage Up

7-6. What Followers Want from Leaders

7-6a. Clarity of Direction

7-6b. Opportunities for Growth

7-6c. Frequent, Specific, and Immediate Feedback

7-6d. Protection from Organizational Intrusions

Leadership Essentials

Discussion Questions

Leadership at Work

Leadership Development: Cases for Analysis

Part 4. The Leader as a Relationship Builder

Chapter 8. Motivation and Empowerment

8-1. Leadership and Motivation

8-1a. Intrinsic and Extrinsic Rewards

8-1b. Positive and Negative Motives

8-2. Needs-Based Theories of Motivation

8-2a. Hierarchy of Needs Theory

8-2b. Two-Factor Theory

8-2c. Acquired Needs Theory

8-3. Other Motivation Theories

8-3a. Reinforcement Perspective on Motivation

8-3b. Expectancy Theory

8-3c. Equity Theory

8-4. Empowering People to Meet Higher Needs

8-4a. The Psychological Model of Empowerment

8-4b. Job Design for Empowerment

8-4c. Empowerment Applications

8-5. Giving Meaning to Work through Engagement

8-6. New Ideas for Motivation

8-6a. The Making Progress Principle

8-6b. Building a Thriving Workforce

Leadership Essentials

Discussion Questions

Leadership at Work

Leadership Development: Cases for Analysis

Chapter 9. Leadership Communication

9-1. How Leaders Communicate

9-1a. Management Communication

9-1b. The Leader as Communication Champion

9-2. Leading Strategic Conversations

9-2a. Creating an Open Communication Climate

9-2b. Asking Questions

9-2c. Listening

9-2d. Dialogue

9-2e. Communicating with Candor

9-2f. The Power of Stories

9-3. Communicating to Persuade and Influence

9-4. Selecting the Correct Communication Channel

9-4a. The Continuum of Channel Richness

9-4b. Effectively Using Electronic Communication Channels

9-5. Nonverbal Communication

9-6. Current Communication Challenges

9-6a. Leadership via Social Media

9-6b. Being Crisis-Ready

Leadership Essentials

Discussion Questions

Leadership at Work

Leadership Development: Cases for Analysis

Chapter 10. Leading Teams

10-1. The Value of Teams

10-1a. What Is a Team?

10-1b. Types of Teams

10-2. The Dilemma for Team Members

10-3. Leading a Team to High Performance

10-4. Team Processes

10-4a. How Teams Develop

10-4b. Team Cohesiveness

10-4c. Team Norms

10-5. What Team Members Must Contribute

10-5a. Essential Team Competencies

10-5b. Team Member Roles

10-6. Leading a Virtual Team

10-6a. Uses of Virtual Teams

10-6b. Challenges of Virtual Teams

10-7. Handling Team Conflict

10-7a. Types of Conflict

10-7b. Balancing Conflict and Cooperation

10-7c. Causes of Conflict

10-7d. Styles to Handle Conflict

10-7e. Negotiation

Leadership Essentials

Discussion Questions

Leadership at Work

Leadership Development: Cases for Analysis

Chapter 11. Developing Leadership Diversity

11-1. Leading People Who Aren’t Like You

11-2. Diversity Today

11-2a. Definition of Diversity

11-2b. Changing Attitudes toward Diversity

11-2c. The Value of Organizational Diversity

11-3. Challenges Minorities Face

11-3a. Prejudice, Stereotypes, and Discrimination

11-3b. The Glass Ceiling

11-4. Ways Women Lead

11-4a. Women as Leaders

11-4b. Is Leader Style Gender-Driven?

11-5. Global Diversity

11-5a. The Sociocultural Environment

11-5b. Social Value Systems

11-5c. Developing Cultural Intelligence

11-5d. Leadership Implications

11-6. Becoming an Inclusive Leader

11-7. Ways to Encourage the Advancement of Women and Minorities

11-7a. Employee Affinity Groups

11-7b. Minority Sponsorship

Leadership Essentials

Discussion Questions

Leadership at Work

Leadership Development: Cases for Analysis

Chapter 12. Leadership Power and Influence

12-1. Four Kinds of Influential Leadership

12-1a. Transformational Leadership

12-1b. Charismatic Leadership

12-1c. Coalitional Leadership

12-1d. Machiavellian-Style Leadership

12-2. Using Hard versus Soft Power

12-2a. Specific Types of Power

12-2b. Follower Responses to the Use of Power

12-3. Increasing Power through Political Activity

12-3a. Leader Frames of Reference

12-3b. Political Tactics for Asserting Leader Influence

12-4. Don’t Take Power Personally

Leadership Essentials

Discussion Questions

Leadership at Work

Leadership Development: Cases for Analysis

Part 5. The Leader as Social Architect

Chapter 13. Creating Vision and Strategic Direction

13-1. The Leader’s Job: Looking Forward

13-1a. Stimulating Vision and Action

13-1b. Strategic Leadership

13-2. Leadership Vision

13-2a. What Vision Does

13-2b. Common Themes of Vision

13-2c. Leader Steps to Creating a Vision

13-3. Mission

13-3a. What Mission Does

13-3b. A Framework for Noble Purpose

13-4. The Leader as Strategist-in-Chief

13-4a. How to Achieve the Vision

13-4b. How to Execute

Leadership Essentials

Discussion Questions

Leadership at Work

Leadership Development: Cases for Analysis

Chapter 14. Shaping Culture and Values

14-1. Organizational Culture

14-1a. What Is Culture?

14-1b. Importance of Culture

14-2. Culture Strength, Responsiveness, and Performance

14-2a. Responsive Cultures

14-2b. The High-Performance Culture

14-3. Cultural Leadership

14-3a. Ceremonies

14-3b. Stories

14-3c. Symbols

14-3d. Specialized Language

14-3e. Selection and Socialization

14-3f. Daily Actions

14-4. The Competing Values Approach to Shaping Culture

14-4a. Adaptability Culture

14-4b. Achievement Culture

14-4c. Involvement Culture

14-4d. Consistency Culture

14-5. Ethical Values in Organizations

14-6. Values-Based Leadership

14-6a. Personal Values

14-6b. Spiritual Values

Leadership Essentials

Discussion Questions

Leadership at Work

Leadership Development: Cases for Analysis

Chapter 15. Leading Change

15-1. Leadership Means Leading Change

15-1a. Resistance Is Real

15-1b. The Leader as Change Agent

15-2. A Framework for Change

15-3. Using Appreciative Inquiry

15-3a. Applying Appreciative Inquiry on a Large Scale

15-3b. Applying Appreciative Inquiry Every Day

15-4. Leading Creativity for Change

15-4a. Instilling Creative Values

15-4b. Leading Creative People

15-5. Implementing Change

15-5a. Helping People Change

15-5b. The Keys That Help People Change

Leadership Essentials

Discussion Questions

Leadership at Work

Leadership Development: Cases for Analysis