Expert answer:Critique a practical example of the Situational Ap
Answer & Explanation:Read Chapters 5 & 6 in Northouse text; Critique a practical example of the Situational Approach to Leadership from the workplace. Evaluate the effectiveness and efficiency of the approach used. Determine whether an alternative approach should have been applied in the situation described. (1-2 pages)leadership_theory_and_practice_by_peter_g._northouse.pdfleadership_theory_and_practice_by_peter_g._northouse.pdf
leadership_theory_and_practice_by_peter_g._northouse.pdf
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Leadership
sixth edition
To Laurel, Scott, Lisa, and Madison
Leadership
Theory and practice • Sixth Edition
Peter G. Northouse
Western Michigan University
FOR INFORMATION:
Copyright © 2013 by SAGE Publications, Inc.
SAGE Publications, Inc.
All rights reserved. No part of this book may be
reproduced or utilized in any form or by any
means, electronic or mechanical, including
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storage and retrieval system, without
permission in writing from the publisher.
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Library of Congress Cataloging-in-Publication Data
Mathura Road, New Delhi 110 044
India
Northouse, Peter Guy.
SAGE Publications Asia-Pacific Pte. Ltd.
33 Pekin Street #02-01
Far East Square
Leadership : theory and practice / Peter G.
Northouse. — 6th ed.
p. cm.
Includes bibliographical references and index.
Singapore 048763
ISBN 978-1-4522-0340-9 (pbk.)
1. Leadership. 2. Leadership–Case studies. I. Title.
Acquiring Editor: Lisa Cuevas Shaw and
Patricia Quinlin
Associate Editor: Maggie Stanley
Editorial Assistant: Mayan N. White
HM1261.N67 2013
303.3′4–dc23 2011049043
Assistant Editor: MaryAnn Vail
Project Editor: Eric Garner
Copy Editor: Melinda Masson
Typesetter: C&M Digitals (P) Ltd.
Proofreader: Susan Schon
Indexer:
Judy Hunt
Cover Designer: Gail Buschman
Marketing Manager: Helen Salmon/Liz Thorton
Permissions Editor: Karen Ehrmann
12 13 14 15 16 10 9 8 7 6 5 4 3 2 1
Contents
Preface
Special Features
Audience
Acknowledgments
xiii
xiv
xiv
xvii
1.
Introduction
Leadership Defined
Ways of Conceptualizing Leadership
Definition and Components
Leadership Described
Trait Versus Process Leadership
Assigned Versus Emergent Leadership
Leadership and Power
Leadership and Coercion
Leadership and Management
Plan of the Book
Summary
References
1
2
4
5
6
7
8
9
11
12
14
14
16
2.
Trait Approach
Description
Intelligence
Self-Confidence
Determination
Integrity
Sociability
Five-Factor Personality Model and Leadership
Emotional Intelligence
How Does the Trait Approach Work?
Strengths
Criticisms
Application
19
19
23
24
25
25
26
26
27
28
29
30
32
Case Studies
Case 2.1 Choosing a New Director of Research
Case 2.2 A Remarkable Turnaround
Case 2.3 Recruiting for the Bank
Leadership Instrument
Leadership Trait Questionnaire (LTQ)
Summary
References
32
33
34
36
37
38
40
41
3.
Skills Approach
Description
Three-Skill Approach
Skills Model
How Does the Skills Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 3.1 A Strained Research Team
Case 3.2 A Shift for Lieutenant Colonel Adams
Case 3.3 Andy’s Recipe
Leadership Instrument
Skills Inventory
Summary
References
43
43
44
47
57
58
59
60
61
61
63
65
67
69
71
72
4.
Style Approach
Description
The Ohio State Studies
The University of Michigan Studies
Blake and Mouton’s Managerial (Leadership) Grid
Paternalism/Maternalism
Opportunism
How Does the Style Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 4.1 A Drill Sergeant at First
Case 4.2 Eating Lunch Standing Up
Case 4.3 We Are Family
Leadership Instrument
Style Questionnaire
75
75
76
77
78
81
82
83
84
85
86
87
87
88
89
92
93
Summary
References
95
96
5.
Situational Approach
Description
Leadership Styles
Development Levels
How Does the Situational Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 5.1 What Style Do I Use?
Case 5.2 Why Aren’t They Listening?
Case 5.3 Getting the Message Across
Leadership Instrument
Situational Leadership
Summary
References
99
99
101
102
103
105
106
109
110
110
111
113
114
116
119
120
6.
Contingency Theory
Description
Leadership Styles
Situational Variables
How Does Contingency Theory Work?
Strengths
Criticisms
Application
Case Studies
Case 6.1 No Control Over the Student Council
Case 6.2 Giving Him a Hard Time
Case 6.3 What’s the Best Leader Match?
Leadership Instrument
Least Preferred Coworker (LPC) Measure
Summary
References
123
123
123
124
126
127
128
130
130
131
131
132
133
134
135
136
7.
Path–Goal Theory
Description
Leader Behaviors
Subordinate Characteristics
Task Characteristics
How Does Path–Goal Theory Work?
137
137
139
141
142
143
Strengths
Criticisms
Application
Case Studies
Case 7.1 Three Shifts, Three Supervisors
Case 7.2 Direction for Some, Support for Others
Case 7.3 Marathon Runners at Different Levels
Leadership Instrument
Path–Goal Leadership Questionnaire
Summary
References
145
145
147
148
148
150
152
154
155
157
158
8.
Leader–Member Exchange Theory
Description
Early Studies
Later Studies
Leadership Making
How Does LMX Theory Work?
Strengths
Criticisms
Application
Case Studies
Case 8.1 His Team Gets the Best Assignments
Case 8.2 Working Hard at Being Fair
Case 8.3 Taking on Additional Responsibilities
Leadership Instrument
LMX 7 Questionnaire
Summary
References
161
161
161
164
165
168
169
170
172
173
174
175
177
179
180
182
183
9.
Transformational Leadership
Description
Transformational Leadership Defined
Transformational Leadership and Charisma
A Model of Transformational Leadership
Other Transformational Perspectives
How Does the Transformational Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 9.1 The Vision Failed
Case 9.2 An Exploration in Leadership
185
185
186
187
189
196
199
200
202
204
205
206
207
Case 9.3 Her Vision of a Model Research Center
Leadership Instrument
Sample Items From the Multifactor Leadership
Questionnaire (MLQ) Form 5X-Short
Summary
References
209
211
213
214
215
10.
Servant Leadership
Description
Servant Leadership Defined
Historical Basis of Servant Leadership
Ten Characteristics of a Servant Leader
Building a Theory About Servant Leadership
Model of Servant Leadership
Antecedent Conditions
Servant Leader Behaviors
Outcomes
Summary of the Model of Servant Leadership
How Does Servant Leadership Work?
Strengths
Criticisms
Application
Case Studies
Case 10.1 Anonymous Servant Leaders
Case 10.2 Doctor to the Poor
Case 10.3 Servant Leadership Takes Flight
Leadership Instrument
Servant Leadership Questionnaire
Summary
References
219
219
220
220
221
223
225
226
227
230
232
232
233
234
235
236
237
239
241
243
245
248
249
11.
Authentic Leadership
Description
Authentic Leadership Defined
Approaches to Authentic Leadership
How Does Authentic Leadership Theory Work?
Strengths
Criticisms
Application
Case Studies
Case 11.1 Am I Really a Leader?
Case 11.2 A Leader Under Fire
Case 11.3 The Reluctant First Lady
253
253
254
255
266
267
269
270
270
271
274
276
12.
13.
Leadership Instrument
Authentic Leadership Self-Assessment Questionnaire
Summary
References
278
280
282
283
Team Leadership
Susan E. Kogler Hill
Description
Team Leadership Model
How Does the Team Leadership Model Work?
Strengths
Criticisms
Application
Case Studies
Case 12.1 Can This Virtual Team Work?
Case 12.2 They Dominated the Conversation
Case 12.3 Starts With a Bang, Ends With a Whimper
Leadership Instrument
Team Excellence and Collaborative Team Leader
Questionnaire
Summary
References
287
Psychodynamic Approach
Ernest L. Stech
Description
Eric Berne and Transactional Analysis
Sigmund Freud and Personality Types
Social Character and a Shift in
Leadership Perspective
Carl Jung and Personality Types
Types and Leadership
How Does the Psychodynamic Approach Work?
Strengths
Criticisms
Case Studies
Case 13.1 Not the Type Who Sees
the Big Picture
Case 13.2 Staff Meeting Problems
Case 13.3 Unexpected Reactions
Leadership Instrument
Psychodynamic Approach Survey
319
287
289
303
305
306
307
308
308
309
310
311
313
315
315
319
322
325
328
330
333
338
338
339
340
341
342
343
344
345
Summary
References
14.
15.
347
348
Women and Leadership
Crystal L. Hoyt
Description
Gender, Leadership Styles, and
Leadership Effectiveness
The Glass Ceiling Turned Labyrinth
Strengths
Criticisms
Application
Case Studies
Case 14.1 The “Glass Ceiling”
Case 14.2 Lack of Inclusion and Credibility
Case 14.3 Pregnancy as a Barrier to Job Status
Leadership Instrument
The Gender–Leader Implicit Association Test
Summary
Note
References
349
Culture and Leadership
Description
Culture Defined
Related Concepts
Dimensions of Culture
Clusters of World Cultures
Characteristics of Clusters
Leadership Behavior and Culture Clusters
Universally Desirable and Undesirable
Leadership Attributes
Strengths
Criticisms
Application
Case Studies
Case 15.1 A Challenging Workplace
Case 15.2 A Special Kind of Financing
Case 15.3 Whose Hispanic Center Is It?
Leadership Instrument
Dimensions of Culture Questionnaire
383
383
384
384
386
390
391
395
349
350
352
363
364
365
366
366
367
368
369
370
374
375
375
403
404
405
407
407
408
410
411
414
415
Summary
Notes
References
16.
Leadership Ethics
Description
Ethics Defined
Ethical Theories
Centrality of Ethics to Leadership
Heifetz’s Perspective on Ethical Leadership
Burns’s Perspective on Ethical Leadership
Principles of Ethical Leadership
Strengths
Criticisms
Application
Case Studies
Case 16.1 A Struggling Company Without
Enough Cash
Case 16.2 How Safe Is Safe?
Case 16.3 Reexamining a Proposal
Leadership Instrument
Perceived Leader Integrity Scale (PLIS)
Summary
References
420
421
422
423
423
424
424
428
429
429
430
437
438
439
439
440
441
443
444
446
448
449
Author Index
453
Subject Index
463
About the Author
483
About the Contributors
485
Preface
T
his sixth edition of Leadership: Theory and Practice is written with
the objective of bridging the gap between the often-simplistic popular approaches to leadership and the more abstract theoretical approaches.
Like the previous editions, this edition reviews and analyzes a selected
number of leadership theories, giving special attention to how each theoretical approach can be applied in real-world organizations. In essence, my
purpose is to explore how leadership theory can inform and direct the way
leadership is practiced.
New to this volume is a chapter on servant leadership, which examines
the nature of servant leadership, its underpinnings, and how it works. The
chapter presents both a definition and a new evidence-based model of
servant leadership. In addition, the strengths and weaknesses of the servant
leadership approach are examined, and a questionnaire to help readers
assess their own levels of servant leadership is provided. Three case studies
illustrating servant leadership are presented at the end of the chapter.
This edition retains many special features from previous editions but has
been updated to include new research findings, figures and tables, and
everyday applications for many leadership topics including leader–member
exchange theory, transformational and authentic leadership, team leadership, the labyrinth of women’s leadership, and historical definitions of
leadership. The format of this edition parallels the format used in earlier
editions. As with previous editions, the overall goal of Leadership: Theory
and Practice is to advance our understanding of the many different
approaches to leadership and ways to practice it more effectively.
xiii
xiv LEADERSHIP
THEORY AND PRACTICE
SPECIAL FEATURES
Although this text presents and analyzes a wide range of leadership
research, every attempt has been made to present the material in a clear,
concise, and interesting manner. Reviewers of the book have consistently
commented that clarity is one of its major strengths. In addition to the
writing style, several other features of the book help make it user-friendly.
• Each chapter follows the same format: It is structured to include first
theory and then practice.
• Every chapter contains a discussion of the strengths and criticisms of
the approach under consideration, and assists the reader in determining the relative merits of each approach.
• Each chapter includes an application section that discusses the practical aspects of the approach and how it could be used in today’s
organizational settings.
• Three case studies are provided in each chapter to illustrate common leadership issues and dilemmas. Thought-provoking questions
follow each case study, helping readers to interpret the case.
• A questionnaire is provided in each of the chapters to help the reader
apply the approach to his or her own leadership style or setting.
• Figures and tables illustrate the content of the theory and make the
ideas more meaningful.
Through these special features, every effort has been made to make this
text substantive, understandable, and practical.
AUDIENCE
This book provides both an in-depth presentation of leadership theory and
a discussion of how it applies to real-life situations. Thus, it is intended for
undergraduate and graduate classes in management, leadership studies,
business, educational leadership, public administration, nursing and allied
health, social work, criminal justice, industrial and organizational psychology, communication, religion, agricultural education, political and military science, and training and development. It is particularly well suited as
a supplementary text for core organizational behavior courses or as an
overview text within MBA curricula. This book would also be useful as a
text in student activities, continuing education, in-service training, and
other leadership-development programs.
Preface xv
Instructor Teaching Site
Instructor Resources are available on the password-protected section of the
book’s companion website. Test banks include multiple choice and true/false questions to test comprehension of fundamental material, as well as essay questions that
ask students to apply the material. An electronic testbank, compatible with PCs
and Macs through Diploma software, is also available. Chapter-specific resources
include PowerPoint slides, study and discussion questions, suggested exercises, fulltext journal articles, video links, audio links, and full-text reference articles. General
resources include course-long projects, sample syllabi, and film resources.
Printable PDF versions of the questionnaires from the text are included for instructors to print and distribute for classroom use. The companion site also features
information on how to use social media with Leadership, 6th edition, including
instructions for creating wikis, blogs, and Twitter feeds to accompany the text and
specific topics to discuss using these different technologies. Go to www.sagepub.
com/northouse6e to access the companion site.
Student Study Site
To maximize students’ comprehension of this material, student resources
are available on the open-access portion of the book’s companion website.
Resources include web quizzes, SAGE journal articles with discussion
questions, video links, audio links, handbook and encyclopedia articles, and
other study aides and resources. Students can go to www.sagepub.com/
northouse6e to access the site.
Media Icons
Icons appearing at the bottom of the page will direct you to online
media such as videos, audio links, journal articles, and reference articles
that correspond with key chapter concepts. Visit the Student Study Site at
www.sagepub.com/northouse6e to access this media.
Video Icon
Audio Icon
Journal Icon
Reference Article Icon
Acknowledgments
M
any people directly or indirectly contributed to the development of
the sixth edition of Leadership: Theory and Practice. First, I would
like to acknowledge my editor, Lisa Shaw, and her talented team at SAGE
Publications (Mayan, MaryAnn, Helen, Sarah, and Maggie) who have
contributed significantly to the quality of this edition and ensured its success. For their very capable work during the production phase, I would like
to thank copy editor Melinda Masson, and senior project editor Eric
Garner. In his or her own unique way, each of these people made valuable
contributions to the sixth edition.
For comprehensive reviews of the sixth edition, I would like to thank
the following reviewers:
Meera Alagaraja, University of Louisville
S. Todd Deal, Georgia Southern University
Carol McMillan, New School University
Keeok Park, University of La Verne
Harriet L. Schwartz, Carlow University
Kelli K. Smith, University of Nebraska-Lincoln
Danny L. Talbot, Washington State University
Robert L. Taylor, University of Louisville
John Tummons, University of Missouri
David E. Williams, Texas Tech University
Sharon A. Wulf, Worcester Polytechnic Institute School of Business
xvii
xviii LEADERSHIP
THEORY AND PRACTICE
For their exceptional work creating content for the leadership profile
tool that accompanies the interactive eBook version of this text, I would
like to thank John Baker (Western Kentucky University), Isolde Anderson
(Hope College), and Eleanor Dombrowski (University of Toledo).
I would also like to thank the following people, who updated and created the excellent resources that appear on the Instructor Teaching Site
and the Student Study Site:
Isolde Anderson, Hope College
Andrea Markowitz, Write for Your Business
Lizz Mathews, Western Michigan University
Mary Mathews, Western Michigan University
Rebecca G. McBride, Old Dominion University
Trey Patrick Mitchell, Western Michigan University
Lisa J. Northouse, Western Michigan University
Anita Pankake, University of Texas–Pan American
A special acknowledgment goes to Laurel Northouse for her insightful
critiques and ongoing support. In addition, I am grateful to Marie Lee, for
her exceptional editing and guidance throughout this project. For his
review of and comments on the servant leadership chapter, I am indebted
to Robert Liden (University of Illinois at Chicago).
Finally, I would like to thank the many undergraduate and graduate
students whom I have taught through the years. Their ongoing feedback
has helped clarify my thinking about leadership and encouraged me to
make plain the practical implications of leadership theories.
1
Introduction
L
eadership is a highly sought-after and highly valued commodity. In
the 15 years since the first edition of this book was published, the
public has become increasingly captivated by the idea of leadership.
People continue to ask themselves and others what makes good leaders. As
individuals, they seek more information on how to become effective
leaders. As a result, bookstore shelves are filled with popular books about
leaders and advice on how to be a leader. Many people believe that
leadership is a way to improve their personal, social, and professional lives.
Corporations seek those with leadership ability because they believe they
bring special assets to their organizations and, ultimately, improve the
bottom line. Academic institutions throughout the country have responded
by providing programs in leadership studies.
In addition, leadership has gained the attention of researchers worldwide.
A review of the scholarly studies on leadership shows that there is a wide variety
of different theoretical approaches to explain the complexities of the leadership process (e.g., Bass, 1990; Bryman, 1992; Bryman, Collinson, Grint, Jackson & Uhl-Bien, 2011; Day & Antonakis, 2012; Gardner, 1990; Hickman,
2009; Mumford, 2006; Rost, 1991). Some researchers conceptualize leadership as a trait or as a behavior, whereas others view leadership from an information-processing perspective or relational standpoint. Leadership has been
studied using both qualitative and quantitative methods in many contexts,
including small groups, therapeutic groups, and large organizations. Collectively, the research findings on leadership from all of these areas provide a
picture of a process that is far more sophisticated and complex than the oftensimplistic view presented in some of the popular books on leadership.
This book treats leadership as a complex process having multiple
dimensions …
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