JOURNAL OF EDUCATION FOR BUSINESS, 89: 457–458, 2014
Copyright Ó Taylor & Francis Group, LLC
ISSN: 0883-2323 print / 1940-3356 online
DOI: 10.1080/08832323.2014.921593
Book Review
Daft, Richard L. The Leadership Experience (6th ed.). Stam-
ford, CT: Cengage Learning Press. (2014). 507 pp. ISBN:
978-1-4354-6285-4. Paperback $246.99, eBook $142.49.
BUILDING LEADERSHIP CAPACITY WITH
CREDIBILITY
The objective of this text is to assist the reader in mastering
those leadership skills that are required to become an effec-
tive business leader. Within this context, Richard L. Daft
also provides a basic foundation for understanding what
leadership involves. In this regard, the author suggests that
today’s organizations are undergoing significant changes
with employees forming new kinds of working relation-
ships under more flexible leadership. The rise of social
media, mobile commerce, and virtual organizations is
reflected in the topics included for discussion. In this
respect, Daft delineates a variety of leadership parameters
such as emotional intelligence, creativity and innovation,
virtual work teams, and ethical accountability. The text is
offered in both an online format as well as in traditional
paperback.
The target audience for the text is the 4-year baccalaure-
ate undergraduate who is attempting to learn the basics of
leadership while at the same time acquiring those skills that
will assist in accelerating a career. Daft writes in a style
that attempts to motivate students to take leadership seri-
ously as part of their future. The outcome is to have stu-
dents enhance their leadership ability through a learning
process that is very personal and insightful by providing
numerous opportunities for self-reflection through an
assortment of surveys, exercises, and case studies.
The text is divided into five parts. Part I consists of just
one chapter that describes what exactly is leadership and
how it differs from that of the role of management. Specifi-
cally, in Chapter 1, Daft describes how the approach to
studying leadership has evolved from that of transactional
heroic leadership to that of transformational and servant
leadership. Part II consists of two chapters whereby Daft
provides a thorough background of the research behind the
discipline by referring to an evolving process that took us
from a reliance on trait, behavior, and contingency theories
for understanding effective leadership to the current study
of relational theories. In Chapter 2, the idea of entrepre-
neurial leadership is introduced by relating an importance
attached between today’s followers and leaders in building
creative solutions to very complex competitive challenges.
In Chapter 3, Daft clarifies the need for what is called situa-
tional leadership whereby individuals need to be flexible
but dynamic in working with coworkers with different
operating styles, thinking patterns, and values.
Part III enables the reader to become personally involved
in leadership development by going through a diagnostic
process in analyzing personal strengths and weaknesses. In
Chapter 4, Daft discusses the necessity for today’s leaders
to be self-aware of their values, beliefs, and personality
traits as they develop their own approaches for exhibiting
leadership. Noted here is an individual’s being aware of his
or her cognitive style (right brain vs. left brain or concep-
tual vs. experiential) for thinking through the problem-solv-
ing process. In Chapter 5, the concept of emotional
intelligence is examined in great detail. Along the same
line of thought, Daft recognizes fear as a likely detrimental
factor in generating confidence among coworkers. In Chap-
ter 6 he introduces the rational approach to leadership and
the corresponding need for leaders to set the ethical tone in
their organizations. In this regard, Daft presents several
strategies for leaders to adopt for enhancing an ethical orga-
nizational culture. Also of interest is the discussion of the
need of courage on the part of leaders for overcoming
obstacles, as well as resistance, to initiating innovative
changes to daily operations. In Chapter 7, Daft introduces
the principles of effective followership. In this regard, the
reader is guided in examining his or her own followership
style in an attempt to gain an understanding of exactly how
leadership and followership connect. The notion that is
introduced is that leaders and followers are interdependent,
and success is often determined by individuals being effec-
tive in filling both roles at varying times.
Part IV focuses on the leader as a relationship builder
and what is referred to as a social architect. In Chapter 8,
several motivational theories are presented for study. In
this regard, expectancy and equity theories are discussed in
terms of explaining their advantages and disadvantages for
motivating others. The use of empowerment is also intro-
duced as an employee motivator. Being an effective com-
municator is the focus of Chapter 9. Active listening,
458 BOOK REVIEW
asking questions, and storytelling are used as examples of
encouraging open communication among employees. The
challenges of social media and other forms of electronic
communication are also discussed. Putting together a col-
laborative team is the subject of Chapter 10. How teams are
formed, how effective team members contribute, and how
conflict may be managed are the core concepts analyzed.
Chapter 11 engages the reader in strategies that promote
organizational diversity. Breaking down personal barriers
by developing cultural intelligence to enable an individual
to become an inclusive leader is an intriguing aspect of this
chapter. In the concluding Chapter 12 to this part of the
text, the use of influence and power through coalition build-
ing is offered for analysis by Daft.
In Part V Daft concludes the text with a discussion of
how leaders initiate change within today’s complex organi-
zations. In Chapter 13, Daft presents specific steps for gen-
erating a vision for setting a new direction that others are
willing to follow. Topics include how to develop an opera-
tional strategy to not only assure sustainability but also for
creating synergy among diverse workgroups. Chapter 14 is
about creating a work culture that reflects not only organi-
zational values, but also those shared by members in an
organization. Daft here emphasizes the point that work cul-
ture provides the norms as to how employees are expected
to relate to one another. To Daft, leaders need to rely on
their moral principles and values through their daily actions
to motivate people to work towards success. In Chapter 15,
building capacity to lead change is the focus. In this regard,
Daft depicts an eight-stage model for organizational
change. Promoting creativity by instilling lateral thinking
among cohorts is proposed by Daft as a fundamental princi-
ple upon which to act. Understanding why individuals resist
change is also discussed.
The strength of the text is its multidimensional approach
to the study of leadership. In this regard, the text contains
numerous examples of leaders who are offered as role mod-
els. There are numerous quotes from leaders that are used
to inspire the reader. Book reviews are provided throughout
the text that offer opportunities for the reader to expand
their knowledge beyond the points delineated by the author.
In terms of personal insight, the text contains self-assess-
ment opportunities to not only diagnose individual traits
but to become aware of how to address leadership issues
such as conflict management, shaping culture and value,
and strategic communication. In addition, students have the
capacity to connect to leaders through a variety of Twitter
leads provided by Daft. Another strength is the opportunity
for the reader to engage in practical skill-building exercises
at the conclusion of each chapter. Part of this engagement
is the availability of numerous videos that enable students
to observe leadership in action. Finally, the index of organi-
zations provided at the end of the text is a great resource for
developing a professional directory of references. Although
referred to somewhat with the discussion of lateral thinking
on the part of today’s leader, it would have been helpful if
Daft integrated into the content the use of divergent think-
ing as an alternative for generating creative alternatives. A
self-assessment on part of the reader in terms of individual
capacity to adopt alternate forms of thinking patterns would
help reinforce the concept of the need to be adaptable,
which is a repeated theme throughout the text.
This text is an excellent source of information for stu-
dents beginning their study of leadership. Students and
their instructors are provided with numerous resources to
supplement their roles in the learning process. Daft offers a
very intensive yet practical reading that is filled with credi-
bility. By relying on examples of those in present leader-
ship positions in a variety of organizations, students get a
blending of academic theory with practical experience.
Daft appears to capture the richness of knowledge sur-
rounding leadership by presenting an approach that brings
together real-life examples, self-reflection, and practical
skill-building. This text is an intriguing resource for delin-
eating to our students a way to accelerate their careers
upon their graduation.
James L. Morrison
University of Delaware
Newark, Delaware, USA
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