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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 2455 Telle...

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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: SAGE Publications, Inc. 2455 Teller Road Thousand Oaks, California 91320 E-mail: [email protected] SAGE Publications Ltd.

Copyright  2013 by 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 photocopying, recording, or by any information storage and retrieval system, without permission in writing from the publisher.

1 Oliver’s Yard 55 City Road London EC1Y 1SP United Kingdom

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Library of Congress Cataloging-in-Publication Data

Mathura Road, New Delhi 110 044 India

Northouse, Peter Guy.

SAGE Publications Asia-Paciic 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.

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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...