Leadership – Theory and Practice – Ninth Edition
Peter G. Northouse
Western Michigan University
Los Angeles
London
New Delhi
Singapore
Washington DC
Melbourne
BRIEF CONTENTS
Preface
Acknowledgments
About the Author
About the Contributors
Chapter 1 Introduction
Chapter 2 Trait Approach
Chapter 3 Skills Approach
Chapter 4 Behavioral Approach
Chapter 5 Situational Approach
Chapter 6 Path–Goal Theory
Chapter 7 Leader–Member Exchange Theory
Chapter 8 Transformational Leadership
Chapter 9 Authentic Leadership
Chapter 10 Servant Leadership
Chapter 11 Adaptive Leadership
Chapter 12 Inclusive Leadership
Chapter 13 Followership
Chapter 14 Gender and Leadership
Chapter 15 Leadership Ethics
Chapter 16 Team Leadership
References
Author Index
Subject IndexDETAILED CONTENTS
Preface
Acknowledgments
About the Author
About the Contributors
Chapter 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 Morality
Leadership Is a Neutral Process
Leadership Is a Moral Process
Leadership and Management
Plan of the Book
Case Study
Case 1.1 Open Mouth . . .
Leadership Instrument
Conceptualizing Leadership Questionnaire
Summary
Chapter 2 Trait Approach
Description
Intelligence
Self-Confidence
Determination
Integrity
Sociability
Five-Factor Personality Model and Leadership
Strengths and Leadership
Emotional IntelligenceHow Does the Trait Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 2.1 Choosing a New Director of Research
Case 2.2 Recruiting for the Bank
Case 2.3 Elon Musk
Leadership Instrument
Leadership Trait Questionnaire (LTQ)
Summary
Chapter 3 Skills Approach
Description
Three-Skill Approach
Technical Skills
Human Skills
Conceptual Skills
Summary of the Three-Skill Approach
Skills Model
Individual Attributes
Competencies
Influences on Skills Development
Leadership Outcomes
Summary of the Skills Model
How Does the Skills Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 3.1 A Strained Research Team
Case 3.2 Andy’s Recipe
Case 3.3 2019 Global Teacher of the Year: Peter
Tabichi
Leadership Instrument
Skills Inventory
SummaryChapter 4 Behavioral Approach
Description
Task and Relationship Behaviors
Task Orientation
Relationship Orientation
Historical Background of the Behavioral Approach
The Ohio State Studies
The University of Michigan Studies
Blake and Mouton’s Managerial (Leadership) Grid
Paternalism/Maternalism
Opportunism
Recent Studies
How Does the Behavioral Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 4.1 A Drill Sergeant at First
Case 4.2 We Are Family
Case 4.3 Cheer Coach Monica Aldama
Leadership Instrument
Leadership Behavior Questionnaire
Summary
Chapter 5 Situational Approach
Description
Leadership Style
Development Level
How Does SLII® Work?
Strengths
Criticisms
Application
Case Studies
Case 5.1 Marathon Runners at Different Levels
Case 5.2 Getting the Message Across
Case 5.3 Philosophies of Chinese Leadership
Leadership InstrumentSLII® Questionnaire: Sample Items
Summary
Chapter 6 Path–Goal Theory
Description
Leader Behaviors
Directive Leadership
Supportive Leadership
Participative Leadership
Achievement-Oriented Leadership
Follower Characteristics
Task Characteristics
How Does Path–Goal Theory Work?
Strengths
Criticisms
Application
Case Studies
Case 6.1 Three Shifts, Three Supervisors
Case 6.2 Playing in the Orchestra
Case 6.3 Row the Boat
Leadership Instrument
Path–Goal Leadership Questionnaire
Summary
Chapter 7 Leader–Member Exchange Theory
Description
Early Studies
Later Studies
Leadership Development
Emotions and LMX Development
How Does LMX Theory Work?
Strengths
Criticisms
Application
Case Studies
Case 7.1 His Team Gets the Best Assignments
Case 7.2 Working Hard at Being Fair
Case 7.3 Pixar: Creating Space for SuccessLeadership Instrument
LMX-7 Questionnaire
Summary
Chapter 8 Transformational Leadership
Description
Transformational Leadership Defined
Transformational Leadership and Charisma
A Model of Transformational Leadership
Transformational Leadership Factors
Transactional Leadership Factors
Nonleadership Factor
Transformational Leadership Measurements
Other Transformational Perspectives
Bennis and Nanus
Kouzes and Posner
How Does the Transformational Leadership Approach
Work?
Strengths
Criticisms
Application
Case Studies
Case 8.1 The Vision Failed
Case 8.2 An Exploration in Leadership
Case 8.3 Grandmothers and Benches
Leadership Instrument
Transformational Leadership Inventory
Summary
Chapter 9 Authentic Leadership
Description
Authentic Leadership Defined
Approaches to Authentic Leadership
Practical Approach
Theoretical Approach
How Does Authentic Leadership Work?
Strengths
CriticismsApplication
Case Studies
Case 9.1 Am I Really a Leader?
Case 9.2 Kassy’s Story
Case 9.3 The Arena of Authenticity
Leadership Instrument
Authentic Leadership Self-Assessment Questionnaire
Summary
Chapter 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 Global Health Care
Case 10.2 Servant Leadership Takes Flight
Case 10.3 Energy to Inspire the World
Leadership Instrument
Servant Leadership Questionnaire
Summary
Chapter 11 Adaptive Leadership
Description
Adaptive Leadership Defined
A Model of Adaptive Leadership
Situational Challenges
Technical ChallengesTechnical and Adaptive Challenges
Adaptive Challenges
Leader Behaviors
Adaptive Work
How Does Adaptive Leadership Work?
Strengths
Criticisms
Application
Case Studies
Case 11.1 Silence, Stigma, and Mental Illness
Case 11.2 Taming Bacchus
Case 11.3 Agonizing Options for Marlboro College
Leadership Instrument
Adaptive Leadership Questionnaire
Summary
Chapter 12 Inclusive Leadership
Description
Inclusion Defined
A Model of Inclusive Leadership
Antecedent Conditions
Leader Characteristics
Group Diversity Cognitions
Organizational Policies and Practices
Inclusive Leadership Behaviors
Outcomes
How Does Inclusive Leadership Work?
Strengths
Criticisms
Application
Assessment
Challenge
Support
Case Studies
Case 12.1 Difficult Decision
Case 12.2 The Extraversion Advantage
Case 12.3 Inclusive Leadership During a CrisisLeadership Instrument
Inclusive Leadership Reflection Instrument
Summary
Chapter 13 Followership
Description
Followership Defined
Role-Based and Relational-Based Perspectives
Typologies of Followership
The Zaleznik Typology
The Kelley Typology
The Chaleff Typology
The Kellerman Typology
Theoretical Approaches to Followership
Reversing the Lens
The Leadership Co-Created Process
New Perspectives on Followership
Perspective 1: Followers Get the Job Done
Perspective 2: Followers Work in the Best Interest
of the Organization’s Mission
Perspective 3: Followers Challenge Leaders
Perspective 4: Followers Support the Leader
Perspective 5: Followers Learn From Leaders
Followership and Destructive Leaders
- Our Need for Reassuring Authority Figures
- Our Need for Security and Certainty
- Our Need to Feel Chosen or Special
- Our Need for Membership in the Human
Community - Our Fear of Ostracism, Isolation, and Social
Death - Our Fear of Powerlessness to Challenge a Bad
Leader
How Does Followership Work?
Strengths
Criticisms
ApplicationCase Studies
Case 13.1 Bluebird Care
Case 13.2 Olympic Rowers
Case 13.3 Penn State Sexual Abuse Scandal
Leadership Instrument
Followership Questionnaire
Summary
Chapter 14 Gender and Leadership
Description
The Glass Ceiling Turned Labyrinth
Evidence of the Leadership Labyrinth
Understanding the Labyrinth
Gender Differences in Leadership Styles and Effectiveness
Navigating the Labyrinth
Strengths
Criticisms
Application
Case Studies
Case 14.1 The “Glass Ceiling”
Case 14.2 Pregnancy as a Barrier to Job Status
Case 14.3 Jacinda Ardern, Prime Minister of New
Zealand
Leadership Instrument
Gender-Leader Bias Questionnaire
Summary
Chapter 15 Leadership Ethics
Description
Ethics Defined
Level 1. Preconventional Morality
Level 2. Conventional Morality
Level 3. Postconventional Morality
Ethical Theories
Centrality of Ethics to Leadership
Heifetz’s Perspective on Ethical Leadership
Burns’s Perspective on Ethical Leadership
The Dark Side of LeadershipPrinciples of Ethical Leadership
Ethical Leaders Respect Others
Ethical Leaders Serve Others
Ethical Leaders Are Just
Ethical Leaders Are Honest
Ethical Leaders Build Community
Strengths
Criticisms
Application
Case Studies
Case 15.1 Choosing a Research Assistant
Case 15.2 Reexamining a Proposal
Case 15.3 Ship Shape
Leadership Instrument
Ethical Leadership Style Questionnaire (Short Form)
Summary
Chapter 16 Team Leadership
Description
Team Leadership Model
Team Effectiveness
Leadership Decisions
Leadership Actions
How Does the Team Leadership Model Work?
Strengths
Criticisms
Application
Case Studies
Case 16.1 Team Crisis Within the Gates
Case 16.2 Starts With a Bang, Ends With a Whimper
Case 16.3 1980 U.S. Olympic Hockey Team
Leadership Instrument
Team Excellence and Collaborative Team Leader
Questionnaire
Summary
References
Author IndexSubject Index
AUTHOR INDEX
Adams, J. A., 304, 307
Adams, R. B., 399
Aguinis, H., 168
Ahmad, M. I., 160
Aime, F., 463
Akselsson, R., 114
Alipour, K. K., 376
Allen, J. B., 207
Allen, S. J., 38, 39, 50
Alliger, G. M., 27, 31
Allison, S. T., 406
Alpaslan, C. M., 429
Alverà, M., 276, 277, 278
Alvesson, M., 234, 235
Amanatullah, E. T., 401
Ambrogi, M., 149
Ambrose, M. L., 429
Amos, B., 464Amy, J., 68
Anand, S., 160, 170–171
Ancona, D., 475
Andersen, J. A., 95, 185, 186, 205, 206
Anderson, H. J., 185, 208, 234, 442
Anderson, R. A., 304, 307
Andrews, P. H., 401
Ang, S., 168
Ansah Ofei, A. M., 133
Anseel, F., 226
Antonakis, J., 1, 28, 32, 40, 185, 192, 196, 197, 206
Ardison, S. D., 475
Arena, M., 303, 304
Arenas, F. J., 37
Ariss, A. A., 337
Aritz, J., 5
Arjoon, S., 332
Armenakis, A. A., 170
Arnett, D. B., 323
Aronson, E., 422Arthur, C. A., 206
Arthur, M. B., 190
Arvidsson, M., 114
Asamani, J. A., 133, 134, 153
Asamoah, E., 204
Ascough, K. W., 39
Asgari, S., 418
Ashford, S., 354
Ashkanasy, N. M., 39, 40
Atinc, G., 268
Atkinson, N., 414
Atwater, L., 161
Audette, B., 312, 313, 314
Aumann, K., 396
Avolio, B. J., 15, 187, 188, 189, 191, 194, 197, 202, 204, 205,
207, 209, 221, 222, 226, 227, 229, 230, 233, 236, 426
Axelrod, R. H., 207
Ayman, R., 399
Azanza, G., 232, 235Babcock, L., 401
Bader, P., 30, 31
Baehrend, W. R., Jr., 452
Bailey, D. E., Jr., 304, 307
Bailey, J., 207
Bakar, H, A., 164
Baker, C. R., 160
Baker, R., 142
Bakker, A. B., 195
Balkundi, P., 12
Bande, B., 261, 264
Bandura, A., 229
Bao, Y., 269
Barbuto, J. E., Jr., 258, 260, 264
Bardes, M., 440
Barge, J. K., 465, 473, 475, 478
Barling, J., 187
Barnowski, A., 406
Bartol, K. M., 464Bass, B. M., 1, 6, 15, 27, 28, 56, 112, 185, 187, 190, 191, 194,
197, 204, 205, 206, 207, 208, 209, 220, 221, 226, 399, 426,
427, 430, 438, 439
Bastardoz, N., 377
Bauer, T. N., 264
Baur, J. E., 70, 185, 234, 442
Beauchamp, T. L., 429, 433, 434, 436
Beck, C. D., 260
Bedi, A., 429
Beer, L. T. de, 232
Begum, R., 96
Behrendt, P., 91, 94
Belkin, L., 396, 397
Bell, E., 402, 404
Bennett, W., 101
Bennis, W. G., 17, 28, 198, 199, 217, 220, 257
Benson, A. J., 377
Bentein, K., 260, 265
Benzie, H. J., 304
Berg, S. V., 304
Berger, M., 19, 20Bergeron, D. M., 404
Bergman, J. Z., 464
Bergman, S. M., 464
Berkman, S., 337
Bernardi, R. A., 407
Bernerth, J. B., 170
Bernstein, R., 487
Berry, G. R., 473, 475
Bersoff, D. N., 403
Bess, J. L., 144
Beyerlein, M., 461, 474
Bielby, D. D., 401
Bielby, W. T., 401
Bikson, T. K., 461
Blair, C. A., 42
Blake, R. R., 84, 87, 88, 90, 91, 93, 94, 95, 96, 98, 103, 104,
107
Blake, S., 322
Blanchard, K. H., 109, 112, 114, 116, 117, 118, 128, 135, 257
Blascovich, J., 404Block, C. J., 404
Block, P., 435
Boatner, C., 19
Boatwright, K. J., 116, 118
Bocarnea, M., 258, 264
Boehm, S. A., 189
Boesch, D., 395
Bommer, W. H., 235, 268
Bond, J., 396
Bongiorno, R., 397
Bonner, J. M., 440
Bono, J. E., 35
Book, E. W., 398
Booth-Butterfield, M., 164
Booysen, L., 335, 336
Borgida, E., 402, 403
Borowski, N., 416
Bosco, S. M., 407
Bosse, T., 115
Botero, I. C., 463Boulouta, I., 399
Bowers, D. G., 87
Bowie, N. E., 427, 429, 433, 434, 436
Bowles, H. R., 396, 397, 401, 405
Boyatzis, R. E., 38, 39
Brandt, T., 200
Braun, S., 226
Brazil, D. M., 116
Bresman, H., 475
Breuer, C., 462
Brewer, M. B., 325
Brown, B., 237, 243, 244, 245, 246, 247
Brown, D. J., 381, 382
Brown, J., 488
Brown, M. E., 5, 422, 441
Bruch, H., 189
Bryman, A., 1, 8, 27, 94, 185, 188, 197, 204, 205, 206
Buch, R., 160
Buckingham, M., 36
Buckley, M. R., 70, 185, 234, 442Bullis, R. C., 116
Burgess, D., 402
Burke, C. S., 463, 474, 482
Burns, J. M., 3, 4, 7, 8, 13, 15, 16, 186, 187, 188, 190, 204, 207,
220, 221, 399, 430–431, 434, 438, 439, 441, 445, 459
Busenbark, J. R., 142
Bussin, M., 257
Byron, T., 125
Cai, D. A., 94
Cai, Z., 162
Cain, S., 353
Caldwell, D., 475
Cameron, K. S., 234
Campion, M. A., 70, 330
Caputi, P., 194
Cardon, P., 5
Carew, P., 118
Carli, L. L., 395, 396, 397, 404, 405, 406, 417
Carlson, D. S., 265, 429Carmeli, A., 161, 332, 335, 345
Carsten, M. K., 352, 353, 354, 361, 366, 375, 392
Carsten, R. K., 352
Carter, D. R., 323, 480
Cartwright, D., 86
Cartwright, S., 39
Caruso, D. R., 38, 40
Cashman, J., 157
Casimir, G., 93
Castro, S. L., 142, 164, 170
Catmull, E., 176, 177, 178
Cave, D., 398
Caza, A., 200
Chabris, C. F., 407
Chaleff, I., 352, 353, 355, 357–359, 361, 376, 380
Chan, A., 222
Chandler, A., 413
Chemers, M. M., 394, 402, 408
Chen, J. M., 401
Chen, Z., 268Cherin, D. A., 323, 325, 337
Chibanda, D., 213, 214, 215, 216, 217
Chikeleze, M. C., 452
Childress, J. F., 433, 434
Chiniara, M., 260, 265
Chiu, C. Y. C., 12
Choi, S. B., 332
Chonko, L. B., 265
Chow, C., 201
Christie, A., 187, 208
Chrobot-Mason, D., 323, 324, 336
Chun, J. U., 37, 38, 118
Chung, B., 332
Chung, B. G., 345
Church, A. H., 337
Church, B., 103
Cianci, A. M., 236
Cicek, S. S., 261
Ciulla, J. B., 15, 422, 430, 431
Cleveland, J. N., 5Clifton, D., 36
Cobb, A. T., 481, 482
Cochrane, E., 449, 450, 451
Coelho, A. F. M., 232
Coetzer, M. F., 257, 283
Coffey, W., 487, 488, 489, 490
Cogliser, C. C., 170
Cohen, P., 397
Cohen, S. G., 461
Colf, C., 19, 20
Collinson, D., 1
Columb, V. L., 407
Conger, J. A., 188, 190, 207, 431
Connelly, M. S., 61, 64, 67, 72
Connerley, M. L., 329
Cook, A., 400
Cook, A. S., 482
Coons, A. E., 86, 135
Cooper, B., 269
Cooper, C., 226, 234Cooper, C. L., 404
Cooper, H., 448, 449, 450, 451
Copeland, N., 3
Corazzini, K., 304
Cordery, J., 475
Corrigall, E., 406
Corsaro, D., 323
Costa, P. T., 35
Cote, R., 116, 143
Couric, K., 403
Covey, S. R., 229, 257, 435
Cox, T. H., Jr., 322
Coyle, P. T., 377
Craig, L., 396
Crain, W. C., 424, 425
Credé, M., 207, 208
Cropanzano, R., 164
Crum, R., 50
Curphy, G. J., 374, 466
Curral, L., 305Dalla Costa, J., 438
Dalton, K., 243
Dansereau, F., 118, 157, 159
Dasborough, M. T., 39, 164
Dasgupta, N., 418
Dass, P., 322
Daus, C. S., 40
Davenport, S. W., 464
Davey, D., 258
Davidson, M. N., 323, 327
Davies, A., 49, 50
Davies, P. G., 404
Day, D. V., 1, 160, 464
Dean, M., 332
Deaux, K., 402, 403
DeChurch, L. A., 142
Del Carmen Triana, M., 407
Demirtas, O., 429
Den Hartog, D. N., 440, 441
Dennis, R. S., 258, 264DePree, M., 257, 435
DeRue, D. S., 288, 463, 464
DeRue, S., 354
Dessler, G., 132
Dev, S., 431
DeVader, C. L., 27, 31
de Zilwa, D., 367
Dickson, M. W., 439
Diekmann, K. A., 401
Dinh, J., 467, 468, 469, 470, 483
Dinh, J. E., 1, 27, 40, 94, 185, 204
D’Innocenzo, L., 481
Dionne, S. D., 118
Dobbin, F., 322
Dobbins, G. H., 399
Dodge, K. A., 402
Dodson, S. J., 401
Drake, J. R., 461–462
Drecksel, G. L., 465
Drescher, G., 464Drew, D., 150
Driscoll, D. M., 402
Duan, C., 408
Dubrow, S., 30
Duckworth, A. L., 33
Duell, R., 115
Dulebohn, J. H., 168, 235, 268
Dutton, J. E., 234
Dwertmann, D. J. G., 189
Dyer, J. H., 474
Dyer, W. G., 474
Dyer, W. G., Jr., 474
Dysvik, A., 160
Eagly, A. H., 142, 222, 395, 396, 397, 398, 399, 400, 401, 402,
403, 404, 405, 406, 417, 418
Ebesu Hubbard, A., 65
Echtenkamp, B. A., 404
Edmondson, A. C., 331, 332, 335
Effertz, J., 399Efros, D., 244
Ehr, R. J., 133
Ehrhart, K. H., 332
Ehrhart, M. G., 254, 265
Eibach, R. P., 404
Eilam, G., 222, 230
Einola, K., 234, 235
Eisenbeiss, S. A., 429, 442
Ek, Å., 114
Elahee, M. N., 96
Elliott, S., 276
Ellis, D. G., 9
Ellman, N., 395
Ely, R. J., 323, 324, 327
Emich, K. J., 10
Engle, R. L., 96
Ensher, E. A., 397, 404
Epitropaki, O., 161, 376, 377
Erdogan, B., 264
Ernst, C., 323, 324Ete, Z., 37
Eubank, D., 307
Eva, N., 268, 269
Evanecky, D., 169
Evans, M. G., 132, 142
Eys, M., 377
Fahrbach, C. M., 429
Fairhurst, G. T., 5, 170, 354
Fan, H., 125
Farmer, S. M., 159
Fayol, H., 16
Feild, H. S., 170
Feldberg, F., 462
Feldman, D. C., 440, 441
Fellows, R., 95
Feloni, R., 49
Fenn, L., 68
Fenzel, L. M., 402
Ferdman, B. M., 323, 324, 325, 327, 336Fernandez, C. F., 115, 116, 117
Fernández-Ferrín, P., 264
Fernando, M., 194
Ferrari, M., 302
Fields, D. L., 254, 264, 283
Findlay, D., 244
Fink, E. L., 94
Fisher, B. A., 9, 481
Fisher, C. M., 468
Fiske, S. T., 402, 403
Fjeldstad, O. D., 323
Fleishman, E. A., 6, 56, 466, 472
Fletcher, J. K., 401
Folkman, J., 400
Follett, M. P., 352
Forsyth, D. R., 407
Foti, R. J., 9, 377
Frankena, W., 429
Freedman, J., 40
French, J. R., Jr., 12Frese, M., 141
Frey, S., 226
Frieder, R., 42
Friedman, U., 416
Friedrich, T. L., 481
Frisch, C., 429
Fry, L. W., 5, 226
Fuchs, D., 143
Funk, P., 399
Gafni, M., 449
Galanos, A. N., 304, 307
Galinsky, A., 404
Galinsky, E., 396
Gandolfi, F., 270
Garbers, Y., 464
Gardner, H., 36, 461
Gardner, J. W., 1
Gardner, W. L., 1, 185, 204, 222, 226, 227, 228, 233
Garofoli, J., 449Gasiorek, J., 65
Gatling, A., 235
Geffken, D., 307
Gehrlein, S., 461
Geldenhuys, M., 257
Gelfand, M., 401
Gelles, D., 50
Gentry, W. A., 38
George, B., 5, 223–226, 231, 234, 242, 247, 251
Gergen, D., 270
Gerhardt, M. W., 35
Gerstner, C. R., 160
Gettman, H., 401
Giambalvo, E., 149
Gibbons, T. C., 189, 202
Gibbons-Neff, T., 448, 449, 450, 451
Gigliotti, R. A., 7
Gilbert, J. A., 64, 65, 322
Gilbert, N. L., 304
Gilbert, S., 191Giles, W. F., 170
Gilligan, C., 435, 439
Gilroy, F. D., 402
Gini, A., 429
Ginnett, R. C., 374, 466
Glasø, L., 117
Glass, B., 408
Glass, C., 400
Glick, P., 401, 402, 406
Goldberg, L. R., 35
Goldin, C., 402
Goldman, P., 144
Goleman, D., 38, 39, 40
Gong, Z., 38
Goodwin, R. D., 401
Gordon, R., 61
Göritz, A. S., 91
Gottfredson, R. K., 168, 170, 171, 260
Gouran, D. S., 476
Graeff, C. L., 115, 116, 117, 119Graen, G. B., 157, 159, 160, 162, 164, 169, 171, 172, 180
Graham, J. W., 4, 254, 255, 267
Grashow, A., 285
Graves, L. M., 395, 397, 403
Greder, A., 151
Green, J. P., 30
Green, S., 429
Green, S. G., 10
Greenbaum, R. L., 440
Greenleaf, R. K., 253, 254, 255, 256, 257, 264, 265, 266, 267,
278, 283, 435, 439, 459
Greenspan, R., 100
Greenwald, A. G., 337
Grégoire, J., 40
Griffin, M., 187
Griffith, J. A., 70, 185, 234, 442, 481
Grint, K., 1
Gronn, P., 464
Gu, J., 115, 116, 118
Guillaume, Y., 161, 167Gurdjian, P., 71
Gurin, P., 408
Gutek, B. A., 397, 399
Hackman, J. R., 466, 467, 468, 469, 470, 471, 473
Haden, S. P., 268
Haga, W., 157, 159
Halbeisen, T., 71
Hale, J. R., 254
Hall, D. T., 405
Halpert, M., 308
Halpin, A. W., 135
Hamilton, D. L., 402
Hamstra, M. R., 195
Han, A., 125
Han, S. J., 474
Hanges, P. J., 439
Hannah, S. T., 236
Hansbrough, T. K., 377
Harding, F. D., 56, 60, 61, 62, 64, 66, 67, 69, 70, 79, 82Hardy, J., 377
Hardy, J. H., 440
Hardy, L., 206
Harlow, T., 312
Harms, P. D., 207, 208, 353
Harris, K. J., 161, 165
Harrison, D. A., 5, 441
Harter, N., 169
Hartman, L. P., 422
Hartnell, C. A., 230, 253, 254
Hartwell, C. J., 330
Hashmi, N., 407
Haslam, S. A., 233, 397, 398
Hassan, S., 441
Hayek, M., 268
Hays-Thomas, R., 322
Headrick, J., 301
Heaphy, E. D., 170
Hebl, M., 338
Heeren, A., 40Heifetz, R. A., 5, 285, 286, 287, 288, 290, 292, 293, 303, 304,
305, 306, 320, 430, 441, 445, 459
Heilman, M. E., 143, 402, 403
Heinen, B., 470
Heinitz, K., 194
Hekman, D. R., 5
Helgesen, S., 237–239, 398
Heller, T., 7
Hemphill, J. K., 3, 86, 135
Henderson, D. J., 259, 261
Henneberg, S. C., 323
Herman, H. M. Tse, 162, 167
Hersby, M. D., 397
Hersey, P., 109, 112, 114, 116, 117, 135
Hertel, G., 462
Hess, A., 312, 396
Hesse, H., 254, 283
Hewlett, S. A., 397
Hickman, G. R., 1
Higgs, C., 62Hill, L., 176, 177, 178
Hill, N. S., 160, 167, 464
Hinkin, T. R., 197, 205
Hirak, R., 332
Hirokawa, R. Y., 476
Hjelmgaard, K., 413, 414, 416
Hlalele, D., 304
Hoch, J. E., 235, 268, 464
Hodge, L., 285
Hodges, P., 257
Hoegl, M., 461
Hoffman, L. R., 9
Hogan, R., 432
Hogg, M. A., 10
Hollander, E. P., 5, 7, 324
Hollander, S., 416
Hollenbeck, J. R., 462, 463
Homan, A. C., 330
Hoole, E., 462
Horsman, P., 191House, R. J., 32, 132, 134, 135, 136, 139, 140, 142, 144, 188,
190, 196, 206
Howell, J. M., 15, 187, 205, 207, 221
Hoyt, C. L., 402, 403, 404, 406, 408
Hsu, T., 397
Hu, J., 160, 259, 265
Hu, Y., 232, 332
Huang, L., 375
Huang, Y. H., 123, 124
Hüffmeier, J., 462
Hufnagel, J., 304
Hughes, R. L., 374, 466
Humbley, L. A., 474
Humphrey, R., 228
Humphrey, S., 463
Hunt, J. G., 188
Hunter, E. M., 260, 264, 265
Hunter, S. T., 207
Huppenbauer, M., 429
Huse, M., 407Hyatt, D. E., 470, 478
Hymowitz, C., 395
Ibarra, H., 325
Iguisi, O., 96
Ilgen, D. R., 462, 463, 471
Ilies, R., 35, 93, 161, 164, 227
Indvik, J., 132, 142, 153
Ingersoll, A. R., 400
Ishio, Y., 397
Ismay, J., 448, 449, 450
Ivancevich, J. M., 322
Jackson, A. E., 48
Jackson, G., 1
Jacobs, T. O., 56
Jacobson, M. B., 399
Jacquart, P., 28, 32
Jago, A. G., 7, 8, 27
Jaksa, J. A., 437Jaschik, S., 312
Javed, B., 332, 334
Jensen, J. M., 463
Jensen, M. A. C., 473
Jermier, J. M., 141, 142
Jiao, X., 38
Johannesen-Schmidt, M. C., 399, 406
Johansson, C. R., 114
Johnson, B. T., 142, 399
Johnson, C. E., 125
Johnson, C. R., 422
Johnson, M., 462
Johnson, R. E., 141
Johnson, R. W., 142
Johnson, S., 404
Johnston, W. B., 322
Jones, A., 285, 414
Jong, J., 208
Judge, T. A., 35, 93, 94
Jundt, D., 462Jung, D., 28
Jung, D. I., 201, 209
Kacmar, K. M., 161, 265
Kahn, R. L., 86, 87
Kaiser, R. B., 399, 432
Kalev, A., 322
Kanfer, R., 141
Kang, H. J. A., 235
Kang, J. H., 160
Kang, S.-W., 332
Kanter, R., 403
Kanungo, R. N., 190, 422, 427, 434
Karam, E. P., 464
Karau, S. J., 399, 401, 402, 403, 418
Kark, R., 376
Katz, D., 86, 161
Katz, R. L., 56, 57, 65, 67, 69, 82
Katzenbach, J. R., 466
Keller, J., 385, 386Keller, R. T., 194
Kellerman, B., 11, 72, 353, 355, 360, 361, 376
Kelley, K. M., 164
Kelley, R. E., 352, 355, 356–357, 361, 376, 386, 387
Kellner, F., 142
Kelloway, E. K., 191
Kelly, D. R., 33
Kelly, E., 322
Kelly, J., 395
Kemp, C., 30, 31
Kernis, M. H., 227, 229
Kerns, C. D., 61
Kerr, S., 142
Khan, A. K., 332
Kidder, T., 34, 272
Killgore, W. D., 40
Kim, B. H., 463
Kim, J. S., 235
King, E. B., 338
Kinlaw, D. C., 474Kirby, T. A., 397
Kirkman, B., 475
Kirkpatrick, S. A., 27, 30, 31
Kitchener, K. S., 433, 434
Kite, M., 402
Klau, M., 304
Klimoski, R. J., 464
Kline, T. J. B., 474
Klonsky, B. G., 142, 399
Knippenberg, D. van, 205, 206, 330, 429
Knoke, D., 397
Koenig, A. M., 402, 406
Kohlberg, L., 423, 424, 425, 430, 451
Koigi, B., 78
Kolze, M., 30
Komives, S. R., 433
Konrad, A. M., 322, 406
Korabik, K., 399
Kossek, E. E., 330
Kotsou, I., 40Kotter, J. P., 16, 17
Kouzes, J. M., 198, 199–201, 217, 220, 435
Koval, C. Z., 143, 404
Kozlowski, S. W. J., 463
Kozlowski, W. J., 464
Kraiger, K., 39
Krasikova, D. V., 10
Kray, L. J., 404
Kroeck, K. G., 194
Kuenzi, M., 540
Kuhnert, K. W., 191, 195
Kukenberger, M. R., 481
Kumar, A., 226, 232
Kunda, Z., 402
Kuvaas, B., 160
Kwan, H. K., 268
LaFasto, F. M. J., 466, 467, 468, 469, 470, 471, 483, 491
Lai, L., 401
Laiho, M., 200Lam, S. S. K., 269
Landay, K., 207
Lane, K., 71
Lapierre, L. M., 353
Lapin, A., 487
Larkin, M., 312
Larson, C. E., 466, 467, 468, 469, 470, 471, 483, 491
Larsson, J., 114
Laschever, S., 401
Laub, J. A., 258
Laurie, D. L., 285, 290
Lawton, A., 422
LeBreton, J. M., 10
Lee, A., 161, 167
Lee, Y., 125
Legood, A., 232
Lemoine, G. J., 230, 231, 253, 268
Lencioni, P., 466
Leroy, H., 226, 228, 230, 253
Leslie, J., 462Lettl, C., 323
Levashina, J., 330
Levi, D., 463, 482
Levin, S., 49
Lévy Mangin, J., 232
Lewis, P., 195
Lewis, S., 404
Leys, C., 40
Li, C., 232, 269
Li, X., 167
Li, Y., 232
Liang, H., 461–462
Liao, C., 261
Liao, Z., 167
Liden, R. C., 160, 162, 171, 172, 259, 261, 264, 265, 267, 268,
269, 270, 279, 283
Lieb, P., 406
Likert, R., 86
Lin, C., 232
Lind, E. A., 325, 333Linehan, C., 397
Linnehan, F., 322
Linsky, M., 285, 293, 306
Lipman-Blumen, J., 353, 369, 370, 371, 372, 373, 386, 392, 431
Liska, L. Z., 142
Littrell, R. F., 93, 94
Liu, A. M. M., 95
Liu, B., 332
Liu, S., 232
Liu, W., 167
Liu, Y., 440
Livingston, R. W., 143, 404
Locke, E. A., 27, 30, 31
Locke, E. E., 426
Loi, R., 162, 429
Lord, R. G., 27, 29, 31, 374, 376
Lovelace, J. B., 207
Lowe, K. B., 185, 194, 204, 209, 352
Lucas, N., 433
Luthans, F., 226, 227, 229, 230, 232, 233, 236Lynch, L., 408
Lyons, S. T., 208
Lyubovnikova, J., 232
Ma, A., 143, 404
MacKie, D., 36
Madlock, P. E., 164
Maher, K. J., 374
Mahler, J., 383
Mahsud, R., 441
Mainemelis, C., 376
Major, D. A., 463
Makhijani, M. G., 142, 399
Malik, M., 160, 161
Malone, T. M., 407
Mamakouka, A., 232
Manicom, D., 304
Mankin, D., 461
Mann, R. D., 29, 31
Manz, C. C., 463, 464, 477Marion, R., 286
Markgraff, P., 150, 151, 152
Marks, M. A., 64, 463
Marlowe, H. A., 30
Marques, C., 232, 235
Marques-Quinteiro, P., 305
Marstand, A. F., 167
Martin, G. S., 439
Martin, J., 325
Martin, M. T., 95
Martin, R., 161, 167, 462
Martin, S. R., 10
Martinez, L., 451
Martinez, P. N., 376
Maslyn, J. M., 159, 161, 170, 171
Mason, C., 187, 202
Matara, E., 78
Mathieu, J. E., 475, 481
Matta, F. K., 169
Matthews, M. D., 33Mattingly, B., 149, 150
Mattingly, V., 39
Mattis, M., 404
Matz, S., 91
Maume, D. J., Jr., 395
Mayer, D. M., 334, 440
Mayer, J. D., 38, 40
McCain, K. D., 301
McCalman, J., 439, 442
McCanse, A. A., 87, 93, 95, 104
McCauley, C. D., 336, 397
McClane, W. E., 169
McClean, E. J., 10
McCrae, R. R., 35
McGhee, D. E., 337
McGinn, K. L., 396, 397, 401, 405
McGregor, R., 354
McIntosh, P., 337
McIntosh, T., 62
McKelvey, B., 286McMahon, T. R., 433
McManus, R. M., 422
Meindl, J. R., 352, 366
Meirovich, G., 115, 116, 118
Melia, M., 68
Memon, Z. A., 115
Mendez, M. J., 142
Mendonca, M., 427, 434
Meuser, J. D., 259, 261, 264
Meyer, B., 482
Miao, C., 228
Mikolajczak, M., 40
Miles, G., 323
Miles, R. E., 232
Miller, T., 407
Min-Huei, C., 123
Mintz, S., 235
Misumi, J., 87, 95
Mitchell, A. A., 402
Mitchell, R., 332Mitchell, R. R., 132, 134, 136, 139, 140, 142
Mitchelson, J. K., 439
Modell, A. H., 293
Mohammed, I., 204
Mohammed, S., 376
Mohammed, Y. G., 194
Molero, F., 232
Mols, F., 233
Moore, B. V., 2
Moore, C., 442
Moorhead, J., 76, 77
Mor Barak, M. E., 323, 325, 337
Morgan Roberts, L., 336
Morgenroth, T., 397
Morgeson, F. P., 70, 161, 227, 330, 464, 482
Morgeson, R. P., 164
Moriano, J. A., 232
Morris, S., 399
Morrison, A., 397
Morrissey, L., 306Mortensen, M., 461
Mouton, J. S., 84, 87–90, 91, 93, 94, 96, 98, 103, 107
Muethel, M., 461, 464
Mugisha, S., 304
Mujtaba, B. G., 96
Mulcahy, M., 397
Mumford, M. D., 1, 56, 60, 61, 62, 64, 65, 66, 67, 69, 70, 71, 72,
79, 82, 481
Mumford, T. V., 70
Murphy, S. E., 397, 402, 404, 408
Musk, E., 45, 47–50
Mussman, J., 244
Naab, F., 133
Nadler, D. A., 28, 466
Nadworny, E., 312
Nahrgang, J. D., 161, 164, 227
Nanus, B., 17, 28, 198–199, 217, 220
Naqvi, S. M. M. R., 332
Naseem, M. A., 160Naudé, P., 323
Neck, C. P., 477
Nederman, C., 14
Neely, B. H., 207
Neider, L. L., 142
Nelson, R., 109
Nelson, T., 303, 304, 305
Nemanich, L. A., 194
Nembhard, I. M., 331, 332, 335
Neubert, M. J., 265
Newman, A., 269
Ng, E. S., 208
Ng, T. W., 440, 441
Ng, Y. N., 93
Ngo, H., 429
Nicholls, J., 204
Nichols, B., 151
Nielsen, S., 407
Niessen, C., 161
Nieva, V. E., 397Nishii, L. H., 330, 334, 336
Njeru, L., 78
Nkomo, S. M., 337, 402, 404
Noel, T. W., 429
Northouse, P. G., 336
Notgrass, D., 186, 195, 205
Nothaft, P., 150
Nuijten, I., 258
Nuwer, R., 213
Offermann, L. R., 337
Oh, I. S., 42
Ohlott, P. J., 397
Oke, A., 254
Okimoto, T. G., 233
Omilion-Hodges, L. M., 160, 164
O’Neill, T. A., 474
Organ, D. W., 161
Orvis, K. L., 475
Orzano, J., 307Ospina, S., 170
Otero-Neira, C., 261, 264
Owens, B. P., 5
Ozyilmaz, A., 261
Packer, A. H., 322
Padilla, A., 15, 432
Páez, I., 422
Page, D., 264
Pailhe, A., 396
Palmieri, R. E., 42
Panaccio, A., 259
Parisi-Carew, E., 118
Park, B. I., 332
Parker, B., 322
Parker, G. M., 463
Parker, S., 187
Passos, A. M., 305
Patera, J. L., 354
Patterson, K. A., 257Paul, J. B., 463
Paul, R., 461–462
Pauleen, D. J., 474
Paz-Aparicio, C., 42
Pearce, C. L., 464
Pellegrini, E. K., 96
Peng, A. C., 269, 332
Pentland, A., 407
Perrewe, P. L., 429
Perrot, S., 264
Perry, A. K., 422
Peters, T. J., 4
Peterson, C., 33, 36
Peterson, D. R., 440
Peterson, S. J., 222
Pettigrew, T. F., 325
Peus, C., 226, 228
Piccolo, R., 93
Pietraszewski, D., 375
Pillai, R., 206Pina e Cunha, M., 232, 235
Plaisance, P. L., 423
Platz, S. J., 399
Podsakoff, N. P., 1
Podsakoff, P. M., 1
Pojman, L. P., 428, 429
Popper, M., 374
Porter, G., 461
Posner, B. Z., 11, 198, 199–201, 217, 220, 435
Postmes, T., 398
Powell, G. N., 395, 397, 399, 403
Preece, J., 304
Price, T., 422
Pritchard, M. S., 437
Prussia, G. E., 441
Pryce, A., 304
Ptacek, J. K., 164
Puni, A., 204
Purdie-Vaughns, V., 404Qi, L., 332
Qian, S., 228
Quinn, R. E., 234
Ragins, B. R., 322, 404
Ramalingam, B., 302
Ramos, C., 323
Ramos-Villagrasa, P., 305
Randel, A. E., 328, 329, 331, 332, 335
Randolph-Seng, B., 159, 161, 168, 268
Rath, T., 36
Raven, B. H., 12
Rawls, J., 436
Reb, J., 404
Reddin, W. J., 109
Rego, A., 232, 235
Rehman, R. ur, 160
Reiter-Palmon, R., 335
Rentsch, J. R., 464
Resick, C. J., 439Restrepo, S., 244
Reyes, D., 467, 468, 469, 470, 483
Ribeiro, N. M. P., 232
Ricci, R., 307
Riggio, R. E., 15, 185, 187, 188, 352, 353, 462
Ristikari, T., 402
Ritchie, J. E., Jr., 406
Rittenberg, A., 152
Rittman, A. L., 463
Roberson, Q. M., 322, 325, 330, 338
Roberts, J. A., 265
Roberts, R. P., 236
Roberts, T. P., 115, 118
Robin, M., 268
Rocha, Á., 71
Rockstuhl, T., 168
Rodriguez, S., 49
Ronen, Z., 276
Rose, D. M., 61
Rosen, B., 475Rosener, J., 398
Rosenfeld, E., 308
Rosette, A. S., 143, 404
Rost, J. C., 1, 2, 3, 7, 8, 15, 17, 439
Rotolo, C. T., 337
Rouse, C., 402
Rowe, W. G., 235
Rowley, K., 285
Rowlinson, S., 95
Rowold, J., 194
Rubel, T., 399
Ruben, B. D., 7
Ruddy, T. M., 470, 478
Ruderman, M. N., 336, 397
Rudman, L. A., 401, 406
Russell, R. F., 257
Ryan, A. M., 322
Ryan, M. K., 397, 398
Sacket, P. R., 36Sage, A., 49
Salas, E., 463, 464, 467, 468, 469, 470, 482, 483
Salovey, P., 38, 40
Salvador, R., 440
Sanchez, D., 5
Sandberg, S., 395, 416
Sanders, S., 369
Santora, J. C., 258, 260
Sarros, J. C., 258, 260, 264
Sassenberg, K., 195
Scandura, T. A., 96, 169, 170, 172, 206, 226
Schaubroeck, J. M., 269, 332
Schein, V. E., 406
Schellhardt, T. D., 395
Scherer, J. A., 37
Schilling, J., 431
Schmidt, G. B., 462
Schminke, M., 429
Schmitt, E., 448, 449, 450, 451
Schouten, A. P., 462Schriesheim, C. A., 142, 164, 170, 171, 197, 226
Schriesheim, J. R., 142
Schumann, P. L., 427
Schutz, W. C., 324, 371
Schwartz, J. L. K., 337
Schwartz, M., 413
Schwartz, S. H., 399
Schwarz, G., 269
Schweitzer, L., 208
Schyns, B., 159, 160, 369, 431
Scott, M. E., 462
Sculley, J., 32
Searle, T. P., 260
Seashore, S. E., 87
Seeman, M., 3
Sego, D. J., 463
Sekaquaptewa, D., 403
Seligman, M. E. P., 36
Sels, L., 226
Semedo, A. S. D., 232, 235Sendjaya, S., 258, 260, 264, 268, 269
Senge, P. M., 257, 435
Sengupta, S., 431
Seo, M., 160
Sergent, K., 398
Shamir, B., 189, 190, 202, 205, 222, 230, 352
Shankman, M. L., 38, 39, 50
Shapiro, S., 302
Sheer, V. C., 164
Shevchenko, N., 487
Shore, L. M., 5, 168, 325, 332
Shuffler, M. L., 470, 480
Shull, A. C., 337
Sidani, Y. M., 235
Silman, A., 102, 103
Simkins, J. D., 448, 449
Simon, S., 403, 404
Simonet, D. V., 18
Simonton, D. K., 32
Sims, H. P., 464Sims, P., 223
Sinder, R., 285
Singh, N., 431
Sitkin, S. B., 205, 206
Sivasubramaniam, N., 194, 197
Skinnell, K., 404
Slaski, M., 39
Small, D. A., 401
Small, E. E., 464
Smith, A., 408
Smith, D. K., 466
Smith, J. A., 9
Smith, K., 304
Snow, C. C., 323
Snow, S., 49
Solansky, S. T., 464
Solaz, A., 396
Song, Z., 167
Soo, C., 475
Sosik, J. J., 28, 37, 38, 188, 209Sousa, F., 232, 235
Sousa, M., 260, 268
Sousa, M. J., 71
Sparrowe, R. T., 172
Spears, L. C., 254, 255, 256, 257, 283
Spencer, S. J., 402, 404
Spurk, D., 161
Squires, V., 303, 304, 305
Stagl, D. C., 482
Stagl, K. C., 463
Stajkovic, A. D., 398
Stander, F. W., 232
Stander, M. W., 232
Stangor, C., 408
Steele, C. M., 404
Steffens, N. K., 233
Steidlmeier, P., 15, 187, 221, 226, 426, 427, 430, 438, 439
Sternberg, R. J., 32
Stewart, A. J., 408
Stewart, G. L., 463Stilwell, D., 160
Stinson, J. E., 142
Stogdill, R. M., 2, 27, 28, 29, 31, 43, 84, 86, 104, 135
Stone, A. G., 257
Stone, B., 33
Stone, S., 270
Strauss, J. P., 329
Streicher, B., 226
Stroessner, S. J., 402
Stumpf, S. A., 133
Sudkämper, A., 397
Sui, Y., 232
Sultan, A., 406
Sunderman, H. M., 301, 302
Sutcliffe, K. M., 230
Sy, T., 375
Tajfel, H., 374
Tamkins, M. M., 143
Tatoglu, E., 96Tayyeb, H. H., 332
Tejeda, M. J., 206
Tengblad, S., 206
Tepper, B. J., 13
Tett, R. P., 18
Thiel, C. E., 440
Thoits, P. A., 401
Thomas, D. A., 323, 324, 327
Thomas, G., 161, 167, 462
Thompson, G., 117, 118
Thompson, L., 404
Thompson, M., 403
Thor, K. K., 65
Thygeson, M., 306, 307
Tims, M., 195
Tinsley, C. H., 401
Todd, E. M., 62
Tourish, D., 205
Townsend, B., 404
Tracey, J. B., 205Tran, T. B. H., 332
Treur, J., 115
Treviño, L. K., 5, 422, 429, 441
Troth, A. C., 162, 167
Tsakumis, G. T., 236
Tsotetsi, C. T., 304
Tsui, A. S., 399
Tuckman, B. W., 473
Tuller, M. D., 337
Turner, J. C., 374
Turner, J. R., 142
Turner, N., 187, 232
Tushman, M. L., 28
Twenge, J. M., 406
Tyler, T. R., 325, 333
Tymon, W. G., 133
Uhl-Bien, M., 1, 160, 162, 164, 169, 170, 171, 180, 286, 287,
288, 303, 304, 324, 352, 353, 354, 362, 366, 375, 392
Ulstad, V., 306vanDam, N. H. M., 133
van den Hooff, B., 462
van der Leeden, R., 399
van der Wal, C. N., 115
van Dierendonck, D., 253, 258, 260, 268, 269
Van Dyne, L., 169
van Engen, M. L., 399, 406
van Ginkel, W. P., 330
van Knippenberg, D., 205, 206, 330, 429
Van Til, J., 7
Van Velsor, E., 336, 337, 338
Van Vugt, M., 377
Van Yperen, N. W., 195
Varela-Neira, C., 261, 264
Vecchio, R. P., 115, 116, 117, 118
Velasquez, M. G., 428
Vidyarthi, P. R., 160
Vinberg, S., 114
Vinkenburg, C. J., 406
Vogus, T. J., 230Volmer, J., 161
Von Glinow, M. A., 397
Voss, K., 19
Vroom, V. H., 115, 133
Wageman, R., 461, 468, 470, 473, 481
Waldman, D. A., 464
Walker, C. B., 94
Walker, H. J., 170
Walker, R., 5
Wallace, W. T., 399
Wallen, A. S., 143
Wallenfeldt, J., 414, 415
Wallner, P. J., 20
Walmsley, P. T., 36
Walton, R. E., 468, 469, 471
Walumbwa, F. O., 222, 227, 233, 248, 254, 265
Wan, D., 160
Wang, B., 124
Wang, D., 232, 332, 464Wang, G., 42
Wang, H., 232
Wang, M. M., 268
Wang, Z., 440
Ward, S. J., 422
Warner, J., 395
Washington, E. F., 404
Wasserman, I. C., 336
Waterman, R. H., 4
Watola, D. J., 463
Watson, C., 9
Wayne, L., 435
Wayne, S. J., 160, 259, 261
Weber, M., 188
Weber, T. J., 222
Wei, F., 232
Wei, X., 332
Weinberg, F. J., 12
Weisberg, D., 101, 102
Weiss, H. M., 164Welsh, D., 440
Wernsing, T. S., 222, 233, 236
Wescher, J. S., 226
West, B. J., 354
Wheatley, M., 257
Wheeler, A. R., 161
Wheeler, D. W., 258, 264
Whiteley, G., 102
Whittington, J. L., 226
Wild, L., 302
Willemsen, T. M., 399
Williams, C. L., 395
Williams, J., 397, 404
Williams, R. J., 399
Williams, W. A., 268
Wilson, S., 439, 442
Winer, B. J., 135
Winfrey, O., 244
Winnicott, D. W., 293
Winston, B., 264, 283Wirth, L., 405
Wisse, B., 195, 369
Wittmann, C. M., 323
Wodon, Q., 77, 78
Wofford, J. C., 142
Wolfe, C. J., 38
Wolverton, B., 384, 385
Wong, P. T. P., 258, 264
Wood, W., 398
Woodruff, C. T., 10
Woolley, A. W., 407
Wright, S. L., 170
Wu, A., 201
Wu, D., 235, 268
Wu, J., 261
Wu, Y., 232
Xanthopoulou, D., 195
Xu, A. J., 162, 429
Xu, B., 232, 235Xu, H., 440
Yammarino, F. J., 56, 118, 164, 190
Yang, C., 429
Yang, I., 196
Yang, Y., 322
Yavuz, M., 231
Ye, Q., 332
Yelsma, P., 368
Yetton, P. W., 115
Yukl, G. A., 87, 91, 94, 95, 115, 116, 119, 170, 205, 207, 441
Zaccaro, S. J., 28, 30, 31, 32, 43, 56, 60, 61, 62, 64, 65, 66, 67,
69, 70, 72, 79, 82, 463, 465, 466, 469, 470, 475, 478, 481
Zahneis, M., 312, 313
Zaki, Y., 77
Zakin, C., 101, 102
Zaleznik, A., 18, 28, 352, 355, 356, 361, 376
Zander, A., 86
Zenger, J., 400
Zerilli, D. H., 164Zhang, L., 5
Zhang, Y., 232
Zhang, Z., 464
Zhao, H., 259, 269
Zhao, S., 232
Zhou, A. Q., 268
Zhou, M., 268
Zhou, X., 142, 164
Zhu, J., 268
Zhu, W., 188
Ziesulewicz, G., 451
Zigarmi, D., 109, 115, 118, 128
Zigarmi, P., 109, 128
Zill, A., 482
Ziv, E., 335
Zonia, S. C., 330SUBJECT INDEX
Abruzzo, D., 120–121
Abusive supervision, 13
Achievement-oriented leadership, 136–137, 140, 140 (table)
Acquired intelligence, 61
ACS model. See Assessment-challenge-support (ACS) model
Active management by exception, 196
Activist follower, 361
Adaptive leadership, 5 (box)
adaptive challenges, 289–293
Adaptive Leadership Questionnaire, 315–319
adaptive work, 299–300
advantages, 302–304
application, 306–307
assessment, 315–319
biases, 286
biological bias, 286
case studies, 308–314complexity leadership theory, 287–288
definition, 286–288
disadvantages, 304–305
disciplined attention, 296–297
distress regulation, 293–296
follower centered approach, 303
framework, 306 (figure)
“getting on the balcony” behavior, 290–291
giving work back to people, 297–298
holding environment, 293–294, 299, 304, 430
leader behaviors, 290–299
model, 288–300, 289 (figure)
overview, 285
practice in, 287 (table)
prescriptive approach, 303–304
process, 301 (figure)
psychotherapeutic bias, 286
service orientation bias, 286
situational challenges, 288–290
systems bias, 286technical and adaptive challenges, 289
technical challenges, 288–289
working of, 300–302
Adaptive Leadership Questionnaire, 315–319
Adaptive work, 299–300
Agreeableness, 35 (table)
Aldama, M., 100–103
Alexander the Great, 10
Alienated followers, 356
Allure of Toxic Leaders, The (Lipman-Blumen), 369
ALQ. See Authentic Leadership Questionnaire (ALQ)
Altruism, 427, 434
Alverà, M., 276–278
Amin, I., 14
Angliss, E., 262–263
Antecedent conditions
inclusive leadership, 328–330
servant leadership, 259–261Ardern, J., 394, 398, 412–417
Aristotle, 423, 428
Assessment
ACS model, 336–338
Adaptive Leadership Questionnaire, 315–319
ALQ, 233, 248–250
CliftonStrengths, 36
ELSQ, 452–458
Followership Questionnaire, 387–391
Gender-Leader Bias Questionnaire, 418–420
Inclusive Leadership Scale, 345–349
LBDQ, 86, 104
LBDQ-XII, 86, 94
Leadership Behavior Questionnaire, 104–106
leadership conceptualization, 23–24
Leadership Grid, 87–90, 89 (figure), 96, 104
LMX-7 Questionnaire, 181–182
LPI, 201
LTQ, 51–53Minnesota Multiphasic Personality Inventory, 51
MLQ, 197, 206
MSCEIT, 38
Myers-Briggs Type Indicator, 51
Path–Goal Leadership Questionnaire, 153–155
skills inventory, 79–81
SLII® model, 128–130
SLQ, 268–269, 279–282
StrengthsFinder, 36
Team Excellence and Collaborative Team Leader
Questionnaire, 483, 491–494
Transformational Leadership Inventory, 218–219
Assessment-challenge-support (ACS) model, 336
assessment, 336–337
challenge, 337–338
support, 338
Assigned leadership, 8–10
Assimilation, 327
Authentic followership, 367Authentic leadership
advantages, 232–233
ALQ, 233, 248–250
application, 235–236
approaches, 222–231
assessment, 248–250
balanced processing, 229
behavior, 224
case studies, 237–247
characteristics, 224 (figure)
compassion, 225
components of, 227–229, 228 (figure)
confidence, 229
connectedness, 225
consistency, 225
critical life events, 230–231
definition, 5 (box), 15, 221–222, 227
developmental perspective, 222
disadvantages, 234–235George approach, 223–226
heart, 225
hope, 229
influencing factors, 229–231
internalized moral perspective, 228
interpersonal perspective, 222
intrapersonal perspective, 222
moral reasoning, 230
optimism, 229
overview, 221
passion, 223
positive psychological capacities, 229, 230 (table)
practical approach, 222–226
purpose, 223
relational transparency, 229
relationships, 225
resilience, 229–230
self-awareness, 227–228
self-discipline, 225
theoretical approach, 222, 226–231values, 224
working of, 231–232
Authentic Leadership Questionnaire (ALQ), 233, 248–250
Authentic transformational leadership, 187–188, 427
Authority–compliance management, 88, 89 (figure)
Awareness attribute, 255
Axis Global, 484–485
Balanced processing, 229
Barelli, H., 210–211
Barra, M., 394
Barrett, C., 274–275
Bates, M., 147–149
Behavioral flexibility, 65
Behavior/behavioral approach
adaptive leadership, 290–299
advantages, 93–94
application, 96
assessment, 104–106authentic leadership, 224
benevolent dictator, 90
case studies, 97–103
consideration, 86, 135
directive behaviors, 110
disadvantages, 94–96
employee orientation, 87
followership, 363
historical background, 85–92
IMoLB, 91–92, 92 (figure)
inclusive leadership, 331–332
initiating structure, 86, 135
LBDQ, 86
LBDQ-XII, 86, 94
Leadership Behavior Questionnaire, 104–106
Leadership Grid, 87–90, 89 (figure), 96, 104
Managerial Grid, 6, 87–90, 94
Ohio State studies, 85–86
opportunism, 90–91, 91 (figure)
overview, 84–85paternalism/maternalism, 90, 90 (figure)
path–goal theory, 134–137, 139, 140 (table)
production orientation, 87
purpose of, 84
relationship, 84–85
servant leadership, 261–264
situationalism, 94
supportive behaviors, 110
task, 84–85
University of Michigan studies, 86–87
U.S.-centric perspective, 95–96
working of, 92–93
Beneficence, 434
Benevolent dictator, 90
Berger, M., 19–20
Bhutto, B., 394
Biden, J., 404
Big Five personality model, 35–36, 35 (table)
Bluebird Care, 379–381Bond, R., 411–412
Boudreaux, G., 394
Brako, 145–147
Brooks, H., 487–490
Brown, B., 243–247
Bush, G. W., 34
Bystanders, 360
Cain, S., 353
Caldera, A., 121–122
Capability model, 60, 68
Career experiences, 67
Case studies
adaptive leadership, 308–314
authentic leadership, 237–247
behavioral approach, 97–103
ethical leadership, 444–451
followership, 379–386
gender and leadership, 410–417inclusive leadership, 339–344
LMX theory, 173–179
path–goal theory, 145–152
servant leadership, 272–278
skills approach, 73–78
SLII® model, 120–126
team leadership, 484–490
trait approach, 45–50
transformational leadership, 210–217
Cause/goal analysis, 62
Chaleff follower typology, 357–359, 359 (figure)
Character strengths, 36–38, 37 (table)
Charismatic leadership, 28, 185, 188–190
Chibanda, D., 213–217
China, 122–126
City Mortgage, 174–175
Civic strengths, 37 (table)
CliftonStrengths, 36
Clinton, B., 34, 428Coaching (leadership style), 110
Co-created process, leadership, 364–366, 364 (figure)
Coercion, 13, 256
Coercive power, 11 (table), 13
Cognitive ability, 61
Cognitive complexity, 329
Cognitive strengths, 37 (table)
Coke, S., 45–46
Colluders, 433
Columbus, C., 19
Commitment of followers, 112, 116–117
Community development
ethical leadership, 438–439
servant leadership, 256, 263–264
Compassion, 225
Competencies, 62
followers, 112, 116–117
knowledge, 66problem-solving skills, 62–64, 63 (figure)
social judgment and social skills, 64–66
Complexity leadership theory, 287–288
Conceptualization, 6, 23–24, 256, 261
Conceptual skills, 58–59
Concern for production, 88
Conducive environment, 433
Confidence, 229
Conflict management, 294
Conformist followers, 356
Confucianism, 123–124
Connectedness, 225
Conscientiousness, 35 (table)
Consideration behaviors, 86, 135
Constraint analysis, 62
Constructive transaction, 195
Contingent reward, 195–196
Conventional morality, 424–425, 424 (table)
Costa, D., 438Country-club management, 88, 89 (figure)
Courageous followership, 358–359
Creative abrasion, 177
Creative agility, 177
Creative Brain Trust, 177
Creative resolution, 177
Creative thinking, 63
Critical life events, 230–231
Crystallized cognitive ability, 61
Curley, T., 383–386
Dao De Jing (Laozi), 124
Daoism, 124–125
Delegating (leadership style), 111
Destructive leadership, 369–373, 431–433
Determination trait, 33–34
Developmental authentic leadership, 222
Development level, 112, 116
Diehard follower, 361
Differentiation, 326Directive leadership, 110, 135, 139, 140 (table)
Dirks, A., 444–445
Discursive leadership, 5 (box)
Distributed leadership, 463–464
Distributive justice, 436–437, 437 (table)
Diversity management, 322
Dominance, 61–62
DuBose, S., 341
Dunwoody, A. E., 394
Duterte, R., 13, 205
Dyadic relationship, 157, 158 (figure)
Elder Care Project, 73–74
ELSQ. See Ethical Leadership Style Questionnaire (ELSQ)
Emergence, leadership, 10
Emergent leadership, 8–10
Emerson College, 313
Emotional intelligence, 38–40, 260
Emotional strengths, 37 (table)
Empathy attribute, 255Employee orientation behavior, 87
End of Leadership, The (Kellerman), 11
Environmental influences, 67–68
Ethical egoism, 426
Ethical Imperative, The (Costa), 438
Ethical leadership, 5 (box)
advantages, 439–441
altruism, 427, 434
application, 442–443
assessment, 452–458
Burns’s perspective on, 430–431
case studies, 444–451
centrality of, 429–430
common goal, 438
community principle, 438–439
conventional morality level, 424–425
cultural perspectives, 439
deontological perspective, 427–428
destructive leadership, 431–433disadvantages, 441–442
distributive justice principle, 436–437, 437 (table)
ELSQ, 452–458
ethical egoism, 426
ethical theories, 426–429
ethic of reciprocity, 436
ethics, definition, 423
fairness principle, 435–436
generational differences, 442
Golden Rule, 436
Heifetz’s perspective on, 430
honest principle, 437–438
justice principle, 435–437
Kohlberg’s stages of moral development, 423–425
moral conduct, 426–427
overview, 422
postconventional morality level, 425
preconventional morality level, 423–424
principles of, 433–439, 433 (figure)
respect principle, 434service principle, 434–435
teleological theories, 426–428
toxic leadership, 431–432
utilitarianism, 426–427
virtue-based theories, 428
Ethical Leadership Style Questionnaire (ELSQ), 452–458
Ethical theory, 423
Ethics, the Heart of Leadership (Ciulla), 422
Excess, strengths over, 37 (table)
Exclusion, 325–326
Exemplary followership, 356–357
Exemplary leaders, 200
Expectancy theory, 133–134, 141, 143
Expert power, 11 (table)
Experts, 66
External environmental influences, 68
Extraversion, 35 (table), 340–341
Farmer, P., 33–34, 272–274
FedEx, 39–40Female Advantage, The (Helgesen), 238
Fleck, P. J., 149–152
Fluid intelligence, 61
Followers/followership, 5 (box)
activists, 361
advantages, 374–376
alienated, 356
application, 377–378
assessment, 387–391
authentic, 367
behaviors, 363
bystanders, 360
case studies, 379–386
Chaleff typology, 357–359, 359 (figure)
characteristics, 137–138, 362
cognitive-psychological perspective, 374
colluders, 433
commitment of, 112, 116–117
competence of, 112, 116–117conformers, 432–433
conformist, 356
courageous, 358–359
dark triad, 369
definition, 7, 11, 353–354
desires for control, 137–138
destructive leaders and, 369–373
development level, 112, 114
diehards, 361
disadvantages, 376–377
engagement, level of, 360–361
ethical dimension, 354
evolutionary perspective and, 377
exemplary, 356–357
Followership Questionnaire, 387–391
ideal, 375–376
isolate, 360
Kellerman typology, 360–361, 360 (figure)
Kelley typology, 356–357, 357 (figure)
leader-follower interaction, 358 (figure)leadership behaviors, 363
leadership characteristics, 362–363
leadership co-created process, 364–366, 364 (figure)
locus of control, 137–138
motivation, 143
needs for affiliation, 137
outcomes, 363
overview, 352–353
participants, 360–361
passive, 356
perspectives on, 366–368
pragmatist, 357
preference for structure, 137
prescriptions for effective, 375
psychoanalytic perspective, 374
psychological factors and dysfunctional leadership, 370–
373, 370 (table)
receptivity, 260–261
relational-based, 354
reversing the lens approach, 363–364, 363 (figure)role-based perspective, 354
self-perceived level of task ability, 138
social marketplace, 375
social-psychological perspective, 374
styles, 356–357, 359
susceptible, 432
task characteristics, 138–139
theoretical approaches, 362–373
toxic leadership and, 369
types, 361
typologies, 354–361, 355 (table)
working of, 373–374
Zaleznik typology, 355, 356 (figure)
Followership Questionnaire, 387–391
Forecasting, 62
Foresight attribute, 256
Fox, T., 223
Freud, S., 370
Friendship Bench, 213–217Full Range of Leadership model, 191, 192 (figure), 197
Game-based learning (GBL), 71
Gandhi, I., 394
Gandhi, M., 186, 188, 430
Garafallo, A., 74–76
Gender and leadership
advantages, 406–407
application, 408–409
assessment, 418–420
boards of directors in organization, 400
case studies, 410–417
commitment, 400–401
disadvantages, 408
gender-biased perceptions, 9–10
gender gap, 395
Gender-Leader Bias Questionnaire, 418–420
glass ceiling, 394–398
glass cliff, 397–398glass escalator, 395
human capital differences, 395–398
leadership labyrinth, 394–398, 404–406
leadership styles and effectiveness, 398–406
overview, 394
path–goal theory, 142–143
pipeline problem, 396
prejudice, 402–404
self-promoting, 401
social values, 399
stereotypes, 402
transformational leadership, 399
work–home conflicts, 397
Gender-Leader Bias Questionnaire, 418–420
General cognitive ability, 61
George, Bill, 223–226
Ginsburg, R. B., 394
Glass ceiling, 394–398
Glass cliff, 397–398Glass escalator, 395
Global Leadership Institute, 39
Great Lakes Foods (GLF), 45–46
“Great man” theories, 27, 60
Green, K., 485–486
Greengold, T., 485
Greenleaf, R. K., 254
Grid International, 96
Grit, 33
Groups, 6–7
Gutierrez, K., 239–243
GVSU Lakers football team, 19–21
Halpert, M., 308–309
Harris, K., 395, 404
Heifetz, R., 430
Heinz dilemma, 423
Helgesen, S., 237–239
Hernandez, J., 174–175
Heterarchy, team, 463High directive–high supportive leadership style, 110
High directive–low supportive leadership style, 110
High supportive–low directive leadership style, 110
High Tech Engineering (HTE), 210–211
Hitler, A., 10, 13–16, 19, 187, 205, 358, 369
Holding environment, 293–294, 299, 304, 430
Hope, 229
Hughes, M., 34
Human skills, 57–58
Humble leadership, 5 (box)
Idea evaluation, 63
Idealized influence factor, 192–193
Ideal leadership, 13
IMoLB. See Integrated Model of Leadership Behavior (IMoLB)
Implicit association test (IAT), 337, 418
Impoverished management, 88, 89 (figure)
Inclusion, 323
definition, 324–328optimal distinctiveness theory, 325
uniqueness and belongingness, 325–327, 326 (table)
Inclusive leadership, 5 (box)
ACS model, 336–338
advantages, 334
antecedent conditions, 328–330
application, 335–338
assessment, 345–349
behaviors, 331–332
case studies, 339–344
characteristics, 328–329
cognitive complexity, 329
disadvantages, 334–335
goals, 328
group diversity cognitions, 329–330
Inclusive Leadership Scale, 345–349
leader inclusiveness, 331–333
leader personality factors, 329
model, 328–333, 329 (figure)organizational policies and practices, 330
outcomes, 332–333
overview, 322–324
participative leadership vs., 324
pro-diversity beliefs, 328
psychological climates, 330
relational leadership, 324
working of, 333
Inclusive Leadership Scale, 345–349
Individual attributes, 61–62
Individualized consideration, 193–195, 204
Influential leadership, 4 (box), 7, 429
Information power, 11 (table), 12
In-group, 159
Initiating structure behaviors, 86, 135
In Search of Excellence (Peters & Waterman), 4 (box)
Inspirational motivation, 193
Integrated Model of Leadership Behavior (IMoLB), 91–92, 92
(figure)
Integrity trait, 34, 38Intellectual stimulation, 193
Intelligence, 32–33
acquired, 61
emotional, 38–40, 260
fluid, 61
social intelligence, 30, 65
Internal environmental influences, 67–68
Internalized moral perspective, 228
Interpersonal authentic leadership, 222
Interpersonal strengths, 37 (table)
Intrapersonal authentic leadership, 222
Isolate follower, 360
Jobs, S., 32–33
Johnson, L., 430
Jones, D., 445–446
Jones, J., 13
Journey to the East, The (Hesse), 254Kagan, E., 394
Kant, I., 434
Kelleher, H., 274–275
Kellerman follower typology, 360–361, 360 (figure)
Kelley follower typology, 356–357, 357 (figure)
Kennedy, J. F., 19, 189
Kim, Y., 262
King, M. L., Jr., 14, 188
Klein, A., 262
Knowledge, 66
Kohlberg, L., 430
Koresh, D., 205, 353
Labyrinth, leadership, 394–398, 404–406
Laissez-faire leadership, 190 (figure), 196–197
Laozi, 124–125
Lay, K., 369
LBDQ. See Leader Behavior Description Questionnaire (LBDQ)
LBDQ-XII, 86, 94
Leader and leadership, 1–2achievement-oriented, 136–137, 140, 140 (table)
adaptive, 5 (box), 285–321
assessment, 22–24
assigned vs. emergent, 8–10
authentic, 5 (box), 15, 221–252
behavioral approach, 84–108, 134–137, 139
charismatic, 28, 185, 188–190
co-created process, 364–366, 364 (figure)
coercion and, 13
common goals, 7
communication behaviors, 9
components of, 6–8
conceptualization, 6, 23–24
definition, 2–8, 15
dimensions of, 157 (figure)
directive, 110, 135, 139, 140 (table)
discursive, 5 (box)
emergence, 10
ethical, 5 (box), 422–460
evolution of definitions, 2–5 (box)functions of, 17 (figure)
gender and, 394–421
gender-biased perceptions, 9–10
group processes, as, 6–7
humble, 5 (box)
inclusive, 5 (box), 322–351
influential, 4 (box), 7, 429
laissez-faire, 190 (figure), 196–197
management and, 16–18
morality and, 13–16
moral process, 15–16
neutral process, 14–15
outcomes, 68–69
participative, 135–136, 140, 140 (table)
path–goal theory, 132–156
personality perspective, 6, 9
power, 6, 10–13, 11 (table), 12 (table)
process, 6–8, 9 (figure)
pseudotransformational, 15, 187–188, 431
romance of, 366servant, 4 (box), 15–16, 253–284, 435
situational approach, 109–131
skills approach, 6, 56–83
socialized, 15, 187
spiritual, 5 (box)
strengths, 36–38
supportive, 110, 135, 139–140, 140 (table)
team, 461–495
traits, 4 (box), 8, 9 (figure), 27–55, 31 (table), 32 (table)
transformational, 6, 15, 185–220
volunteer leaders, 11
Leader Behavior Description Questionnaire (LBDQ), 86
Leader–member exchange (LMX) theory, 269
acquaintance phase, 163
advantages, 168–169
affective processes, 164–165
application, 171–172
assessment, 180–182
case studies, 173–179development process, 162–166, 163 (table)
disadvantages, 169–171
emotions and LMX development, 164–166
LMX-7, 171, 180
LMX-7 Questionnaire, 181–182
LMX-MDM, 171
mature partnership phase, 163–164
overview, 157–158
quality of, 160–162
stranger phase, 162–163
VDL theory, 158–160, 169
working of, 166–167
Leadership (Burns), 15, 186
Leadership (Hughes, Ginnett & Curphy), 374
Leadership Behavior Questionnaire, 104–106
Leadership Grid, 87–90, 89 (figure), 96, 104
Leadership Practices Inventory (LPI), 201
Leadership styles
authority–compliance management, 88coaching, 110
country-club management, 88
delegating, 111
development level of followers and, 113
high directive–high supportive, 110
high directive–low supportive, 110
high–high style, 95
high supportive–low directive, 110
impoverished management, 88
low supportive–low directive, 111
middle-of-the-road management, 89
supporting, 110
team management, 90
Leadership Trait Questionnaire (LTQ), 51–53
Leadership Without Easy Answers (Heifetz), 285, 304
Legitimate power, 11 (table)
Listening attribute, 255
LMX-7, 171, 180–182
LMX theory. See Leader–member exchange (LMX) theoryLong, J., 365
Low supportive–low directive leadership style, 111
LPI. See Leadership Practices Inventory (LPI)
LTQ. See Leadership Trait Questionnaire (LTQ)
Machiavelli, N., 14
Management
authority–compliance, 88
country-club, 88
exception, by, 196
functions of, 17 (figure)
impoverished, 88
leadership and, 16–18
middle-of-the-road, 89
skills, 58 (figure)
team, 90
Managerial Grid, 87–90, 94, 96
Mandela, N., 14, 193, 224
Marin, S., 394Marlboro College, 312–314
Marshall, B., 341–344
Martin, R., 379–381
Martinez, R., 113–114
Maslow, A., 430
Maternalism, 90, 90 (figure)
Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT),
38
McQueary, M., 384–385
Meaning, strengths about, 37 (table)
Measurement. See Assessment
Merkel, A., 394
Metrocity Striders Track Club (MSTC), 120
Metts, K., 45–46
Middle-of-the-road management, 89, 89 (figure)
Milošević, S., 369
Minnesota Multiphasic Personality Inventory, 51
MLQ. See Multifactor Leadership Questionnaire (MLQ)
Moral conduct, 426
Moral development, stages of, 423, 424 (table)conventional morality, 424–425
postconventional morality, 425
preconventional morality, 423–424
Morality, leadership and, 13–16
Moral process, leadership as, 15–16
Moral reasoning, 230
Mother Teresa, 14, 265–266, 427
Motivation, 61–62, 132–133
expectancy theory of, 133–134, 141, 143
inspirational, 193
MSCEIT. See Mayer-Salovey-Caruso Emotional Intelligence
Test (MSCEIT)
Multifactor Leadership Questionnaire (MLQ), 197, 206
Multi-team systems (MTSs), 480
Musk, E., 47–50
Myers-Briggs Type Indicator, 51
Nelson, P., 46–47
Neuroticism, 35 (table)Neutral process, leadership as, 14–15
“New Leadership” paradigm, 185
Nixon, R., 439
Noncoercive influence, 4 (box)
Norms, 295
Obama, B., 28
O’Brien, M., 310
Ohio State behavior study, 85–86
Openness, 35 (table)
Opportunism, 90–91, 91 (figure)
Optimal distinctiveness theory, 325
Optimism, 229
Out-group, 159–160
Participative leadership, 135–136, 140, 140 (table)
Partners In Health (PIH), 33–34, 273
Passion, 223
Passive followers, 356
Passive management by exception, 196Paternalism, 90, 90 (figure)
Paterno, J., 383–386
Path–Goal Leadership Questionnaire, 153–155
Path–goal theory, 133 (figure), 140 (table)
achievement-oriented leadership, 136–137, 140, 140 (table)
advantages, 141
application, 143–144
assessment, 153–155
case studies, 145–152
components of, 134, 134 (figure)
directive leadership, 135, 139, 140 (table)
disadvantages, 142–143
expectancy theory, 133–134, 141, 143
follower characteristics, 137–138
gender differences and, 142–143
leader behaviors, 134–137, 139
leader-centric approach, 143
overview, 132–134
participative leadership, 135–136, 140, 140 (table)Path–Goal Leadership Questionnaire, 153–155
purpose of, 132
supportive leadership, 135, 139–140, 140 (table)
task characteristics, 138–139
working of, 139–141
People, concern for, 88
People skills, 57, 64
Perceived leadership, 32
Personal competence, 38
Personality, 6, 9, 62
Big Five, 35–36, 35 (table)
inclusive leadership, 329
transformational leadership and, 206
Personalized leadership, 187
Personal power, 12
Personal skills, 57
Perspective-taking skills, 65
Persuasion, 256Peters, C., 173–174
Pixar, 176–179
Planning skill, 62
Plato, 423, 428
Pol Pot, 14
Pope Francis, 443
Position power, 12
Positive psychological capacities, 229, 230 (table)
Postconventional morality, 425
Power, 6, 10–13, 11 (table), 12 (table)
Pragmatist followers, 357
Preconventional morality, 423–424, 424 (table)
Price Waterhouse v. Ann Hopkins, 403
Prince, The (Machiavelli), 14
Principled leadership, 470–471, 491
Privilege worksheet, 336–337
Problem definition, 62
Problem-solving skills, 62–64, 63 (figure), 67–68
Process leadership, 6–7, 9 (figure)trait vs., 8
Pro-diversity beliefs, 328
Production, concern for, 88
Production orientation behavior, 87
Pseudotransformational leadership, 15, 187–188, 431
Questionnaire. See Assessment
Quiet (Cain), 353
Quigley, K. F. F., 312–313
Receptivity, follower, 260–261
Referent power, 11 (table)
Relational-based followership, 354
Relational transparency, 229
Relationship behaviors, 84–85
authentic leadership, 225
Resilience, 229–230
Reversing the lens approach, 363–364, 363 (figure)
Reward power, 11 (table)Rokeach, M., 430
Role-based followership, 354
Role congruity theory, 402
Romance of leadership, 366
Roosevelt, T., 447–451
Rosenfeld, E., 308–309
Rowing, 381–383
Saffold, R., 484–485
Salis, A., 485
Sandberg, S., 395
Sandusky, J., 383–386
Sanger, M., 430
Santana, D., 310–311
Santiago, T., 46
Schema, 66
Schultz, G. C., 384–386
Schultz, H., 230–231
Self-awareness, 227–228
Self-confidence, 33Self-discipline, 225
Sensemaking, 63
Servant leadership, 4 (box), 15–16, 435
advantages, 267–269
antecedent conditions, 259–261
application, 270–271
assessment, 279–282
awareness attribute, 255
behaviors, 261–264
case studies, 272–278
characteristics of, 255–257, 258 (table), 260
commitment attribute, 256
community development, 256
conceptualization attribute, 256, 261
context and culture, 260
creating value for community, 263–264
definition, 254
disadvantages, 269–270
emotional healing attribute, 261–262empathy attribute, 255
empowerment, 263
ethical behavior, 262–263
follower performance and growth outcome, 264–265
follower receptivity, 260–261
foresight attribute, 256
healing attribute, 255
helping followers grow and succeed attribute, 262
historical research, 254–255
listening attribute, 255
model, 259–266, 259 (figure)
organizational performance impact, 265
outcomes, 264–266
overview, 253
persuasion attribute, 256
putting followers first attribute, 262
SLQ, 268–269, 279–282
societal impact, 265–266
stewardship attribute, 256
theoretical development, 257, 259working of, 266–267
Servant Leadership Questionnaire (SLQ), 268–269, 279–282
Shared leadership, 463–464
Simpson, K., 261
Sirleaf, E. J., 394
Situational approach. See SLII® model
Situationalism, 94
Skilling, J., 369
Skills of an Effective Administrator (Katz), 56
Skills/skills approach
acquired intelligence, 61
advantages, 70–71
application, 72
assessment, 79–81
behavioral flexibility, 65
capability model, 60, 68
career experiences, 67
case studies, 73–78
cause/goal analysis, 62competencies, 62–66
conceptual skills, 58–59
constraint analysis, 62
creative thinking, 63
crystallized cognitive ability, 61
definition, 57
disadvantages, 71–72
dominance, 61–62
environmental influences, 67–68
fluid intelligence, 61
forecasting, 62
general cognitive ability, 61
human skills, 57–58
idea evaluation, 63
individual attributes, 61–62
influences on, 67–68
knowledge, 66
leadership outcomes, 68–69
management skills, 58 (figure)
motivation, 61–62overview, 56
performance outcomes, 69
personality, 62
personal skills, 57
perspective taking, 65
planning, 62
problem definition, 62
problem-solving, 62–64, 63 (figure), 68–69
sensemaking, 63
skills inventory, 79–81
skills model, 59–69, 60 (figure)
social good, 61–62
social judgment, 64–66
social perceptiveness, 65
social performance, 65
social skills, 64–66
technical skills, 57
three-skill approach, 56–59
visioning, 63
willingness, 61wisdom, 63
working of, 69–70
SLII® model, 109–110, 111 (figure)
advantages, 114–115
application, 119
assessment, 127–130
case studies, 120–126
commitment of followers, 112, 116–117
competence of followers, 112, 116–117
development level of followers, 112, 116
directive behaviors, 110
disadvantages, 116–119
flexibility, 115
leadership style, 110–112
practicality of, 115
questionnaire, 128–130
supportive behaviors, 110
usefulness of, 114
validity of, 118working of, 112–114
SLQ. See Servant Leadership Questionnaire (SLQ)
Smith, A., 45
Smith, T., 365
Snam, 276
Sociability, 34–35
Social architects, 198
Social competence, 38
Social constructivism, 354
Social good, 61–62
Social identity theory, 10
Social intelligence, 30, 65
Socialized leadership, 15, 187
Social judgment skills, 64–66
Social perceptiveness, 65
Social performance, 65
Social power, 12
Social skills, 64–66
Soslow, M., 411–412Sotomayor, S., 394
Southwest Airlines, 274–275
Spanier, G. B., 383–384
Spiritual leadership, 5 (box)
Stewardship, 256
StrengthsFinder, 36
Strengths leadership, 36–38
Supportive leadership, 110, 135, 139–140, 140 (table)
Susceptible followers, 432
Tabichi, P., 76–78
Taoism, 124–125
Tappan Refinery, 484–485
Task behaviors, 84–85
Task characteristics, 138–139
Team-based organizations, 461–463
Team Excellence and Collaborative Team Leader Questionnaire,
483, 491–494
Team leadership
advantages, 480–481application, 482–483
assessment, 491–494
capacity, 464
case studies, 484–490
characteristics, 466–471
collaboration, 468
commitment, 468
critical leadership functions, 472, 472 (figure), 481
development, 466
disadvantages, 481–482
distributed leadership, 463–464
external environmental leadership actions, 477–479
goal clarity, 467
heterarchy, 463
Hill Model for Team Leadership, 464–479, 465 (figure), 480
internal/external intervention, 475
internal relational leadership actions, 477
internal task leadership actions, 476–477
leadership actions, 475–479
leadership decisions, 471–475maintenance functions, 474
mental model, 464–465
model, 464–479, 465 (figure), 480
monitoring, team, 471–473, 479
MTSs, 480
overview, 461–464
performance, 466
physical distance and, 462
principled leadership, 470–471, 491
psychological safety, 469
results-driven structure, 467–468
shared leadership, 463–464
standards of excellence, 469
support and recognition, 470
task functions, 474
task/relational intervention, 474–475
team-based organizations, 461–463
team effectiveness, 466–471
Team Excellence and Collaborative Team Leader
Questionnaire, 483, 491–494team members competency, 468
team structure, 462
technology and, 462
virtual teams, 462, 474–475
working of, 479–480
Team management, 89 (figure), 90
Technical skills, 57
Technology-enabled organizations, 461
Teleological theories, 426–428
3-D management style theory, 109
Three-skill approach, 56–59
Thunberg, G., 187
Tobias, P., 411
Toxic leadership, 369, 431–432
Traits/trait approach, 4 (box), 8, 9 (figure), 31 (table), 32 (table)
advantages, 41–42
application, 44
assessment, 41, 51–53
Big Five personality model, 35–36, 35 (table)case studies, 45–50
definition, 27
determination, 33–34
disadvantages, 42–44
emotional intelligence, 38–40
“great man” theories, 27
integrity, 34, 38
intelligence, 32–33
Kirkpatrick and Locke on, 30
LTQ, 51–53
Mann on, 29
overview, 27–32
personality, 6, 9, 35–36
self-confidence, 33
sociability, 34–35
Stogdill on, 28–29
strengths, 36–38
working of, 40–41
Transactional leadership, 186–187contingent reward, 195–196
factors, 191 (table), 195–196
management by exception, 196
transformational vs., 186–187, 194
Transformational leadership, 6, 15, 430
additive effect of, 194, 194 (figure)
advantages, 203–205
application, 208–209
assessments, 197, 218–219
authentic, 187–188, 427
Bennis and Nanus on, 198–199
case studies, 210–217
charisma and, 188–190
common goal, 438
components of, 187
defined, 186–188
disadvantages, 205–208
factors, 191–195, 191 (table)
Full Range of Leadership model, 190, 192 (figure), 197gender differences, 399
idealized influence, 192–193
individualized consideration, 193–195, 204
inspirational motivation, 193
intellectual stimulation, 193
Kouzes and Posner on, 199–201
leadership continuum, 190 (figure)
LPI, 201
measurements, 197
MLQ, 197, 206
model of, 190–197
nonleadership factor, 196–197
overview, 185–186
pseudotransformational, 15, 187–188, 431
trait perspective, 206
transactional vs., 186–187, 194
Transformational Leadership Inventory, 218–219
working of, 201–203
Transformational Leadership Inventory, 218–219Trump, D., 235, 440
Ulbrickson, A., 381–382
Umbia, S., 485
University of Michigan behavior study, 86–87
Urbanez, M., 263–264
U.S. ice hockey team, 486–490
Utilitarianism, 426–427
Values In Action Classification, 36, 37 (table)
Vertical dyad linkage (VDL) theory, 158–160, 169
VIA Character Strengths Survey, 36
Virtual teams, 462, 474–475
Virtue-based theories, 428
Visioning, 63
Volunteer leaders, 11
WCBA, 121–122
Weber, L., 410–411
White Privilege Checklist, 336–337
Whitmer, G., 368Willingness, 61
Wisdom, 63
Wojcicki, S., 394
Wood, A., 73–74
Zaleznik follower typology, 355, 356 (figure)
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