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Book:PrinciplesofLeadership,7thInternationaled.

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Chapter1:TheMeaningandRelevanceofLeadership
(pp.134)
TheMeaningandRelevanceofLeadership:ChapterObjectives
LEARNINGOBJECTIVES
Afterstudyingthischapteranddoingtheexercises,youshouldbeableto

Explainthemeaningofleadershipandhowitdiffersfrommanagement.
Describehowleadershipinfluencesorganizationalperformance.
Pinpointseveralimportantleadershiproles.
Identifythemajorsatisfactionsandfrustrationsassociatedwiththeleadershiprole.
Describeaframeworkforunderstandingleadership.
Recognizehowleadershipskillsaredeveloped.
Pinpointseveraltraits,behaviors,andattitudesofasuccessfulfollower.

TheMeaningandRelevanceofLeadership:ChapterOverview
CHAPTEROUTLINE
TheMeaningofLeadership

LeadershipasaPartnershipandaSharedResponsibility

LeadershipasaRelationship

LeadershipversusManagement

TheImpactofLeadershiponOrganizationalPerformance

ResearchandOpinion:LeadershipDoesMakeaDifference

ResearchandOpinion:FormalLeadershipDoesNotMakeaDifference

LeadershipRoles

TheSatisfactionsandFrustrationsofBeingaLeader

SatisfactionsofLeadersDissatisfactionsandFrustrationsofLeaders

AFrameworkforUnderstandingLeadership

SkillDevelopmentinLeadership

Followership:BeinganEffectiveGroupMember

TypesofFollowers

EssentialQualitiesofEffectiveFollowers
CollaborationBetweenLeadersandFollowers

Summary

KeyTerms

GuidelinesforActionandSkillDevelopment

LeadershipCaseProblemA

LeadershipCaseProblemB

LeadershipVideoCaseDiscussionQuestions

Notes

P.1

AndreSougarettisaseriousminded,highlyfocusedengineerwhoisalsothemanagerofthegovernmentownedElTeniente
[Link]
daysaftertheevent,SougarettwassummonedbyChile'spresident,[Link]'sorderswereclearthe
fortysixyearoldengineeringleaderwouldbeinchargeoftherescueoperation.

Whethertheminersweredeadoralive,itwouldbetheresponsibilityofSougarettandhischosenteamtocompletetherescue
[Link]
multiplelayersofvolcanicrocktoreachtheexactspotwheretheminerswerelocated.

Atthemine,[Link],includingrescue
workers,policeworkers,andfirefighters,weremillingaround,alongwithrelativesdesperatelyseekingwordaboutthestatus
[Link]'sfirstmoveinordertogettherescuemissionstartedanddecreasesomeoftheconfusion
[Link].

Sougarett'steambeganbyinvolvingariskmanager,[Link]
Sougarretwasplacedinchargeoftherescueoperation,[Link]
thosehethoughtcouldmakethebiggestcontribution.

[Link],a28inchwideshaft,thatreachedthe
minersfirst,[Link]
[Link],Sougarettwasnolonger
[Link],hesaid.

InreflectingontheChileanmiracle,abusinessreportersaid,thesavingofthosemengaveussomethingwedon'tsee
enough,abrilliantexampleofhumanexcellenceofcohesion,ofunitedandcommittedaction,ofplanning,ofexecution,of
[Link].1

ThedescriptionofAndreSougarrettouchesonmanyleadershiptopicstobecoveredinthisbook,includingtheideasthat
providingdirectionispartofaleader'sjob,thattechnicalexpertiseisanimportantleadershiprole,andthatasuperiorleader
canhelpworkersgetthroughacrisis.

[Link]
difference,thevariousrolestheyplay,[Link]
anexplanationofhowreadingthisbookanddoingthevariousquizzesandexerciseswillenhanceyourownleadershipskills.
Itconcludeswithadiscussionoffollowershipgivingleadersgoodmaterialtoworkwith.

TheMeaningofLeadership
[Link]
[Link],wecandefineleadershipastheabilityto
inspireconfidenceandsupportamongthepeoplewhoareneededtoachieveorganizationalgoals.2
[Link],
leadershiphasprobablybeen

P.2

[Link]:

Aprocessinwhichanindividualinfluencesagroupofindividualstoachieveacommongoal
Theinfluentialincrementoverandabovemechanicalcompliancewithdirectionsandorders
Anactthatcausesotherstoactorrespondinashareddirection
Theartofinfluencingpeoplebypersuasionorexampletofollowalineofaction
Anefforttomaintaincontrolandpoweroverothers
Theprincipaldynamicforcethatmotivatesandcoordinatestheorganizationintheaccomplishmentofitsobjectives3
Awillingnesstotaketheblame(asdefinedbylegendaryfootballquarterbackJoeMontana)4
Firstfiguringoutwhat'sright,andthenexplainingittopeople,asopposedtofirsthavingpeopleexplaintoyouwhat's
right,andthenjustsayingwhattheywanttohear(asdefinedbyformerNewYorkmayorandpresidentialcandidate
RudyGiuliani)5

Importantly,[Link]:Leadershipisneededatall
[Link]
example,workingasajunioraccountant,apersonmighttaketheinitiativetosuggesttomanagementthattheyneedtobe
[Link]
about,itwillbebecausemanagersbelowtheCsuite(suchasCEO,COO,andCFO)taketheinitiativeandriskstodrivethe
[Link],ratherthanrelyingexclusivelyon
leadershipfromthetop.6

Partofunderstandingleadershipisrecognizingthatnewjobtitlesforleadersandmanagerscontinuetoemerge,reflectingnew
[Link]:

ChiefCustomerOfficerworkswithasmallstafftoenhancecustomerretention.
ChiefRevenueOfficeroverseescorporateadvertisingaccountsatamediacompany,suchasTimeInc.
DirectorofSocialMediaworkswithasmallstafftodirectlyspearheadadvertisingandpublicityonsocialmedia
websites.

[Link]
[Link]
[Link]
emphasizeleadershiptraininganddevelopmenttocreateanewsupplyofleadersthroughoutthefirm.

P.3

LeadershipasaPartnershipandSharedResponsibility
Thecurrentunderstandingofleadershipisthatitisapartnershipbetweenleadersandgroupmembers,includingasharingof
[Link],inapartnership,theleaderandthegroupmembersareconnectedinsuch
[Link]
(inwhichonepersontheparenttakesresponsibilityforthewelfareoftheotherthechild).Partnershipoccurswhen
controlshiftsfromtheleadertothegroupmember,inamoveawayfromauthoritarianismandtowardshareddecisionmaking.7
Fourthingsarenecessaryforavalidpartnershiptoexist:

[Link],[Link]
dialoguewithpeopleatmanylevels,theleaderhelpsarticulateawidelyacceptedvision.

[Link].
Rather,apersoncanloseanargumentbutneveravoice.

[Link],[Link],this
meansthateachpersontakespersonalaccountabilityforthesuccessandfailureoftheorganizationalunit.(SeeJoeMontana's
definitionofleadership,statedearlier.)
[Link],[Link],
peoplearemorelikelytotellthetruthbecausetheyfeellessvulnerable.

Block'[Link]
[Link],manyleadershiptheoristsandmanagersagreethattheleadership
[Link],severalindividualswithintheteammayserveasleaders,
[Link],dependingonwhoseexpertiseisthemostrelevantatthe
moment,8suchasonememberofamarketingteamhavingadvancedexpertiseinusingsocialmediaforproductpromotion.

Lookingatleadershipasapartnershipisalsoimportantbecauseitislinkedtoanoptimisticviewofgroupmemberswhowant
toperformwellforthegoodoftheorganization.

LeadershipasaRelationship
[Link]
wordsofpopularleadershiptheoristKenBlanchard,Leadershipisn'[Link]'ssomethingyoudowith
them.9Researchindicatesthathavinggoodrelationshipswithgroupmembersisamajorsuccessfactorforthethreetop
[Link],
amongotherresponses,whichwouldbemoreessentialtobusinesssuccessinfiveyears:socialskillsorInternetskills.

P.4

Seventytwopercentindicatedsocialskills,and28percent,[Link]
mattersmorethantheweboftechnology.10(YetapersonwholacksInternetskillsmaynothavetheopportunitytobeina
positiontomanagerelationships.)Buildingrelationshipswithpeopleissuchanimportantpartofleadershipthatthetheme
willbeintroducedatvariouspointsinthistext.

HowleadersbuildrelationshipshaschangedsomewhatinthemoderneraofWeb2.0anditsemphasisoninteractingwith
[Link]
socialmediasite,[Link],atCiscoSystems
managersareencouragedtocommunicatewithgroupmembersthroughblogging,uploadingvideos,andusingcompany
createdsocialnetworkingtools.11

LeadershipVersusManagement
Tounderstandleadership,[Link]
standardconceptualizationofthefunctionsofmanagement:planning,organizing,directing(orleading),andcontrolling.
Leadingisamajorpartofamanager'sjob,yetamanagermustalsoplan,organize,andcontrol.

Broadlyspeaking,leadershipdealswiththeinterpersonalaspectsofamanager'sjob,whereasplanning,organizing,and
[Link],inspiration,motivation,andinfluence.Table1
1presentsastereotypeofthedifferencesbetween

TABLE11LeadersversusManagers
LEADER MANAGER
Visionary Rational
Passionate Businesslike
Creative Persistent
Inspiring Toughminded
Innovative Analytical
Imaginative Deliberative
Experimental Authoritative
Warmandradiant Coolandreserved
Initiator Implementer
Actsascoach,consultant,teacher Actsasaboss
Doestherightthings Doesthingsright
Inspiresthroughgreatideas Commandsthroughposition
Knowsresultsareachievedthroughpeople Focusesonresults
Focusesonupliftingideas Focusesonplumbing
Source:GenevieveCapowski,AnatomyofaLeader:WhereAretheLeadersofTomorrow?ManagementReview,March
1994,p.12DavidFagiano,ManagersVersusLeaders:ACorporateFable,ManagementReview,November1997,p.5
[Link],TheUltimateSixSigma(NewYork:AMACOM,2002)Leaders:SalespeopleinDisguise?Manager's
Edge,SpecialIssue,2007,p.3HenryMintzberg,Managing(SanFrancisco:BerrettKoehlerPublishers,2009),pp.89.

TABLE11LeadersversusManagersGenevieveCapowski,AnatomyofaLeader:WhereAretheLeadersofTomorrow?
ManagementReview,March1994,p.12DavidFagiano,ManagersVersusLeaders:ACorporateFable,Management
Review,November1997,[Link],TheUltimateSixSigma(NewYork:AMACOM,2002)Leaders:Salespeople
inDisguise?Manager'sEdge,SpecialIssue,2007,p.3HenryMintzberg,Managing(SanFrancisco:BerrettKoehler
Publishers,2009),pp.89.

P.5

[Link],thedifferencestendtobeexaggerated.

[Link],aprominentleadershiptheorist,[Link]
beingledaswellasmanaged,[Link]
managementandleadership:

Managementproducesorder,consistency,andpredictability.
Leadershipproduceschangeandadaptabilitytonewproducts,newmarkets,newcompetitors,newcustomers,andnew
workprocesses.
Leadership,incontrasttomanagement,involveshavingavisionofwhattheorganizationcanbecomeandmobilizing
peopletoaccomplishit.
Leadershipproduceschange,oftentoadramaticdegree,suchasbyspearheadingthelaunchofanewproductor
[Link].
Toplevelleadersarelikelytotransformtheirorganizations,whereastoplevelmanagersjustmanage(ormaintain)
organizations.
Aleadercreatesavision(loftygoal)[Link],thekeyfunctionofthemanageristo
[Link]
formulates.12

Iftheseviewsaretakentotheirextreme,theleaderisaninspirationalfigure,andthemanagerisastodgybureaucratmiredin
[Link]
[Link]
[Link],
costsskyrocketbeyondincome,andsuchmattersasfundingtheemployeepensionplanandpayingbillsandtaxesontimeare
[Link],[Link],and
effectivemanagersalsolead.

ManagementguruHenryMintzberg,aprofessoratMcGillUniversity,stronglysupportsbasedonfirsthandobservationthe
[Link]:

Howwouldyouliketobemanagedbysomeonewhodoesn'tlead?[Link],then,
whywouldyouwanttobeledbysomeonewhodoesn'tmanage?Thatcanbeterriblydisengaginghoware
suchleaderstoknowwhatisgoingon?13

AnexampleofhowacompanymightrecognizethedifferencebetweenleadershipandmanagementtookplaceattheBoston
[Link],[Link]
rolewastotakecareofrunningthecompany(management)sothatseniorofficialscouldfocusmoreonnavigatingthe
treacherousmarket(strategicleadership).14

P.6

TheImpactofLeadershiponOrganizationalPerformance
[Link]
[Link]
[Link]
someoftheevidenceandopinion,proandcon,abouttheabilityofleaderstoaffectorganizationalperformance.

ResearchandOpinion:LeadershipDoesMakeaDifference
Theideathatleadersactuallyinfluenceorganizationalperformanceandmoraleseemsplausible,andtherehasbeenamoderate
[Link]
[Link]
[Link]
makingadifferenceonperformance.

TheCenteronLeadership&EthicsatDukeUniversityconductedasurveyaboutexecutiveleadershipbasedon205
[Link]
[Link],[Link]
behaviorsincludedengagingemployeesinthecompany'svision,[Link]
contributortoorganizationalperformancewaspromotinganenvironmentinwhichemployeeshaveasenseofresponsibility
fortheentireorganization.15

TheflexibleleadershiptheorydevelopedbyGaryYukl,aprofessorofmanagementattheUniversityofAlbany,alsoprovides
[Link]
performanceisstrongerwhentheinfluenceofmiddleandlowerlevelleadersonimportantdecisionsiscommensuratewith
theirunique,relevantknowledge.16Theimplicationisthatinvolvingleadersthroughouttheorganizationinmakingdecisions
improvescompanyperformanceiftheseleadersareknowledgeableabouttheproblemtoberesolved.(Thisproposition
contrastswithleadershipadviserswhothinkthatanybodyshouldbeencouragedtoparticipateindecisionmaking.)

AleaderwhoappearstoadheretotheflexibleleadershiptheorypropositionjustmentionedisMaryBerner,thechiefexecutive
ofReader'[Link]'sDigest,aswell
[Link]
organizationcontributerelevantknowledgetoeditorial,production,andfinancialdecisions.17Thecontributionofthesemany
leadershelpedtheReader'sDigestAssociationworkitswaythroughbankruptcyin20092011.

Inanotherstudy,agroupofresearchersanalyzed200managementtechniquesasemployedby150companiesover10years.
Theaspectofthestudy

P.7

evaluatingtheeffectsofleadershipfoundthatCEOsinfluence15percentofthetotalvariance(influencingfactors)ina
company'[Link]
[Link],thechoiceofaCEOleaderisasimportantasthe
choiceofwhethertoremaininthesameindustryorenteradifferentone.18

[Link]
aspecificformulaforfranchisesuccess,yetconversationswithsuccessfulfranchiseoperatorsemphasizedtheimportanceof
enthusiasm,leadership,andanabilitytoworkwithpeople.(Enthusiasmandtheabilitytoworkwithpeopleareimportant
componentsofleadership.)[Link],thefounderofPostNet
InternationalFranchiseCorp.,whichofferscopying,printing,packing,[Link],
[Link],andcommunicatethevisiontothe
companyofficersandfranchisees.19

Anoverviewofresearchonmanagerialsuccessionoverarecenttwentyyearperiodprovidesmoresupportfortheideathat
[Link]
[Link],thesestudies
[Link]
analysessuggestthattheleadermightberesponsibleforsomewherebetween15percentand45percentofafirm's
performance.20

[Link],alongwithfourcolleagues,conducteda
[Link]
[Link]
[Link]'sactivitieshada66percent
probabilityofachievingapositiveoutcome.21

Howleadersimpactorganizational(orunit)[Link],goodresultsare
attainedbydevelopingteamworkandformulatingtherightstrategy.

ResearchandOpinion:FormalLeadershipDoesNotMakeaDifference
Incontrasttothepreviousargument,theantileadershipargumentholdsthattheimpactoftheleaderonorganizational
[Link],imagineyourselfappointed
[Link]
[Link]
aresubstitutesforleadership,leadershipirrelevance,andcomplexitytheory.

P.8

FIGURE11
SubstitutesforLeadership.CengageLearning2013

SubstitutesforLeadership

Attimes,competentleadershipisnotnecessary,andincompetentleadershipcanbecounterbalancedbycertainfactorsinthe
[Link],leadershipitselfisoflittleconsequencetotheperformanceandsatisfactionofteam
[Link],[Link]
workenvironmentthatprovideguidanceandincentivestoperform,makingtheleader'srolealmostsuperfluous,22asshownin
Figure11.

[Link],highlytrainedgrouparefocusedonagoal,
theymayrequirealmostnoleadershiptoaccomplishtheirtask.

[Link],orintrinsicallysatisfying,
[Link]'[Link]
mayrequirelittleleadershipaslongasthetaskisproceedingsmoothly.

[Link]
ofthesupervisor'[Link],anddirectionsforcertaintasks
areenteredintotheinformationsystem.(Wecouldargueherethatthecomputerisbeingusedtocontrol,ratherthantolead,
workers.)

[Link]
[Link]
ofauditingthebooksofaclientoradvisingagainsttaxfraud.

LeadershipIrrelevance

JeffreyPfeffer,aprofessoroforganizationalbehavioratStanfordUniversity,theorizesthatleadershipisirrelevanttomost
[Link],[Link]
leader'scontrolhavealargerimpactonbusinessoutcomesthandoleadershipactions.23Inrecentyears,thesalesofsmart
phoneshavesurpassedthesaleofpersonalcomputers,[Link]
bebetterattributedtoanoutsideforceofhandheldcommunicationtechnologybecomingso

P.9

essentialforsomanypeoplethantoinspirationalleadershipwithintelecommunicationscompanies.

Anotheraspectoftheleaderirrelevanceargumentisthathighlevelleadershaveunilateralcontroloveronlyafewresources.
Furthermore,theleader'scontroloftheseresourcesislimitedbyobligationstostakeholderslikeconsumersandstockholders.
Finally,[Link]
thereforeactinwayssimilartopreviousleaders.

JimCollins,whohasextensivelyresearchedhowcompaniesendureandhowtheyshiftfromaveragetosuperiorperformance,
[Link],corporateleadersareslavesofmuchlarger
[Link]
[Link]'spersonalitythatmakesadifferencemoreimportantistheorganization'spersonality.24

Anotherargumentforleadershipirrelevanceisthatinthemodernorganizationeffectiveleadershipmeanswidespread
collaborationinobtainingideas,[Link],instead
ofcentralizingleadershipinthehandsofafew,authorityandpowerareshared,andpeopleleadthemselves.25(Theconceptof
sharedleadershipwasmentionedaboveinrelationtoleadershipasapartnership,andwillsurfaceatseveralplacesinthetext.)

Theleaderirrelevanceargumentwouldhavegreaterpracticalvalueifitwererecastasaleaderconstrainttheory,whichwould
holdthatleadersareconstrainedinwhattheycandobutstillhaveplentyofroomtoinfluenceothers.

ComplexityTheory

Similartothepessimisticoutlookofleaderirrelevanceistheperspectiveofcomplexitytheory,whichholdsthatorganizations
[Link]
[Link]'scontroldetermine
acompany'[Link]
[Link],allcompanieswilldie,butatdifferenttimes,because
itisthesystem,notleadershipandmanagement,thatdominates.

Anotheraspectofcomplexitytheorythatchallengestheimportanceoftheleaderisthatorganizationalmembersarenot
[Link],theyareactiveagentswhoinfluencedcoworkersandare
[Link],suchastheneedtoadapttonewtechnology,
withoutdirectionfromabove.26

[Link]
[Link],weshouldbeaskingunderwhatconditionsleadersmakea
difference.27Acrisismodeisanexampleofasituationinwhichastrongleaderusuallymakesadifference,suchasgetting
fieldunitsbackontrackafterahurricaneorproductrecall.

P.10

LeadershipRoles
[Link]
contextisanexpectedsetofactivitiesorbehaviorsstemmingfromone'[Link]
rolesstudiedbyHenryMintzbergandothers.28Beforereadingaheadtothesummaryofleadershiproles,youareinvitedto
completeLeadershipSelfAssessmentQuiz11.

P.11

Leadingisacomplexactivity,soitisnotsurprisingthatMintzbergandotherresearchersidentifiedtenrolesthatcanbe
classifiedaspartoftheleadershipfunctionofmanagement.

[Link],particularlyhighrankingmanagers,spendsomepartoftheirtimeengaginginceremonialactivities,or
[Link]:

[Link]
[Link]

[Link]

[Link]

[Link],theemphasisisonansweringlettersorinquiriesandformally
reportingtoindividualsandgroupsoutsidethemanager'[Link],themanagerialleader
keepsfivegroupsofpeopleinformedabouttheunit'sactivities,plans,capabilities,andpossibilities(vision):

[Link]

[Link]

[Link]

[Link]

[Link]

Dealingwithoutsidegroupsandthegeneralpublicisusuallytheresponsibilityoftoplevelmanagers.

[Link]'[Link]
illustrativenegotiatingactivitiesareasfollows:

[Link],facilities,equipment,orotherformsofsupport

[Link],facilities,equipment,orotherformsofsupport

[Link],schedules,anddeliverytimes

[Link]

[Link],andsometimestoinspire
[Link]:

[Link]'achievements

[Link]

[Link]

[Link]

[Link],creatingvisions,tellinginterestingstories,andbeinghighly
ethical

P.13

[Link]'[Link]:

[Link],suchasthroughlettersofappreciation

[Link],suchasgivingpartiesandsponsoringsportsteams

[Link],problems,andconcerns

[Link]:

[Link]

[Link]

[Link]
[Link]
[Link]:

[Link],suchashelpingthegroupmakeoptimumuseofsocialmarketingtopromotethe
company

[Link],suchasmakingsalescallsorrepairingmachinery

[Link],managerswhoworkinlargeorganizationshavesomeresponsibilityfor
[Link]:

[Link]

[Link]

[Link]'sperformance,suchasvisiting
otherfirms,attendingprofessionalmeetingsortradeshows,andparticipatingineducationalprograms

[Link],usuallyassistedbyinputfromothersthroughoutthe
[Link]
concernedwithshapingthefutureoftheorganization,[Link]
thisroleinclude:

[Link]

[Link]

[Link]

[Link],theleadermakesthingshappen,[Link]
ofthisroleinclude:

[Link],suchashelpingdevelopactionplans

[Link]

[Link]

P.14

Acommonthreadintheleadershiprolesofamanageristhatthemanagerialleaderinsomewayinspiresorinfluencesothers.
AnanalysisintheHarvardBusinessReviewconcludedthatthemostbasicroleforcorporateleadersistoreleasethehuman
spiritthatmakesinitiative,creativity,andentrepreneurshippossible.29Animportantpracticalimplicationisthatmanagersat
[Link],ateamleadercanmakeanimportantcontributiontothefirm'sthrustfor
[Link]
11providesanopportunitytoapplyroleanalysistoyourself.

P.15

Uptothispoint,wehavedescribedthemeaningofleadership,howleadershipaffectsorganizationalperformance,andthe
[Link]
[Link].

TheaccompanyingLeaderinActionhelpsillustratebothleadershiprolesandthefactthataleadercanmakeadifference.

P.16

LeadershipSelfAssessmentQuiz11:ReadinessfortheLeadershipRole
 Instructions:Indicatetheextenttowhichyouagreewitheachofthefollowingstatements,usingthefollowing
scale:1,disagreestrongly2,disagree3,neutral4,agree5,agreestrongly.

P.11

ScoringandInterpretation:[Link]
isasfollows:

90100:Highreadinessfortheleadershiprole
6089:Moderatereadinessfortheleadershiprole
4059:Someuneasinesswiththeleadershiprole
39orless:Lowreadinessfortheleadershiprole

Ifyouarealreadyasuccessfulleaderandyouscoredlowonthisquestionnaire,[Link]
lowandyouarenotyetaleader,orarecurrentlyperformingpoorlyasaleader,[Link]
[Link]
therestofthistextwillgiveyouadditionalinsightsthatmaybehelpfulinyourdevelopmentasaleader.

P.12

LeadershipSkillBuildingExercise11:MyLeadershipRoleAnalysis

Hereisanopportunityforyoutothinkthroughyourcurrentlevelofskillorpotentialabilitytocarryout
[Link].
Checknexttoeachrolewhetheritisanactivityyoucouldcarryoutnow,orsomethingforwhichyouwillneedmore
[Link],jotdownanexampleofyoursuccess
[Link],apersonwhocheckedcapableofdoingitnowforRole7,technicalproblemsolver,mighthave
written:[Link]
earlybirdsupperforseniorcitizens.

[Link]
leadershipexperienceyoumayhavehad,includingfulltimework,parttimework,volunteerwork,clubs,committees,and
sports.
 CAPABLEOF NEEDPREPARATION
LEADERSHIPROLE DOINGITNOW ANDEXPERIENCE
[Link](Engageinceremonialactivitiesrepresentthegroupto
outsiders.)
[Link](Answerinquiriesreportinformationaboutthegroupto
outsiders.)
[Link](Makedealswithothersforneededresources.)
[Link](Recognizeachievementsencouragegive
feedbackandadviceinspirepeople.)
[Link](Contributetogroupmoraleholdmeetingstoencourage
memberstotalkaboutaccomplishmentsandconcerns.)
[Link](Correctconductcooperatewithothersbeloyal.)
[Link](Helpgroupmemberssolvetechnical
problemsperformindividualcontributortasks.)
[Link](Suggestinnovativeideasandfurtherbusinessactivityof
thegroupsearchfornewundertakingsforthegroup.)
[Link](Setdirectionforothersbasedonexternal
environment.)
[Link].(Makesthingshappen,oftenhelpingtranslateplansinto
action.)

P.15

Interpretation:Themoreofthetenrolesyouarereadytoperform,themorereadyyouaretofunctionasamanagerorto
[Link]
skilldevelopment,[Link]
orelsewhereabouttherole,[Link]
[Link],[Link]
coupleofweeks,coachabeginnerincreatingeffectivesocialmediaposts.

LeaderinAction:CEOMartinMucciofPaychexWantstoMakeaDifference

AlargenumberofemployeescheeredwheninsiderMartinMucciwasnamedpresidentandchiefexecutiveofficer
[Link],humanresource,andbenefitsoutsourcingservicesfor
[Link]
opportunitytobetheCEOinthiscompany,basedonhischaracter,hislevelofaccomplishment,andhisabilitytobean
[Link],seniorvicepresident,chieffinancialofficer,andtreasurercommented,HavingMartymeans
youhavesomeonepeoplewillrespect,[Link],he'll
makedecisionsheneedstomakeonanexpedientbasis.

TorConstantino,aformercolleagueatacommunicationscompany,addedthatPaychexisboundtosucceedwithMucciatthe
[Link]'saforceofnaturefromabusinessperspective,[Link]
[Link]
stellarexecutiveasMartyisonlygoingtomeangoodthingsforPaychexinthefuture.

InacceptingtheCEOassignment,Muccisaid,IamexcitedabouttheopportunitytotakePaychextothenextlevelof
performance.Wehavemorethan12,000dedicatedemployeesandanexperiencedmanagementteam,andIlookforwardto
workingtogethertobuildinthecompany'shistoryofsuccess.

Muccisaidheliketobeinvolvedinjustabouteveryfacetoftheorganization,[Link]
memberswerelookingforalongtermbuilderforthebusiness,togrowthebusinessanddoitinasteady,continuousrun,said
Mucci,
 P.16

[Link]
challengetocontinuallybuildthecompanyoverthelonghaul.

MuccisaidthatPaychexwillprosperthroughgrowingitsclientbasethroughbettersalesexecution,aswellashavingtheright
[Link]
[Link]
iftherewereotherthingslikeofferingaccountingsoftwareandcreditcardprocessingthatsmallbusinessesneed.

IntalkingabouttheCEOrole,[Link]
alreadyhadoversightof8,000ofthe12,000employeeshehadagoodsenseofthepeople.

Paychexandtheculturethat'sbeenbuiltoveralmost40yearswillseechangesbutit'[Link]'t
breaksomethingthat'[Link],andthatisjustmoresuccessandthelongtermgrowth
[Link],we'lldoit.

MucciholdsanMBAfromtheSimonSchooloftheUniversityofRochester,andwaspreviouslyvicepresidentofoperations
[Link],andthepresidentoftelephone
operationsforFrontierCommunications.

QUESTIONS
[Link]?

[Link]?

[Link]?

Source:Storycreatedfromfactsinthefollowingsources:MatthewDaneman,Mucci'sGoal:BuildSalesQuickly,Repeat,
DemocratandChronicleBusiness,October20,2010,pp.5B,6NateDougherty,NumbersGuy:MartinMucciWillFocuson
RestoringSalesGrowthatPaychex,RochesterBusinessJournal([Link]),October22,2010,pp.16PaychexNames
MartinMucciPresidentandChiefExecutiveOfficer,BusinessWire([Link]/news),September30,2010
PaychexNamesMartinMucciCEO,President,FairportEastRochesterPost([Link]),September30,
2010,p.1.

TheSatisfactionsandFrustrationsofBeingaLeader
[Link]
orasubordinate.(Thetermfollowerhasvirtuallydisappearedinorganizations,andthetermsubordinatehasfallenoutoffavor.
Thepreferredtermforapersonwhoreportstoaleaderormanageristeammember,groupmember,[Link],
however,continuetousethetermssubordinateandfollowerfortechnicalpurposes.)Yetbeingaleader,suchasateamleader,
vicepresident,orCOO(chiefoperatingofficer),[Link]
thanothers,suchasbeingtheleaderofasuccessfulgroupwithcheerfulteammembers.

Becausemostofyouarecontemplatingbecomingaleaderormovingfurtherintoaleadershiprole,itisworthwhiletoexamine
someofthepotentialsatisfactionsandfrustrationsmanypeoplefindinbeinganorganizationalleader.

P.17

SatisfactionsofLeaders
Thetypesofsatisfactionsthatyoumightobtainfrombeingaformalleaderdependonyourparticularleadershipposition.
[Link]
oftenexperiencesevensourcesofsatisfaction.

[Link]
[Link],toplevelleadersareaddressedasMr.,Mrs.,orMs.,
[Link]
names.
[Link],oftenteachingthemjobskills,servingasa
mentor,[Link]'[Link]
[Link],founderoftheContainer
Store,saysthatoneofthemostrewardingaspectsofhisjobisenrichingpeople'slives.30

[Link],ingeneral,receivehigherpaythanteammembers,andexecutiveleadersinmajorbusiness
[Link]
$100millionperyearandseveralhavereceivedover$[Link]
motivatororsatisfier,[Link]
[Link],however,isastartingpointonthepathtohigh
payingleadershippositions.

[Link]
[Link].
Whenanindividual'spersonalqualificationsmatchtheposition,hisorherstatusisevenhigher.

[Link],[Link]
[Link]
helpbroadenaperson'sprofessionalexperience,butmostexecutivesrisethroughamanagerialpath.

[Link],asa
[Link]
[Link].

[Link]
[Link],knowingthat

P.18

[Link]
organizationscontrolannualbudgetsofseveralmilliondollars.

DissatisfactionsandFrustrationsofLeaders
Aboutoneoutoftenpeopleintheworkforceisclassifiedasasupervisor,administrator,[Link]
[Link]
[Link]
frustrationsincludethefollowing:

[Link]
[Link]
[Link],thisfigurecansurgetoeightyhoursperweek.

[Link]
todiscoverthevalidityofMurphy'slaw:Ifanythingcangowrong,[Link]
[Link],andmanymanagersexperience
burnout.

[Link].
Thesepressuresoftencanbefoundincompaniesownedbyprivateequity(orbuyout)[Link]
byanequityfirmisexpectedtomakethecompanyprofitablethroughsuchmeansasslashingcosts,boostingsalesin
internationalmarkets,[Link]
themmoreefficient.31

[Link]
[Link],youmightbeexpectedtoworkwithanillperforming
teammember,[Link]
smallastaffandnoauthoritytobecomefullystaffed.

[Link],[Link]
asaleader,[Link]
[Link]
[Link].

[Link]
[Link],[Link],the

P.19

[Link]
dealingwithpeopleproblems,youarenotsuitedforaleadershipormanagementposition.32

[Link],fromtheofficeassistanttothechairpersonofthe
board,[Link]
[Link]:below,sideways,[Link]
suchasformingalliancesandcoalitionsareanecessarypartofaleader'[Link]
politicsisthattherearepeoplelurkingwhowanttotakeyououtofthegame,particularlyifyouarechangingthestatusquo.
Theseenemieswithinmightattackyoudirectlyinanattempttoshifttheissuetoyourcharacterandstyleandavoiddiscussing
[Link]
overwhelmedwiththedetailsofyourchangeeffort.33Inaddition,backstabbersmayagreewithyouinpersonbutbadmouth
youtoothers.

[Link]
ofthesedilemmasisattemptingtograntotherstheauthoritytoactindependently,yetstillgettingthemalignedorpulling
togetherforacommonpurpose.34Manyofthetopicsrelatingtotheseconflictinggoalsarediscussedatlaterpointsinthetext.

[Link],[Link]
publicinrecentyearshaveledtoextremeperceptionsthatCEOs,inparticular,aredishonest,unethical,andalmostcriminalin
theirbehavior.Evenif95percentofcorporateleadersarehonestanddevotedtotheirconstituents,theleaderstillhastodeal
withthepossibilityofbeingperceivedasdishonest.

AFrameworkforUnderstandingLeadership
Manydifferenttheoriesandexplanationsofleadershiphavebeendevelopedbecauseoftheinterestinleadershipasapractice
[Link]
comprehensiveframework.35Theframeworkpresentedherefocusesonthemajorsetsofvariablesthatinfluenceleadership
[Link]
meaning:

L=f(l,gm,s)

Theformulameansthattheleadershipprocessisafunctionoftheleader,groupmembers(orfollowers),andothersituational
[Link]
context(settingandenvironment).36Inotherwords,leadership

P.20

 FIGURE12A
[Link]![Link],[Link]
PrenticeHall,[Link],N.J.

doesnotexistintheabstractbuttakesintoaccountfactorsrelatedtotheleader,thepersonorpersonsbeingled,andavariety
[Link]
[Link]
themwhentheirtelephonecallsmostlymeetwithabruptrejectionfromthepeoplesolicited.

[Link],leadershipcanbestbe
understoodbyexaminingitskeyvariables:leadercharacteristicsandtraits,leaderbehaviorandstyle,groupmember
characteristics,[Link],leadershipeffectivenessrefersto
attainingdesirableoutcomessuchasproductivity,quality,[Link]
effectivedependsonthefoursetsofvariablesinthebox.

Beginningatthetopofthecircle,leadercharacteristicsandtraitsreferstotheinnerqualities,suchasselfconfidenceand
problemsolvingability,[Link]
activitiesengagedinbytheleader,includingcharacteristicapproach,[Link]
frequentlycoachesgroupmembersandpracticesparticipativeleadership,forexample,mightbeeffectiveinmany
circumstances.

Groupmembercharacteristicsreferstoattributesofthegroupmembersthatcouldhaveabearingonhoweffectivethe
[Link],forexample,helptheleaderdoanoutstandingjob.
[Link],
forexample,[Link],
andthefitwillbemoreobviousatsomeplacesthanatothers.Table12outlineshowtheelementsoftheleadershipmodelline
upwithchaptersinthetext.

P.21

TABLE12RelationshipbetweenChapterTopicsandtheFrameworkforUnderstandingLeadership
COMPONENTOFTHEMODEL RELEVANTCHAPTERORCHAPTERS
Leadercharacteristicsandtraits Chapter3,PersonalAttributesofLeaders
Chapter4,TheCharismaticandTransformationalAspectsofLeaders
Chapter5,TheMoralAspectsofLeadership
Chapter12,CommunicatingwithOthersandResolvingConflict
Chapter13,TheCreativeandInnovativeAspectsofLeaders
Leaderbehaviorandstyle Chapter5,TheMoralAspectsofLeadership
Chapter6,EnhancingTeamworkwithintheGroup
Chapter8,LeadershipActions,Attitudes,andStyles
Chapter10,HowLeadersExertInfluence
Groupmembercharacteristics Chapter7,TheLeaderasaMotivatorandCoach
Chapter9,HowLeadersRespondtotheSituationatHand
Internalandexternalenvironment Chapter2,GlobalandCrossCulturalLeadership
 Chapter11,HowLeadersAttainandMaintainPower
Chapter14,ThinkingStrategicallyandManagingKnowledge
Chapter15,TheDevelopmentofLeadersandSuccessionPlanning

TABLE12RelationshipbetweenChapterTopicsandtheFrameworkforUnderstandingLeadershipCengage
Learning2013

[Link]
[Link]'scharacteristicsandtraitswilltypically
influencetheleader'[Link],warm,andcaring,itwillbenaturalforthatpersontoadopta
[Link]'characteristicsmightinfluencetheleader'[Link]
themembersarecapableandselfsufficient,[Link]
[Link]
influenceormediatetheleader'[Link],
leadersaremorelikelytogiveexpressiontotheirtendenciestowardcreativeproblemsolvingandrisktaking.

[Link]
time,andalsowiththe

P.22

[Link],[Link]
[Link],leadershipinvolvesamovementfromonelevel(personlevel)
toahigherlevel(leaderfollowergrouplevel).[Link]
leadershipasamultilevelphenomenonfollows:

TeamleaderAshleydecidestocoachteammemberLionhowtoexpressherideasmoreforciblywhenmakinga
[Link],[Link]
recognizesthatsheisworkingwithasupportiveteam,soshethinksthattheteamwillbeencouragingtowardLi
[Link],Ashleyrecognizesthattheorganizationasawholeencourages
assertiveness,[Link]
sametimeAshleyunderstandsthatLiwasraisedinaculture(societylevel)thatvalueshumilityandtimidityso
shedoesnotpushLitoofasttomakeimprovements.

SkillDevelopmentinLeadership
[Link]
[Link].38
Althoughstudentsofleadershipwillfindthisinformationencouraging,developingleadershipskillsismorecomplexthan
[Link],youcandevelop
leadershipskillsbystudyingthistextbook,whichfollowsagenerallearningmodel:

[Link]
leadership,includingasectiontitledGuidelinesforActionandSkillDevelopment.

[Link]
fromreadingabouthoweffective(orineffective)leadersoperate.

[Link],roleplays,and
[Link]
information,[Link],youwillreadabouttheimportanceof
assertivenessinleadershipandalsocompleteanassertivenessquiz.

[Link],orperformance,[Link].
Implementingsomeoftheskillsoutsideoftheclassroomwillprovideadditionalopportunitiesforfeedback.

[Link]
naturalsettingsbeforeit

P.23


becomesintegratedcomfortablyintoaleader'[Link]
[Link],forexample,thatyoureadaboutgivingadviceintheformofquestions,asdescribedin
[Link],youwillprobablyhaveacquiredanimportantnewskillfor
coachingothers.

LeadershipSkillBuildingExercise12givesyoutheopportunitytobegindevelopingyourleadershipskillssystematically.

LeadershipSkillBuildingExercise12:MyLeadershipPortfolio

Here,weaskyoutobegindevelopingaleadershipportfoliothatwillbeapersonaldocumentofyourleadership
[Link],[Link],we
encourageyoutouseyourimaginationindeterminingwhatconstitutesasuitableadditiontoyourleadershipportfolio.

Wesuggestyoubeginyourportfoliowithapersonalmissionstatementthatexplainsthetypeofleadershipyouplanto
[Link],Iintendtobecomeawellrespectedcorporateprofessional,akeymemberofahappyand
healthyfamily,[Link]
jobrsuminyourportfolio,[Link],
communityandreligiousactivities,andsports.(SeeLeadershipSelfAssessmentQuiz12.)

LeadershipSelfAssessmentQuiz12:TheLeadershipExperienceAudit

Instructions:Readersofthisbookvaryconsiderablyintheirleadership,managerial,andsupervisoryexperience.
[Link]
thefollowingchecklisttorecordanypossibleleadershipexperiencesyoumighthavehadinthepastorhavenow.

Heldaformalleadershipposition,suchasvicepresident,departmenthead,manager,assistantmanager,teamleader,
groupleader,orcrewchief
Seizedtheopportunityonthejobtotakecareofaproblem,althoughnotassignedsuchresponsibility
Headedacommitteeortaskforce
Wascaptainorcocaptainofanathleticteam
Heldofficeinaclubathighschool,careerschool,orcollege
Waseditorofacampusnewspaperorsectionofthenewspapersuchassports
Organizedastudygroupforacourse
Organizedanongoingactivitytosellmerchandiseatpeople'shomes,suchasforAvon,MaryKay,orTupperware

P.24

Workedinmultilevelsalesandrecruitedandguidednewmembers
Organizedacharitydriveforaschoolorreligiousorganization
Organizedavacationtripforfriendsorfamily
Tookchargeduringacrisis,suchasbyhelpingpeopleoutofaburningbuildingorafloodedhouse
Washeadofachoiroraband
Headedacitizens'groupmakingdemandsonacompanyorthegovernment
Organizedagroupoffriendstohelpoutpeopleinneed,suchasphysicallydisabledseniorcitizens
Other

Interpretation:Themoreexperiencesyouchecked,themoreleadershipexperienceyoualreadyhaveunderyourbelt.
[Link]
CEOsinavarietyoffieldsgottheirstartasassistantfastfoodrestaurantmanagers.

Followership:BeinganEffectiveGroupMember
Tobeaneffectiveleader,[Link]
thisbook,thewordfollowerssuffersfrompoliticalincorrectness,yetitisaneutraltermasusedbyleadershipresearchers.A
pointofviewthatrepresentsamodernviewofleadership,[Link],isthat
[Link],suchasateamleaderreporting
toamiddlemanager.39Andeachsubordinatewilloftencarryoutaleadershiprole,suchasheadingupashorttermprojector
evenorganizingthisyear'[Link]
thatthebrightideasofleaderswouldgonowherewithoutthedoers.40

Mostofthetopicsinourstudyofleadershipareaimedatinspiring,motivating,andinfluencinggroupmemberstowantto
[Link],however,tofocusonthreekeyaspectsofbeinganeffectivegroupmember:
typesoffollowers,thepersonalcharacteristicsofproductivefollowers,andtheimportanceofcollaborationbetweenleaders
andfollowers.

TypesofFollowers
[Link],a
[Link]
[Link]
engagementwiththeleaderorgrouptoarriveatfivetypesoffollower,as

P.25

FIGURE13FollowersClassifiedbyLevelof
Engagement.CengageLearning2013

[Link]
committedanddeeplyinvolved.41

[Link],[Link]
[Link]
coaching,yetsometimesfiringthemistheonlysolution.

[Link],abystanderismorelikely
[Link],so
theleaderhastoworkhardtofindtherightmotivatorstosparkthebystanderintoaction.

[Link],suchastakingthe
[Link],andsometimesagainst,theleader
[Link]
beingconstructive.

[Link],heavilyinvestedinpeopleandprocesses,andeagertodemonstratetheirsupportor
[Link],eitherpositivelyornegatively,[Link]
activistmightbeenthusiasticaboutreachingcompanygoals,orsoconvincedthatthecompanyisdoingthewrongthingthat
heorsheblowsthewhistle(reportsthecompanytoanoutsideagency).Theleaderhastostayawareofwhethertheactivistis
fororagainstthecompany.
[Link],orwillingtoousttheleaderif
[Link]
strongertendencytobewhistleblowersthandoactivists.

P.26

Adiehard,forexample,mighttakeitonherowntotesttheleadquantityofpaintinchildren'sfurnituresoldbythecompany.
Leadershavetostayintouchwithdiehardstoseeiftheirenergyisbeingpointedintheserviceoftheorganization.

[Link]
everybodyinthegroupissuperchargedandeagertocollaboratetowardattainingorganizationalgoals.

EssentialQualitiesofEffectiveFollowers

[Link],effectivefollowerssharefouressentialqualities:42

[Link].
Effectivegroupmembersseethemselvesasbeingascapableastheirleaders.

[Link],beitacause,product,department,
organization,idea,[Link],theleaderfacilitatesprogresstowardachievingagoal.

[Link]
[Link]
engageintraininganddevelopment.

[Link],criticalthinkersandfightforwhattheybelieveisright.A
goodfollower,forexample,mightchallengethecompany'spolicyoftakingninetydaystomakegoodonaccountspayable,or
ofrecruitingkeypeoplealmostexclusivelyfrompeoplewithdemographiccharacteristicssimilartothoseoftopmanagement.

Thislistisillustrative,sincealmostanypositivehumanqualitywouldcontributedirectlyorindirectlytobeinganeffective
[Link]
[Link]
members,[Link],empowerment,supportive
communication,andfrequentfeedbackwouldsupporteffectivefollowership.

CollaborationBetweenLeadersandFollowers
[Link]
WarrenBennis,thepostbureaucraticorganization(atypeoforganizationthatcameafterthebureaucraticera,suchasteam
basedorganizations)[Link]
thedecisionsbutsolicitinputfromknowledgeablegroupmembers,leadersandfollowersworktogethermoreclosely.43

P.27

[Link]
organizationalmemberneedstocontributeenergyandtalenttohelpleaderscarryouttheirrolessuccessfully.

TheMeaningandRelevanceofLeadership:Summary
Leadershipistheabilitytoinspireconfidenceinandsupportamongthepeoplewhoareneededtoachieveorganizational
[Link]'sjob,butamanageralsoplans,organizes,[Link]
withchange,inspiration,motivation,[Link],managementdealsmorewithmaintainingequilibriumandthe
[Link].

[Link]
[Link],onestudyshowedthatleadershipactionscanaffectperformance,butonlyiftheleaderisperceivedtobe
[Link],calledsubstitutesforleadership,make
theleader'[Link],intrinsicsatisfaction
withwork,computertechnology,[Link]
mostorganizationaloutcomesbecausethesituationismoreimportantandtheleaderhasunilateralcontroloveronlyafew
[Link],sincenewleadersarechosenwhosevaluesarecompatiblewiththoseofthefirm,thosevaluesactuallyare
moreimportant.

[Link]
system,ratherthantheleader,dictatesthatallcompaniesultimatelydie.

[Link]
arethefigurehead,spokesperson,negotiator,coachandmotivator,teambuilder,teamplayer,technicalproblemsolver,
entrepreneur,strategicplanner,[Link]
leadership.

Leadershippositionsoftenaresatisfyingbecausetheyoffersuchthingsaspower,prestige,theopportunitytohelpothers,high
income,[Link],suchas
facingaperformorperishmentality,insufficientauthority,havingtodealwithhumanproblems,andtoomuchorganizational
[Link]'needtobeindependentwiththeirneedtocommittoa
commonpurpose.

Theframeworkforunderstandingleadershippresentedhereisbasedontheideathattheleadershipprocessisafunctionofthe
leader,groupmembers,[Link],leadershipcanbestbeunderstoodby
examiningitskeyvariables:leadercharacteristicsandtraits,leaderbehaviorandstyle,groupmembercharacteristics,andthe
[Link]
modelisthatleadershipismultilevel,involvingtheindividual,thesmallgroup,[Link]
mightalsoneedtobetakenintoaccount.

Leadershipskillscanbedevelopedbyfollowingagenerallearningmodelthatinvolvesacquiringconceptualknowledge,
readingexamples,doingexperientialexercises,obtainingfeedback,andpracticinginnaturalsettings.

Amajorchallengefacingleadersisthatfollowersdiffersubstantiallyincharacteristics,includinglevelofengagementfrom
feelinganddoingnothingtototalpassion,commitment,[Link],oneneedsgoodfollowers
with

P.28

characteristicssuchasselfmanagement,commitment,competenceandfocus,[Link]
[Link]
betweenleadersandtheled.

TheMeaningandRelevanceofLeadership:KeyTerms
leadership
partnership
substitutesforleadership
leadershipeffectiveness

TheMeaningandRelevanceofLeadership:GuidelinesforActionandSkillDevelopment

Vastamountsofinformationhavebeengatheredaboutleadersandleadership,andmanydifferentleadership
[Link],
fromthisthicketofinformationemergemanyusefulleadershipconceptsandtechniquestoguideyoutowardbecomingamore
effectiveleader.

Asyouworktowardleadershipeffectiveness,[Link]
[Link],ifyouareleadingateam,review
[Link],aneffectiveleaderneedstocombineseveralleadershipapproachestomeet
[Link],aleadermightneedtocombinecreativeproblemsolvingandemotionalsupport
tomemberstohelptheteamreboundfromacrisis.

Theeclectic(choosingfromamongmany)approachwerecommendislikelytobemoreeffectivethanacceptinganideasuch
astherearesixsecretstoleadershipsuccess.
DiscussionQuestionsandActivities
[Link]?

[Link]
[Link].

[Link]?

[Link],andexplainwhyyouthinkheorsheishighly
effective.

[Link],manypeoplewhowerevotedthemostlikelytosucceedintheirhighschoolyearbooks
[Link]?

[Link]
arebusinessleaderspaidsomuch?

[Link],whydowestillfindsomanymanagerswhocannotgainthe
respectoftheirsubordinates?

[Link]?Explainyour
reasoning.

[Link].
Shereplied,For$25,000ayear,howcanyouexpectmetobeaneffectiveleader?Whatdoyouthinkofherargument?

[Link]?

P.29

TheMeaningandRelevanceofLeadership:LeadershipCaseProblemA:MikeTodmanMakesa
SplashatWhirlpool
Bythetimethefinancialcrisishit,thebrutaleconomyforceditsexecutiveleadershipteamtostayfocusedonarecently
[Link],presidentofWhirlpoolInternational,recalledthe
overarchinggoal:Let'[Link],andwehadtomakesome
reallytoughdecisions.

Seniormanagementconcentratedonthreepriorities:aligningcoststomeetthedemandsoftheturbulentbusinessclimate
managingcashforgreaterliquidityandmaximizingmarketsharebytargetingconsumersinamoreeffective,efficientmanner.
Asaresult,thecompanyabandonedbrandadvertising,[Link]
talkingdirectlytothemsoweusedmoredigitalmedia,Todmansaid.

Tounderscoretheurgency,[Link]
decisionsatafasterpaceand,atthesametime,[Link]
[Link],ourapproachistobestraight,be
honest,tellpeopleexactlywhatisgoingon,saidTodman.

Duringthechallengingfinancialperiod,[Link]
[Link]
[Link],Latin
America,andAsiawithdutiesthatincludemanagementofglobalinformationsystemsandglobalstrategicinitiatives,
includingefficiencyandinnovation.

JeffFettig,[Link],said,[Link],he'sgotgreatexpertiseinbeing
[Link]
verywellourstrengthsandweaknesses,whatwecandoandwhatwecan'tdosohe'sinstrumentalinhelpingustosetthe
rightprioritiesandthenrunningdisciplinedoperationstohelpusdeliverourexpectedresults.

[Link],[Link],Todmanhasbeendescribedasarobustmanwithagentledemeanorthat's
[Link],engaging,[Link]
aboutTodman:He'sabletoanalyzereallycomplexbusinessproblemsandmaketherightdecisionssothatthecompanycan
makemoney.

CommunicationisanintegralpartofTodman'smanagementstyle:dissectingtrendinformation,disseminatingcompanygoals
andobjectives,andpushingemployeestothinkmorebroadly,morecreatively,butasaninterconnectedunitthatfunctions
[Link]'satwentyfourhourjob,hesaysofmanagingthevarioustimezonesthroughphonecallsandvideo
[Link].I
understandhowconsumersarelivingandthatkeepsyouonthepulse.

Todmanhasabachelor'sdegreeinbusinessadministrationfromGeorgetownUniversity.HejoinedWhirlpoolin1993in
Londonasdirectoroffinance,[Link]
bolsterWhirlpool'sfinancialperformancethroughhisstrategicvisioninaccessingglobalmarketsandabilitytoeffectively
driveinnovation,Todmanwasselectedasthe2010BlackEnterpriseCorporateExecutiveoftheYear.

Questions
[Link]?

P.30

[Link],International.

[Link]?

[Link]?

Source:[Link].

TheMeaningandRelevanceofLeadership:AssociatedRolePlay:DealingwithDissent
CEOMikeTodmanisconductingatownhallmeetingwithabout200employeesataWhirlpoolfactoryintheUnitedStates.
Fiveminutesintothemeeting,[Link],[Link],butIobject
[Link]
[Link],whowantstolistentoemployeeconcernsbutisnot
[Link].

[Link]
howwellthedissentergotacrosshisorherpointandhowwellCEOTodmandealtwiththesituation.

TheMeaningandRelevanceofLeadership:LeadershipCaseProblemB:TheSubprimeDepartment
Blues
[Link]
departmentwassmall,[Link],Wemake
[Link],hardworking
[Link],despiteafew
foreclosureshereandthere.

Asinterestratesclimbedonadjustableratemortgages(ARMs),thenumberoflatepayerstripled,andthenumberof
[Link],blamingthemforapotentialrecessionandasharp
declineinthestockmarket.

[Link],Asthesubprimemessprogressed,
[Link]
[Link]
bestworkerslookedstressedout.

MalcolmFlynn,amortgagespecialistwithfouryears'experience,describedtheworkingconditionsinthesubprime
departmentinthesewords:[Link]
becausewelentmoneytopeoplewhodidn'thavethemeanstopaybacktheloan.

Mostofuswon'[Link]
hopingtheworkwillbemorefun,butitneveris.

WhenChendiscussedthemoraleproblemsshewasfacingwithinhergroup,hermanageradvisedChentobeabetterleader.
Hermanageralsosaidthatatrueleadercanguideagroupthroughroughtimes.

Chenthoughttoherself,Thisadvicelooksgoodonpaper,butIdon'tknowwhattodonext.

P.31

Questions
[Link]?

[Link]?

[Link]'smanagerthatatrueleadercanguideagroupthroughroughtimes?

TheMeaningandRelevanceofLeadership:AssociatedRolePlay:CheeringUptheTeam
OnestudentplaystheroleofMaryChenwhodecidestoholdamoralebuildingsessionatteno'clockonaFridaymorning.
Sheisservingbagels,doughnuts,freshfruit,andbeverages,[Link]'sintentistocheerup
thegroup,[Link]
[Link]
successfulChenappearstohavebeen,andhoweffectivegroupmemberswereinexpressingtheirfeelings.

TheMeaningandRelevanceofLeadership:LeadershipVideoCaseDiscussionQuestions

Toviewthevideosforthisactivity,you'[Link]
access,[Link].

AfterviewingTheFruitGuys,answerthefollowingquestions.

[Link],founderandCEOofTheFruitGuys,[Link]
identifiedbyHenryMintzbergandotherswhichthreerolesdoyouthinkChrisusesthemostoften?Explain.

2.DoyoubelievethatChrisMittelstaedtreceivesanyofthesatisfactionsofleadersasmentionedinChapter1?Whyorwhy
not?

3.AsChapter1mentions,[Link]
thinkthatfollowersatTheFruitGuyshavetheopportunitytocollaboratewithcompanyleaderssuchasChrisMittelstaedt?

[Link]?Whyorwhynot?

TheMeaningandRelevanceofLeadership:Notes
[Link]:VivianSequera,VeteranEngineerBehindChileRescue,TheAssociated
Press,October16,[Link],LeadershipLessonsfromtheChileanMine,TheMiamiHerald
([Link]),October25,2010PeggyNoonan,VivaChile!TheLeftNoManBehind,TheWallStreetJournal,
October1617,2010,p.A17TimPadgettAnthonyEspositio,andAaronHelsen,5:TheChileanMiners,Time,December
27,2010January3,2011,[Link],ParablesofLeadership,HarvardBusiness
Review,JulyAugust1992,[Link](withRuthBass),TheBass
HandbookofLeadership:Theory,Research,andManagerialApplications,FourthEdition(NewYork:TheFreePress,2008),
[Link],JoeMontana:Leadership,SaystheLegendaryQuarterbackofFourSuperBowls,MeansBeing
WillingtoTaketheBlame,USAWeekend,January30February1,1998,p.15.

P.32

[Link],OfTaxCutsandTerror,TheWallStreetJournal,June30July1,2007,[Link]
Nadler,LeadingfromBelow,TheWallStreetJournal,March34,2007,[Link],Stewardship:Choosing
ServiceOverSelfInterest(SanFrancisco:BerrettKoehlerPublishers,1993),[Link].,A
FrameworkforUnderstandingCollectiveLeadership:TheSelectiveUtilizationofLeaderandTeamExpertisewithin
Networks,TheLeadershipQuarterly,December2009,pp.933958.9.Quotedonpage2oftheFebruary2006issueofBlack
[Link],TheLeadershipChallenge,3rded.(SanFrancisco:JosseyBass,2002),p.
[Link]:MakingtheChangewithWeb2.0,ExecutiveLeadership,February2009,[Link],AForcefor
Change:HowLeadershipDiffersfromManagement(NewYork:TheFreePress,1990)ManagingLeadingTrueLeadership,
ExecutiveLeadership,September2004,[Link],TheEssenceofLeadership:TheFourKeysto
LeadingSuccessfully(NewYork:Lexington/Macmillan,1991),[Link],Managing(SanFrancisco:Berrett
KoehlerPublishers,2009),[Link],GMOTaps1stCEOin32YearHistory,TheWallStreetJournal,
Februay13,2009,[Link],CenteronLeadership&Ethics,March2009,pp.
[Link],HowLeadersInfluenceOrganizationalEffectiveness,TheLeadershipQuarterly,December2008,pp.
[Link],Impatience,Forbes,June16,2008,[Link],WilliamJoyce,and
BruceRoberson,WhatReallyWorks,HarvardBusinessReview,July2003,[Link],SuccessHingeson
VitalSkillsLiketheHumanFactor,TheWallStreetJournal(SpecialAdvertisingSection),March29,2007,[Link]
[Link],RobertHogan,[Link],LeadershipandtheFateofOrganizations,AmericanPsychologist,
FebruaryMarch2008,[Link],[Link],[Link],[Link],andAdrian
Chan,AMetaAnalyticReviewofLeadershipImpactResearch:ExperimentalandQuasiExperimentalStudies,The
LeadershipQuarterly,October2009,[Link],[Link],[Link],StevenKerr,and
PhilipPodaskoff,SubstitutesforLeadership:EffectiveAlternativestoIneffectiveLeadership,OrganizationalDynamics,
Summer1990,[Link],TheAmbiguityofLeadership,AcademyofManagementReview,April1977,pp.
[Link],ConqueringVerticalLimits,Fortune,February19,2001,[Link],
AreManagersObsolete?HarvardBusinessReview,MarchApril1999,pp.161162.(BooksinReview)[Link]
andRussMarion,editors,ComplexityLeadership:ConceptualFoundations(Charlotte,N.C.:InformationAge,2008).27.J.
RichardHackmanandRuthWageman,AskingtheRightQuestionsaboutLeadership,AmericanPsychologist,January
2007,[Link],TheNatureofManagerialWork(NewYork:Harper&Row,
1973)[Link],TheCMDManagerialJobAnalysisInventory(Rochester,N.Y.:Rochester
InstituteofTechnology,CenterforManagementDevelopment,1987),pp.132133MaryJoHatch,MonikaKostera,and
[Link],TheThreeFacesofLeadership:Manager,Artist,Priest,OrganizationalDynamics,vol.35,no.1,
2006,pp.4968DaveUlrich,NormSmallwood,andKateSweetman,TheLeadershipCode:FiveRulestoLeadBy(Boston:
HarvardBusinessPress,2008).[Link],ChangingtheRoleofTopManagement
BeyondSystemstoPeople,HarvardBusinessReview,June2002,[Link],EmployeesFirst!
Time,July7,2008,[Link],PerformorPerish,BusinessWeek,November5,2007,p.40.

P.33

[Link],AreYouCutOutforManagement?TheNewYorkTimes([Link])January16,2011,p.2.33.
[Link],ASurvivalGuideforLeaders,HarvardBusinessReview,June2002,pp.6574.34.
[Link],TheNineDilemmasLeadersFace,Fortune,March18,1996,[Link]
[Link],AnIntegrativeTheoryofLeadership(Mahwah,N.J.:LawrenceErlbaumAssociates,1997),pp.151173Francis
Yammarino,FredDansereau,[Link],AMultipleLevelMultidimensionalApproachtoLeadership:
ViewingLeadershipthroughanElephant'sEye,OrganizationalDynamics,Winter2001,[Link],
PromotingMoreIntegrativeStrategiesforLeadershipTheoryBuilding,AmericanPsychologist,January2007,pp.533.36.
Avolio,PromotingMoreIntegrativeStrategies,pp.25,[Link],MultiLevel
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P.34
[Link]
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holder.