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To Laurel Scott Lisa and Madison, LEADERSHIP, Theory and Practice s 3IXTH DITION. PETER G NORTHOUSE, Western Michigan University, FOR INFORMATION Copyright 2013 by SAGE Publications Inc. SAGE Publications Inc, All rights reserved No part of this book may be. 2455 Teller Road reproduced or utilized in any form or by any. Thousand Oaks California 91320 means electronic or mechanical including. E mail order sagepub com photocopying recording or by any information. storage and retrieval system without, SAGE Publications Ltd permission in writing from the publisher. 1 Oliver s Yard, 55 City Road, London EC1Y 1SP, United Kingdom.
Printed in the United States of America, SAGE Publications India Pvt Ltd. Library of Congress Cataloging in Publication Data. B 1 I 1 Mohan Cooperative Industrial Area, Mathura Road New Delhi 110 044. Northouse Peter Guy, SAGE Publications Asia Pacific Pte Ltd. Leadership theory and practice Peter G, 33 Pekin Street 02 01 Northouse 6th ed. Far East Square, Singapore 048763 p cm, Includes bibliographical references and index.
ISBN 978 1 4522 0340 9 pbk, 1 Leadership 2 Leadership Case studies I Title. Acquiring Editor Lisa Cuevas Shaw and, Patricia Quinlin. Associate Editor Maggie Stanley HM1261 N67 2013, Editorial Assistant Mayan N White 303 3 4 dc23 2011049043. Assistant Editor MaryAnn Vail, Project Editor Eric Garner. Copy Editor Melinda Masson, Typesetter C M Digitals P Ltd.
Proofreader Susan Schon, Indexer Judy Hunt, Cover Designer Gail Buschman. Marketing Manager Helen Salmon Liz Thorton, Permissions Editor Karen Ehrmann 12 13 14 15 16 10 9 8 7 6 5 4 3 2 1. Preface xiii, Special Features xiv, Audience xiv, Acknowledgments xvii. 1 Introduction 1, Leadership Defined 2, Ways of Conceptualizing Leadership 4. Definition and Components 5, Leadership Described 6.
Trait Versus Process Leadership 7, Assigned Versus Emergent Leadership 8. Leadership and Power 9, Leadership and Coercion 11. Leadership and Management 12, Plan of the Book 14, Summary 14. References 16, 2 Trait Approach 19, Description 19. Intelligence 23, Self Confidence 24, Determination 25.
Integrity 25, Sociability 26, Five Factor Personality Model and Leadership 26. Emotional Intelligence 27, How Does the Trait Approach Work 28. Strengths 29, Criticisms 30, Application 32, Case Studies 32. Case 2 1 Choosing a New Director of Research 33, Case 2 2 A Remarkable Turnaround 34. Case 2 3 Recruiting for the Bank 36, Leadership Instrument 37.
Leadership Trait Questionnaire LTQ 38, Summary 40, References 41. 3 Skills Approach 43, Description 43, Three Skill Approach 44. Skills Model 47, How Does the Skills Approach Work 57. Strengths 58, Criticisms 59, Application 60, Case Studies 61. Case 3 1 A Strained Research Team 61, Case 3 2 A Shift for Lieutenant Colonel Adams 63.
Case 3 3 Andy s Recipe 65, Leadership Instrument 67. Skills Inventory 69, Summary 71, References 72, 4 Style Approach 75. Description 75, The Ohio State Studies 76, The University of Michigan Studies 77. Blake and Mouton s Managerial Leadership Grid 78, Paternalism Maternalism 81. Opportunism 82, How Does the Style Approach Work 83.
Strengths 84, Criticisms 85, Application 86, Case Studies 87. Case 4 1 A Drill Sergeant at First 87, Case 4 2 Eating Lunch Standing Up 88. Case 4 3 We Are Family 89, Leadership Instrument 92. Style Questionnaire 93, Summary 95, References 96, 5 Situational Approach 99. Description 99, Leadership Styles 101, Development Levels 102.
How Does the Situational Approach Work 103, Strengths 105. Criticisms 106, Application 109, Case Studies 110, Case 5 1 What Style Do I Use 110. Case 5 2 Why Aren t They Listening 111, Case 5 3 Getting the Message Across 113. Leadership Instrument 114, Situational Leadership 116. Summary 119, References 120, 6 Contingency Theory 123.
Description 123, Leadership Styles 123, Situational Variables 124. How Does Contingency Theory Work 126, Strengths 127. Criticisms 128, Application 130, Case Studies 130, Case 6 1 No Control Over the Student Council 131. Case 6 2 Giving Him a Hard Time 131, Case 6 3 What s the Best Leader Match 132. Leadership Instrument 133, Least Preferred Coworker LPC Measure 134.
Summary 135, References 136, 7 Path Goal Theory 137. Description 137, Leader Behaviors 139, Subordinate Characteristics 141. Task Characteristics 142, How Does Path Goal Theory Work 143. Strengths 145, Criticisms 145, Application 147, Case Studies 148. Case 7 1 Three Shifts Three Supervisors 148, Case 7 2 Direction for Some Support for Others 150.
Case 7 3 Marathon Runners at Different Levels 152, Leadership Instrument 154. Path Goal Leadership Questionnaire 155, Summary 157. References 158, 8 Leader Member Exchange Theory 161. Description 161, Early Studies 161, Later Studies 164. Leadership Making 165, How Does LMX Theory Work 168.
Strengths 169, Criticisms 170, Application 172, Case Studies 173. Case 8 1 His Team Gets the Best Assignments 174, Case 8 2 Working Hard at Being Fair 175. Case 8 3 Taking on Additional Responsibilities 177. Leadership Instrument 179, LMX 7 Questionnaire 180. Summary 182, References 183, 9 Transformational Leadership 185. Description 185, Transformational Leadership Defined 186.
Transformational Leadership and Charisma 187, A Model of Transformational Leadership 189. Other Transformational Perspectives 196, How Does the Transformational Approach Work 199. Strengths 200, Criticisms 202, Application 204, Case Studies 205. Case 9 1 The Vision Failed 206, Case 9 2 An Exploration in Leadership 207. Case 9 3 Her Vision of a Model Research Center 209. Leadership Instrument 211, Sample Items From the Multifactor Leadership.
Questionnaire MLQ Form 5X Short 213, Summary 214, References 215. 10 Servant Leadership 219, Description 219, Servant Leadership Defined 220. Historical Basis of Servant Leadership 220, Ten Characteristics of a Servant Leader 221. Building a Theory About Servant Leadership 223, Model of Servant Leadership 225. Antecedent Conditions 226, Servant Leader Behaviors 227.
Outcomes 230, Summary of the Model of Servant Leadership 232. How Does Servant Leadership Work 232, Strengths 233. Criticisms 234, Application 235, Case Studies 236, Case 10 1 Anonymous Servant Leaders 237. Case 10 2 Doctor to the Poor 239, Case 10 3 Servant Leadership Takes Flight 241. Leadership Instrument 243, Servant Leadership Questionnaire 245.
Summary 248, References 249, 11 Authentic Leadership 253. Description 253, Authentic Leadership Defined 254, Approaches to Authentic Leadership 255. How Does Authentic Leadership Theory Work 266, Strengths 267. Criticisms 269, Application 270, Case Studies 270, Case 11 1 Am I Really a Leader 271. Case 11 2 A Leader Under Fire 274, Case 11 3 The Reluctant First Lady 276.
Leadership Instrument 278, Authentic Leadership Self Assessment Questionnaire 280. Summary 282, References 283, 12 Team Leadership 287. Susan E Kogler Hill, Description 287, Team Leadership Model 289. How Does the Team Leadership Model Work 303, Strengths 305. Criticisms 306, Application 307, Case Studies 308, Case 12 1 Can This Virtual Team Work 308.
Case 12 2 They Dominated the Conversation 309, Case 12 3 Starts With a Bang Ends With a Whimper 310. Leadership Instrument 311, Team Excellence and Collaborative Team Leader. Questionnaire 313, Summary 315, References 315, 13 Psychodynamic Approach 319. Ernest L Stech, Description 319, Eric Berne and Transactional Analysis 322. Sigmund Freud and Personality Types 325, Social Character and a Shift in.
Leadership Perspective 328, Carl Jung and Personality Types 330. Types and Leadership 333, How Does the Psychodynamic Approach Work 338. Strengths 338, Criticisms 339, Case Studies 340, Case 13 1 Not the Type Who Sees. the Big Picture 341, Case 13 2 Staff Meeting Problems 342. Case 13 3 Unexpected Reactions 343, Leadership Instrument 344.
Psychodynamic Approach Survey 345, Summary 347, References 348. 14 Women and Leadership 349, Crystal L Hoyt, Description 349. Gender Leadership Styles and, Leadership Effectiveness 350. The Glass Ceiling Turned Labyrinth 352, Strengths 363. Criticisms 364, Application 365, Case Studies 366, Case 14 1 The Glass Ceiling 366.
Case 14 2 Lack of Inclusion and Credibility 367, Case 14 3 Pregnancy as a Barrier to Job Status 368. Leadership Instrument 369, The Gender Leader Implicit Association Test 370. Summary 374, References 375, 15 Culture and Leadership 383. Description 383, Culture Defined 384, Related Concepts 384. Dimensions of Culture 386, Clusters of World Cultures 390.
Characteristics of Clusters 391, Leadership Behavior and Culture Clusters 395. Universally Desirable and Undesirable, Leadership Attributes 403. Strengths 404, Criticisms 405, Application 407, Case Studies 407. Case 15 1 A Challenging Workplace 408, Case 15 2 A Special Kind of Financing 410. Case 15 3 Whose Hispanic Center Is It 411, Leadership Instrument 414.
Dimensions of Culture Questionnaire 415, Summary 420. References 422, 16 Leadership Ethics 423, Description 423. Ethics Defined 424, Ethical Theories 424, Centrality of Ethics to Leadership 428. Heifetz s Perspective on Ethical Leadership 429, Burns s Perspective on Ethical Leadership 429. Principles of Ethical Leadership 430, Strengths 437.
Criticisms 438, Application 439, Case Studies 439, Case 16 1 A Struggling Company Without. Enough Cash 440, Case 16 2 How Safe Is Safe 441, Case 16 3 Reexamining a Proposal 443. Leadership Instrument 444, Perceived Leader Integrity Scale PLIS 446. Summary 448, References 449, Author Index 453, Subject Index 463. About the Author 483, About the Contributors 485, T his sixth edition of Leadership Theory and Practice is written with.
the objective of bridging the gap between the often simplistic popu. lar approaches to leadership and the more abstract theoretical approaches. Like the previous editions this edition reviews and analyzes a selected. number of leadership theories giving special attention to how each theo. retical approach can be applied in real world organizations In essence my. purpose is to explore how leadership theory can inform and direct the way. leadership is practiced, New to this volume is a chapter on servant leadership which examines. the nature of servant leadership its underpinnings and how it works The. chapter presents both a definition and a new evidence based model of. servant leadership In addition the strengths and weaknesses of the servant. leadership approach are examined and a questionnaire to help readers. assess their own levels of servant leadership is provided Three case studies. illustrating servant leadership are presented at the end of the chapter. This edition retains many special features from previous editions but has. been updated to include new research findings figures and tables and. everyday applications for many leadership topics including leader member. exchange theory transformational and authentic leadership team leader. ship the labyrinth of women s leadership and historical definitions of. leadership The format of this edition parallels the format used in earlier. editions As with previous editions the overall goal of Leadership Theory. and Practice is to advance our understanding of the many different. approaches to leadership and ways to practice it more effectively. xiv LEADERSHIP THEORY AND PRACTICE, SPECIAL FEATURES. Although this text presents and analyzes a wide range of leadership. research every attempt has been made to present the material in a clear. concise and interesting manner Reviewers of the book have consistently. commented that clarity is one of its major strengths In addition to the. writing style several other features of the book help make it user friendly. Each chapter follows the same format It is structured to include first. theory and then practice, Every chapter contains a discussion of the strengths and criticisms of. the approach under consideration and assists the reader in deter. mining the relative merits of each approach, Each chapter includes an application section that discusses the prac. tical aspects of the approach and how it could be used in today s. organizational settings, Three case studies are provided in each chapter to illustrate com.
mon leadership issues and dilemmas Thought provoking questions. follow each case study helping readers to interpret the case. A questionnaire is provided in each of the chapters to help the reader. apply the approach to his or her own leadership style or setting. Figures and tables illustrate the content of the theory and make the. ideas more meaningful, Through these special features every effort has been made to make this. text substantive understandable and practical, This book provides both an in depth presentation of leadership theory and. a discussion of how it applies to real life situations Thus it is intended. number of leadership theories giving special attention to how each theo retical approach can be applied in real world organizations In essence my purpose is to explore how leadership theory can inform and direct the way leadership is practiced New to this volume is a chapter on servant leadership which examines