Expert answer:Need management help with leadership in organizati
Answer & Explanation:For this last segment to your project, you will develop a leadership action plan. In 1-3 pages, you will describe the activities you will undertake over each of the following: next month, quarter, one year, and three years to improve and maximize your role as a leader. If you are currently in a formal leadership position(OFFICE MANGER), what will you do to get better at it? If you are currently in a formal non-leadership position, how will you seek opportunities to lead?Finally, to complete your course project, review and combine all previous project submissions, including your leadership action plan into one cohesive paper. You may have to include transitions to help the paper flow from one section to the next. Your final submission should include a ½ – 1 page summary reflecting on the knowledge you have gained from this self-assessment.paper should be 10 pages… APA STYLE Book information chapters 12, 13, and 15. LINK TO BOOK: 20151220060012leadership_in_organizations__8th_edition____yukl__gary_a_ (1).pdf PLEASE USE INFORMATION FROM ATTACH FILE ALSO ON:office manger.zip As you can see i completed 4 paper to help. Please make sure you understand and question please email. This part of a final 20151220060012leadership_in_organizations__8th_edition____yukl__gary_a___1_.pdf20151220060012leadership_in_organizations__8th_edition____yukl__gary_a___1_.pdf20151220060012leadership_in_organizations__8th_edition____yukl__gary_a___1_.pdf20151220060012leadership_in_organizations__8th_edition____yukl__gary_a___1_.pdf
20151220060012leadership_in_organizations__8th_edition____yukl__gary_a___1_.pdf
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Leadership in
Organizations
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Eighth Edition
Leadership in
Organizations
Gary Yukl
University of Albany
State University of New York
Boston Columbus Indianapolis New York San Francisco
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Text Font: 10/12 Minion
Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook
appear on the appropriate page within text.
Copyright © 2013, 2010, 2006, 2002, 1998 by Pearson Education, Inc., publishing as Prentice Hall. All rights
reserved. Manufactured in the United States of America. This publication is protected by Copyright, and
permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval
system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or
likewise. To obtain permission(s) to use material from this work, please submit a written request to Pearson
Education, Inc., Permissions Department, One Lake Street, Upper Saddle River, New Jersey 07458, or you may fax
your request to 201-236-3290.
Many of the designations by manufacturers and sellers to distinguish their products are claimed as trademarks.
Where those designations appear in this book, and the publisher was aware of a trademark claim, the designations
have been printed in initial caps or all caps.
Library of Congress Cataloging-in-Publication Data
Yukl, Gary A.
Leadership in organizations / Gary Yukl. — 8th ed.
p. cm.
Includes bibliographical references and index.
ISBN 978-0-13-277186-3
1. Leadership. 2. Decision making. 3. Organization. I. Title.
HD57.7.Y85 2013
303.3’4—dc23
2011046801
10 9 8 7 6 5 4 3 2 1
ISBN 10: 0-13-277186-1
ISBN 13: 978-0-13-277186-3
For her love and support this book is dedicated to Maureen.
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BRIEF CONTENTS
Preface xv
Chapter 1
Chapter 2
Chapter 3
Chapter 4
Chapter 5
Chapter 6
Chapter 7
Chapter 8
Chapter 9
Chapter 10
Chapter 11
Chapter 12
Chapter 13
Chapter 14
Chapter 15
Chapter 16
Introduction: The Nature of Leadership 1
Nature of Managerial Work 23
Effective Leadership Behavior 48
Leading Change and Innovation 76
Participative Leadership and Empowerment 105
Leadership Traits and Skills 135
Contingency Theories and Adaptive Leadership 162
Power and Influence Tactics 185
Dyadic Relations and Followers 221
Leadership in Teams and Decision Groups 247
Strategic Leadership in Organizations 276
Charismatic and Transformational Leadership 309
Ethical, Servant, Spiritual, and Authentic Leadership 340
Cross-cultural Leadership and Diversity 360
Developing Leadership Skills 381
Overview and Integration 404
References 424
Author Index 483
Subject Index 499
vii
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TABLE OF CONTENTS
Preface
xv
Chapter 1 INTRODUCTION: THE NATURE OF LEADERSHIP 1
Definitions of Leadership 2
Indicators of Leadership Effectiveness 8
Major Perspectives in Leadership Theory and Research 10
Level of Conceptualization for Leadership Theories 14
Other Bases for Comparing Leadership Theories 18
Organization of the Book 20
Summary 20
Review and Discussion Questions 21
Chapter 2 NATURE OF MANAGERIAL WORK 23
Activity Patterns for Managers 24
Decision Making and Planning by Managers 26
Managerial Roles 29
Demands, Constraints, and Choices 31
Other Determinants of Managerial Work 34
Limitations of the Descriptive Research 39
Guidelines for Managers 40
Summary 44
Review and Discussion Questions 45
CASE: Acme Manufacturing Company 45
CHAPTER 3 EFFECTIVE LEADERSHIP BEHAVIOR 48
Ways for Describing Leadership Behavior 48
Major Types of Leadership Behavior 50
Methods for Studying the Effects of Leader Behavior 53
Effects of Task and Relations Behaviors 56
Planning Work Activities 58
Clarifying Roles and Objectives 59
Monitoring Operations and Performance 61
Supportive Leadership 63
Developing Subordinate Skills 65
ix
x
Table of Contents
Providing Praise and Recognition 68
Summary 71
Review and Discussion Questions 72
CASE: Consolidated Products 73
CASE: Air Force Supply Squadron 74
CHAPTER 4 LEADING CHANGE AND INNOVATION
76
Types of Change in Teams and Organizations 77
Change Processes 78
Reasons for Accepting or Rejecting Change 80
Implementing Change 81
Guidelines for Implementing Change 84
How Visions Influence Change 89
Collective Learning and Innovation 94
Guidelines for Enhancing Learning and Innovation 98
Summary 101
Review and Discussion Questions 102
CASE: Ultimate Office Products 102
CHAPTER 5 PARTICIPATIVE LEADERSHIP AND EMPOWERMENT 105
Nature of Participative Leadership 106
Research on Effects of Participative Leadership 109
Normative Decision Model 111
Guidelines for Participative Leadership 115
Delegation 118
Guidelines for Delegating 122
Perceived Empowerment 126
Empowerment Programs 128
Summary 130
Review and Discussion Questions 131
CASE: Echo Electronics 132
CASE: Alvis Corporation 133
CHAPTER 6 LEADERSHIP TRAITS AND SKILLS 135
Introduction to the Trait Approach 135
Personality Traits and Effective Leadership 138
Table of Contents
Skills and Effective Leadership 148
Managerial Competencies 151
Situational Relevance of Skills 153
Evaluation of the Trait Approach 156
Guidelines for Managers 157
Summary 159
Review and Discussion Questions 159
CASE: National Products 160
CHAPTER 7 CONTINGENCY THEORIES AND ADAPTIVE
LEADERSHIP 162
General Description of Contingency Theories 163
Early Contingency Theories 164
Multiple-linkage Model 167
Conceptual Weaknesses in Contingency Theories 173
Research on Contingency Theories 174
Comparative Evaluation of Contingency Theories 175
Guidelines for Adaptive Leadership 177
Guidelines for Managing Immediate Crises 179
Summary 180
Review and Discussion Questions 181
CASE: Foreign Auto Shop 182
CHAPTER 8 POWER AND INFLUENCE TACTICS 185
Power and Influence Concepts 185
Power Sources 188
How Power Is Gained or Lost 193
Consequences of Power 195
Guidelines for Using Power 197
Proactive Influence Tactics 201
Effectiveness of Proactive Tactics 206
Guidelines for Specific Tactics 210
Power and Influence Behavior 215
Summary 216
Review and Discussion Questions 217
CASE: Restview Hospital 218
CASE: Sporting Goods Store 219
xi
xii
Table of Contents
CHAPTER 9 DYADIC RELATIONS AND FOLLOWERS 221
Leader-Member Exchange Theory 222
Leader Attributions About Subordinates 225
Leader Influence on Follower Emotions 227
Guidelines for Correcting Performance Deficiencies 227
Follower Attributions and Implicit Theories 231
Impression Management by Leaders and Followers 234
Follower Contributions to Effective Leadership 236
Self-Management 237
Guidelines for Followers 239
Summary 243
Review and Discussion Questions 243
CASE: Cromwell Electronics 244
CASE: American Financial Corporation 245
CHAPTER 10 LEADERSHIP IN TEAMS AND DECISION
GROUPS 247
Determinants of Team Performance 248
Functional Work Teams 254
Cross-functional Teams 255
Self-managed Work Teams 258
Virtual Teams 261
Guidelines for Leading Teams 262
Leading Decision Groups 265
Guidelines for Leading Meetings 268
Summary 272
Review and Discussion Questions 273
CASE: Southwest Engineering Services 273
CHAPTER 11 STRATEGIC LEADERSHIP IN ORGANIZATIONS 276
Determinants of Organizational Performance 277
How Leaders Influence Organizational Performance 281
Situations Affecting Strategic Leadership 284
Organizational Culture 286
Research on Effects of Strategic Leadership 289
Table of Contents
Executive Teams 291
Emerging Conceptions of Organizational Leadership 294
Two Key Responsibilities for Top Executives 297
Guidelines for Strategic Leadership 299
Summary 302
Review and Discussion Questions 303
CASE: Costco 303
CASE: Turnaround at Nissan 306
CHAPTER 12 CHARISMATIC AND TRANSFORMATIONAL
LEADERSHIP 309
Attribution Theory of Charismatic Leadership 310
Self-Concept Theory of Charismatic Leadership 312
Other Conceptions of Charisma 314
Consequences of Charismatic Leadership 317
Transformational Leadership 321
Research on Charismatic and Transformational
Leadership 324
Comparison of Charismatic and Transformational Leadership 328
Evaluation of the Theories 330
Guidelines for Inspirational Leadership 332
Summary 335
Review and Discussion Questions 336
CASE: Astro Airlines 336
CHAPTER 13 ETHICAL, SERVANT, SPIRITUAL, AND AUTHENTIC
LEADERSHIP 340
Conceptions of Ethical Leadership 341
Dilemmas in Assessing Ethical Leadership 342
Determinants and Consequences of Ethical Leadership 344
Theories of Ethical Leadership 347
Evaluation of Ethical Leadership Theories 352
Guidelines for Ethical Leadership 354
Summary 357
Review and Discussion Questions 358
CASE: Unethical Leadership at Enron 358
xiii
xiv
Table of Contents
CHAPTER 14 CROSS-CULTURAL LEADERSHIP AND DIVERSITY 360
Introduction to Cross-cultural Leadership 361
Cultural Value Dimensions and Leadership 365
Evaluation of Cross-cultural Research 368
Gender and Leadership 370
Managing Diversity 376
Summary 378
Review and Discussion Questions 379
CASE: Madison, Jones, and Conklin 379
CHAPTER 15 DEVELOPING LEADERSHIP SKILLS 381
Leadership Training Programs 382
Learning from Experience 384
Developmental Activities 385
Facilitating Conditions for Leadership Development 396
Systems Perspective on Leadership Development 398
Summary 401
Review and Discussion Questions 402
CASE: Federated Industries 402
CHAPTER 16 OVERVIEW AND INTEGRATION 404
Major Findings About Effective Leadership 404
Multilevel Explanatory Processes 408
Toward an Integrating Conceptual Framework 415
Limitations in Leadership Research 417
Concluding Thoughts 421
Review and Discussion Questions 423
References 424
Author Index 483
Subject Index 499
PREFACE
This book is about leadership in organizations. Its primary focus is on managerial leadership as
opposed to parliamentary leadership, leadership of social movements, or emergent leadership in
informal groups. The book presents a broad survey of theory and research on leadership in formal organizations. Topics of special interest are the determinants of leadership effectiveness and
how leadership can be improved.
In this 8th edition, the following improvements were made to make the book easier to understand and more useful to most readers:
• Most chapters were revised for clarity and understanding (including Chapters 2, 3, 4, 6, 7,
9, 10, 12, 15, and 16).
• The order of Chapters 4 to 12 was modified to improve explanation of related topics.
• Several new examples of effective and ineffective leadership were added to Chapters 4, 6,
11, 13, and 14.
• More practical guidelines for effective leadership were added to Chapters 3, 6, 7, and 8.
• Several new examples were used in Chapters 3, 11, 12, and 14 to explain how research is
conducted.
• Over 100 citations to recent research were added throughout.
The basic structure of most chapters remains the same, but the order of some chapters was
changed and a few topics were moved to a different chapter. Citations to relevant recent literature
were updated, but given the increasing volume of studies on leadership, the citations are still selective rather than comprehensive. Since the book is not intended to be a history of leadership, it
seemed appropriate to reduce the amount of detail about early research programs and old theories
that are no longer popular, and focus more closely on what we now know about effective leadership.
The content of the book still reflects a dual concern for theory and practice. I have attempted
to satisfy two different audiences with somewhat different preferences. Most academics prefer a
book that explains and evaluates major theories and relevant empirical research. They are more
interested in how well the research was done, what was found, and what additional research is
needed than in the practical applications. Academics tend to be skeptical about the value of prescriptions and guidelines for practitioners and consider them premature in the absence of further
research. In contrast, most practitioners want some immediate answers about what to do and how
to do it in order to be more effective as leaders. They need to deal with the current challenges of
their job and cannot wait for decades until the academics resolve their theoretical disputes and obtain definitive answers. Practitioners are more interested in finding helpful remedies and prescriptions than in finding out how this knowledge was discovered. Readers who desire to improve their
leadership effectiveness will find this edition of the book is even more useful than previous editions.
These different preferences are a one of the reasons for the much-lamented gulf between
scientists and practitioners in management and industrial-organizational psychology. I believe it
is important for managers and administrators to understand the complexity of effective leadership, the source of our knowledge about leadership in organizations, and the limitations of
this knowledge. Likewise, I believe it is important for academics to think more about how their
theories and research can be used to improve the practice of management. Too much of our
leadership research is designed to examine narrow, esoteric questions that only interest a few
other scholars who publish in the same journals.
xv
xvi
Preface
Academics will be pleased to find that major theories are explained and evaluated, findings
in empirical research on leadership are summarized, and many references are provided to help
readers find sources of additional information about topics of special interest. The field of leadership is still in a state of ferment, with many continuing controversies about conceptual and
methodological issues. The book addresses these issues whenever feasible. However, the literature review was intended to be incisive, not comprehensive. Rather than detailing an endless
series of studies like most handbooks of leadership, the book describes major findings about effective leadership. The current edition reflects significant progress in our understanding of leadership since the first edition was published in 1981.
For practitioners and students who desire to become effective managers, I attempted to
convey a better appreciation of the complexity of managerial leadership, the importance of having theoretical knowledge about leadership, and the need to be flexible and pragmatic in applying
this knowledge. The current edition provides many guidelines and recommendations for improving managerial effectiveness, but it is not a “practitioner’s manual” of simple techniques and
secret recipes that guarantee instant success. The purpose of the guidelines is to help the reader
understand the practical implications of the leadership theory and research, not to prescribe exactly how things must be done by a leader. Most of the guidelines are based on a limited amount
of research and they are not infallible or relevant for all situations. Being a flexible, adaptive
leader includes determining which guidelines are relevent for each unique situation.
Most chapters have one or two short cases designed to help the reader gain a better understanding of the theories, concepts, and guidelines presented in the chapter. The cases describe
events that occurred in real organizations, but some of the cases were modified to make them
more useful for learning basic concepts and effective practices. For most of the cases, the names
of organizations and individuals were changed to keep the analysis focused on the events that occurred in a defined time period, not on recent events that may involve different leaders and a new
context. The cases ask a reader to analyze behavioral processes, identify examples of effective
and ineffective behavior, and suggest effective ways to handle the situation that is depicted.
An instructor’s manual is available with detailed analyses of the cases and suggestions on
how to use them. The instructor’s manual also includes additional cases, exercises for use in class
(e.g., role plays), and some out-of-class activities that help students to understand how they can
apply the theory and guidelines. Finally, a test bank is available with multiple-choice items on the
major points in each chapter.
The book is widely used in many different countries, and some editions have been translated
into other languages, including Chinese, Korean, Indonesian, Spanish, Greek, Croatian, and
Swedish. With its focus on effective leadership in organizations, the book is especially relevant for
people who expect to become a manager or administrator in the near future, for people who will be
responsible for training or coaching leaders, and for people who will be teaching courses or workshops that include leadership as one of the key topics. The book is appropriate for use as the primary
text in an undergraduate or graduate course in leadership. Such courses are found in many different
schools or departments, including business, psychology, sociology, educational administration, public
administration, and health care administration. The book is on the list of required or recommended
readings for students in many doctoral programs in leadership, management, and industrialorganizational psychology. Finally, the book is also useful for practicing managers and consultants
who are looking for something more than superficial answers to difficult questions about leadership.
Gary Yukl
Albany, New York
June, 2011
Chapter 1
Introduction: The Nature
of Leadership
Learning Objectives
After studying this chapter, you should be able to:
■
■
■
■
■
■
Understand the different ways leadership has been defined.
Understand the controversy about differences between leadership and management.
Understand why it is so difficult to assess leadership effectiveness.
Understand the different indicators used to assess leadership effectiveness.
Understand what aspects of leadership have been studied the most during the past 50 years.
Understand the organization of this book.
Leadership is a subject that has long excited interest among people. The term connotes images
of powerful, dynamic individuals who command victorious armies, direct corporate empires
from atop gleaming skyscrapers, or shape the course of nations. The exploits of brave and clever
leaders are the essence of many legends and myths. Much of our description of history is the
story of military, political, religious, and social leaders who are credited or blamed for important
historical events, even though we do not understand very well how the events were caused or
how much influence the leader really had. The widespread fascination with leadership may
be because it is such a mysterious process, as well as one that touches everyone’s life. Why did
certain leaders (e.g., Gandhi, Mohammed, Mao Tse-tung) inspire such intense fervor and dedication? How did certain leaders (e.g., Julius Caesar, Alexander the Great) build great empires?
Why did some rather undistinguished people (e.g., Adolf Hitler, Claudius Caesar) rise to positions of great power? Why were certain leaders (e.g., Winston Churchill, Indira Gandhi) suddenly deposed, despite their apparent power and record of successful accomplishments? Why
do some leaders have loyal followers who are willing to sacrifice their lives, wher …
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