Professional Documents
Culture Documents
8
Summary
Application
2.1 Case Study
2.2 Leadership Traits Questionnaire
2.3 Observational Exercise
2.4 Reflection and Action Worksheet
References
3. Engaging Strengths
Introduction
Strengths-Based Leadership Explained
Historical Background
Identifying and Measuring Strengths
Strengths-Based Leadership in Practice
Discovering Your Strengths
Developing Your Strengths
Addressing Your Weaknesses
Leadership Snapshot: Steve Jobs
Recognizing and Engaging the Strengths of Others
Fostering a Positive Strengths-Based Environment
Summary
Application
3.1 Case Study
3.2 Leadership Strengths Questionnaire
3.3 Observational Exercise
3.4 Reflection and Action Worksheet
References
4. Understanding Philosophy and Styles
Introduction
Leadership Philosophy Explained
Theory X
Theory Y
Leadership Styles Explained
Authoritarian Leadership Style
Democratic Leadership Style
Laissez-Faire Leadership Style
Leadership Snapshot: Victoria Ransom
Leadership Styles in Practice
Summary
Application
4.1 Case Study
4.2 Leadership Styles Questionnaire
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4.3 Observational Exercise
4.4 Reflection and Action Worksheet
References
5. Attending to Tasks and Relationships
Introduction
Task and Relationship Styles Explained
Task Style
Relationship Style
Leadership Snapshot: Mick Wilz
Task and Relationship Styles in Practice
Task Leadership
Relationship Leadership
Summary
Application
5.1 Case Study
5.2 Task and Relationship Questionnaire
5.3 Observational Exercise
5.4 Reflection and Action Worksheet
References
6. Developing Leadership Skills
Introduction
Administrative Skills Explained
Administrative Skills in Practice
Interpersonal Skills Explained
Interpersonal Skills in Practice
Leadership Snapshot: Coquese Washington
Conceptual Skills Explained
Conceptual Skills in Practice
Summary
Application
6.1 Case Study
6.2 Leadership Skills Questionnaire
6.3 Observational Exercise
6.4 Reflection and Action Worksheet
References
7. Creating a Vision
Introduction
Vision Explained
A Picture
A Change
Values
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Leadership Snapshot: Rosalie Giffoniello
A Map
A Challenge
Vision in Practice
Articulating a Vision
Implementing a Vision
Summary
Application
7.1 Case Study
7.2 Leadership Vision Questionnaire
7.3 Observational Exercise
7.4 Reflection and Action Worksheet
References
8. Establishing a Constructive Climate
Introduction
Constructive Climate Explained
Climate in Practice
Providing Structure
Clarifying Norms
Building Cohesiveness
Promoting Standards of Excellence
Leadership Snapshot: Meg Whitman
Summary
Application
8.1 Case Study
8.2 Organizational Climate Questionnaire
8.3 Observational Exercise
8.4 Reflection and Action Worksheet
References
9. Embracing Diversity and Inclusion
Introduction
Diversity and Inclusion Explained
Definitions
Brief Historical Perspective
Inclusion Framework
Leadership Snapshot: Ursula Burns
Diversity and Inclusion in Practice
Model of Inclusive Practices
Leader Practices That Advance Diversity and Inclusion
Barriers to Embracing Diversity and Inclusion
Summary
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Application
9.1 Case Study
9.2 Cultural Diversity Awareness Questionnaire
9.3 Observational Exercise
9.4 Reflection and Action Worksheet
References
10. Listening to Out-Group Members
Introduction
Out-Group Members Explained
How Out-Groups Form
The Impact of Out-Group Members
Out-Group Members in Practice
Strategy 1: Listen to Out-Group Members
Strategy 2: Show Empathy to Out-Group Members
Strategy 3: Recognize the Unique Contributions of Out-
Group Members
Strategy 4: Help Out-Group Members Feel Included
Strategy 5: Create a Special Relationship With Out-Group
Members
Strategy 6: Give Out-Group Members a Voice and
Empower Them to Act
Leadership Snapshot: Abraham Lincoln
Summary
Application
10.1 Case Study
10.2 Building Community Questionnaire
10.3 Observational Exercise
10.4 Reflection and Action Worksheet
References
11. Managing Conflict
Introduction
Conflict Explained
Communication and Conflict
Conflict on the Content Level
Leadership Snapshot: Humaira Bachal
Conflict on the Relational Level
Managing Conflict in Practice
Fisher and Ury Approach to Conflict
Communication Strategies for Conflict Resolution
Kilmann and Thomas Styles of Approaching Conflict
Summary
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Application
11.1 Case Study
11.2 Conflict Style Questionnaire
11.3 Observational Exercise
11.4 Reflection and Action Worksheet
References
12. Addressing Ethics in Leadership
Introduction
Leadership Ethics Explained
Leadership Ethics in Practice
1. The Character of the Leader
2. The Actions of the Leader
Leadership Snapshot: Warren Buffett and Bill and Melinda
Gates
3. The Goals of the Leader
4. The Honesty of the Leader
5. The Power of the Leader
6. The Values of the Leader
Culture and Leadership Ethics
Summary
Application
12.1 Case Study
12.2 Sample Items From the Ethical Leadership Style
Questionnaire
12.3 Observational Exercise
12.4 Reflection and Action Worksheet
References
13. Overcoming Obstacles
Introduction
Obstacles Explained
Overcoming Obstacles in Practice
Obstacle 1: Unclear Goals
Obstacle 2: Unclear Directions
Obstacle 3: Low Motivation
Leadership Snapshot: Bill Courtney
Obstacle 4: Complex Tasks
Obstacle 5: Simple Tasks
Obstacle 6: Low Involvement
Obstacle 7: Lack of a Challenge
Summary
Application
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13.1 Case Study
13.2 Path–Goal Styles Questionnaire
13.3 Observational Exercise
13.4 Reflection and Action Worksheet
References
Glossary
Index
14
Preface
15
Group Members,” explores the nature of out-groups, their impact, and
ways leaders should respond to out-group members. Chapter 11,
“Managing Conflict,” addresses the question of how we can manage
conflict and produce positive change. Chapter 12, “Addressing Ethics in
Leadership,” explores six factors that are related directly to ethical
leadership: character, actions, goals, honesty, power, and values. Finally,
Chapter 13, “Overcoming Obstacles,” addresses seven obstacles that
subordinates may face and how a leader can help to overcome these.
Special Features
Introduction to Leadership: Concepts and Practice is designed to help the
reader understand how to become a better leader. While the book is
grounded in leadership theory, it describes the basics of leadership in an
understandable and user-friendly way. Each chapter focuses on a
fundamental aspect of leadership, discusses how it can be applied in real
leadership situations, and provides a relevant profile of a leader.
16
Perhaps the most notable features of this book are the four applied
activities included in every chapter, which allow the reader to explore
leadership concepts and real-world applications:
Audience
A practice-oriented book, Introduction to Leadership: Concepts and
Practice is written in a user-friendly style appropriate for introductory
leadership courses across disciplines. Specifically, it is well suited for
programs in leadership studies and leadership courses in schools of
agriculture, allied health, business, management, communication,
education, engineering, military science, public administration, nursing,
political science, social work, and religion. In addition, this book is
appropriate for programs in continuing education, corporate training,
executive development, in-service training, and government training. It is
also useful for student extracurricular activities.
Digital Resources
SAGE coursepacks allow instructors to import high-quality online
resources directly into Blackboard, Canvas, Moodle, or Brightspace by
Desire2Learn (D2L) in an intuitive, simple format. Instructors who do not
use an LMS platform can still access many of the online resources by
visiting edge.sagepub.com/northouseintro4e.
17
SAGE coursepacks include, for each chapter:
A diverse range of test items with pretests, posttests, and test banks
built on Bloom’s Taxonomy and AACSB standards, available with
ExamView test generation
Assignable SAGE Premium Video (available via the interactive
eBook version, linked through SAGE coursepacks) that includes
insights from Peter G. Northouse and other leadership experts, with
corresponding multimedia assessment options that automatically
feed to a gradebook
A comprehensive Media Guide for the video resources
Discussion questions to help launch classroom interaction
SAGE journal articles to show how scholarship relates to chapter
concepts
Editable, chapter-specific PowerPoint® slides that offer flexibility
when creating multimedia lectures
Sample course syllabi with suggested models for structuring a
leadership course
Lecture notes that summarize key concepts for each chapter
Ideas for class activities that can be used in class to reinforce active
learning
Web exercises that direct students to useful websites to complete
creative activities and reinforce learning
Suggested films to facilitate showing examples of leadership in
action
Case notes that include case summaries, analyses, and sample
answers to case questions
The Reflection and Action Worksheets and Observational
Exercises from the text in downloadable Word document format for
more flexibility in using these resources
Tables and figures from the textbook
Interactive eBook
18
An interactive eBook version of the text is available for students to provide
a contemporary, multimedia-integrated presentation for learning. In
addition to a fully electronic textbook, students can link directly to “Ask
the Author” video, audio, additional enrichment readings from SAGE
journals titles, and other relevant resources, bringing the subject matter to
life in a way a traditional print text cannot.
You can find the eBook icons in the print and electronic versions of the
text. Below is a guide to the icons:
Video icon
Web icon
Acknowledgments
I would like to express my appreciation to many individuals who directly
or indirectly played a role in the development of this book. First, I would
like to thank the many people at SAGE Publications, in particular my
editor, Maggie Stanley, who along with her leadership team (Liz Thornton,
Lauren Holmes, Neda Dallal, Katie Ancheta, Ashlee Blunk, Georgia
Mclaughlin, and Gail Buschman) has competently guided this revision
19
from the beginning review phase through the production phase. In
addition, I would like to thank copy editor Melinda Masson and production
editor Libby Larson. In their own unique ways, each of these people made
valuable contributions that enhanced the overall quality of the book.
Collectively, they are an extraordinary team that demonstrates the very
highest standards of excellence in all that they do.
20
Melissa K. Carsten, Winthrop University
James R. “Chip” Coldren Jr., Governors State University
Barbara Collins, Cabrini College
Stacey A. Cook, College of Marin
Ronald J. Cugno, Nova Southeastern University
Greg Czyszczon, James Madison University
Douglas Davenport, Truman State University
Edward Desmarais, Salem State College
Marco Dowell, California State University, Dominguez Hills
Tiffany Erk, Ivy Tech Community College of Indiana
Leon Fraser, Rutgers Business School
Jim Fullerton, Idaho State University
Jennifer Garcia, Saint Leo University
Don Green, Lincoln Christian University
Francesca Grippa, Northeastern University
Yael Hellman, Woodbury University
Vanessa Hill, University of Louisiana at Lafayette
Martha A. Hunt, NHTI—Concord’s Community College
Jean Gabriel Jolivet, Southwestern College
Ruth Klein, Le Moyne College
Renee Kosiarek, North Central College
Robert Larison, Eastern Oregon University
Karen A. Longman, Azusa Pacific University
Maureen Majury, Bellevue Community College
James L. Morrison, University of Delaware
Terry W. Mullins, University of North Carolina at Greensboro
Jane Murtaugh, College of DuPage
Joanne E. Nottingham, University of North Carolina, Wilmington
Ramona Ortega-Liston, University of Akron
Ron Parlett, Nova Southeastern University
Bruce Peterson, Sonoma State University
Joseph W. T. Pugh, Immaculata University
Deana Raffo, Middle Tennessee State University
Melody Rawlings, Northern Kentucky University
Bronte H. Reynolds, California State University, Northridge
Louis Rubino, California State University, Northridge
Laurie A. Schreiner, Azusa Pacific University
Thomas Shields, University of Richmond
Pearl Sims, Peabody College of Vanderbilt University
Bruce Tucker, Santa Fe Community College
Mary Tucker, Ohio University
21
John Tummons, University of Missouri
Sameer Vaidya, Texas Wesleyan University
Natalie N. Walker, Seminole State College
Amy Wilson, University at Buffalo
Laurie Woodward, University of South Florida
I would like to thank Dr. Bernardo Ferdman for his helpful comments and
suggestions on the “Embracing Diversity and Inclusion” chapter, and
Terry Hammink for his assistance in the construction and scoring of the
Ethical Leadership Style Questionnaire and James Ludema for his support.
Finally, I wish to thank Marie Lee for her thorough editing and
commitment and Laurel Northouse for her editorial insights and
extraordinary support. It takes a lot of dedicated people to write a book,
and I feel fortunate to have those people in my life.
In the electronic edition of the book you have purchased, there are several
icons that reference links (videos, journal articles) to additional content.
Though the electronic edition links are not live, all content referenced may
be accessed at edge.sagepub.com/northouseintro4e . This URL is referenced
at several points throughout your electronic edition.
22
About the Author
Peter G. Northouse,
PhD, is Professor Emeritus of Communication in the School of
Communication at Western Michigan University. In addition to
publications in professional journals, he is the author of Leadership:
Theory and Practice (now in its seventh edition) and coauthor of
Health Communication: Strategies for Health Professionals (now in
its third edition) and Leadership Case Studies in Education. His
scholarly and curricular interests include models of leadership,
leadership assessment, ethical leadership, and leadership and group
23
dynamics. For more than 30 years, he has taught undergraduate and
graduate courses in leadership, interpersonal communication, and
organizational communication on both the undergraduate and
graduate levels. Currently, he is a consultant and lecturer on trends in
leadership research, leadership development, and leadership
education. He holds a doctorate in speech communication from the
University of Denver, and master’s and bachelor’s degrees in
communication education from Michigan State University.
24
1 Understanding Leadership
Introduction
This book is about what it takes to be a leader. Everyone, at some time in
life, is asked to be a leader, whether to lead a classroom discussion, coach
a children’s soccer team, or direct a fund-raising campaign. Many
situations require leadership. A leader may have a high profile (e.g., an
elected public official) or a low profile (e.g., a volunteer leader in Big
Brothers Big Sisters), but in every situation there are leadership demands
placed on the individual who is the leader. Being a leader is challenging,
exciting, and rewarding, and carries with it many responsibilities. This
chapter discusses different ways of looking at leadership and their impacts
on what it means to be a leader.
What is Leadership?
Leadership Explained
At the outset, it is important to address a basic question: What is
leadership? Scholars who study leadership have struggled with this
question for many decades and have written a great deal about the nature
of leadership (Antonakis, Cianciolo, & Sternberg, 2004; Bass, 1990;
Conger & Riggio, 2007). (See Box 1.1.)
Leadership Basics
“Leadership Is a Trait”
25
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