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Tenth Edition
Leadership
Research Findings, Practice, and Skills
Andrew J. DuBrin
Rochester Institute of Technology
Australia ● Brazil ● Canada ● Mexico ● Singapore ● United Kingdom • United States
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Printed in the United States of America

Print Number: 01 Print Year: 2022
To Rosie, Clare, Camila, Sofia, Eliana, Julian, Carson, Owen, and Sofie
Brief Contents
Chapter 1 The Nature and Importance of Leadership 1
Chapter 2 Traits, Motives, and Characteristics of Leaders 25
Chapter 3 Charismatic and Transformational Leadership 56
Chapter 4 Leadership Behaviors, Attitudes, and Styles 85
Chapter 5 Contingency and Situational Leadership 116
Chapter 6 Leadership Ethics and Social Responsibility 141
Chapter 7 Power, Politics, and Leadership 169
Chapter 8 Influence Tactics of Leaders 201
Chapter 9 Developing Teamwork 225
Chapter 10 Motivation and Coaching Skills 249
Chapter 11 Creativity, Innovation, and Leadership 278
Chapter 12 Communication and Conflict Resolution Skills 307
Chapter 13 Strategic Leadership and Knowledge Management 339
Chapter 14 International and Culturally Diverse Aspects of Leadership 364
Chapter 15 Leadership Development and Succession 393
Glossary 420
Indexes 425
iv
Contents
Preface xiii Collaboration Between Leaders and Followers 18
Summary ∙ Key Terms ∙ Guidelines for Action

and Skill Development 19-20
Chapter 1 The Nature and Importance Leadership Case Problem A: Hailey Wants to Make a
of Leadership 1 Difference 20
Leadership Case Problem B: Business Owner Carlos
The Meaning of Leadership 2
Attempts to Deal with Uncertainty 22
Leadership as Shared Responsibility and
Collaboration 3 Notes 23
Leadership as a Relationship 4
Leadership Versus Management 4
The Impact of Leadership on Organizational Chapter 2 Traits, Motives, and Characteristics

Performance 4 of Leaders 25
Research and Opinion: Leadership Does Make a
Difference 5 Personality Traits of Effective Leaders 27
Research and Opinion: Formal Leadership Does Not General Personality Traits 27
Make a Difference 5 Leadership Self-Assessment Quiz 2-1: Self-Evaluation of
My Humility 29
Leadership Roles 6
Leadership Self-Assessment Quiz 2-2: Behaviors and
Leadership Self-Assessment Quiz 1-1: Readiness for the Attitudes of a Trustworthy Leader 32
Leadership Role 7 Task-Related Personality Traits 34
Tolerance for Ambiguity 9 Leadership Self-Assessment Quiz 2-3: My Tendencies
Leadership Skill-Building Exercise 1-1: My Leadership Toward Being a Proactive Personality 35
Role Analysis 10 Leadership Skill-Building Exercise 2-1: The Proactive New
Leader in Action: CEO John Hayes of Container Maker Ball Leader 36
Corporation Makes a Major Change 11
Leadership Motives 39
The Satisfactions and Frustrations of Being The Motivation to Lead 39
a Leader 11 The Power Motive 40
Satisfactions of Leaders 12
The Drive and Achievement Motive 40
Leadership Skill-Building Exercise 1-2: Appreciating the
Tenacity and Resilience 41
Satisfactions of Being a Leader 12
Dissatisfactions and Frustrations of Leaders 13 Cognitive Factors and Leadership 41
Cognitive (or Analytical) Intelligence 41
A Framework for Understanding Leadership 14
Knowledge of the Business or Group Task 42
Skill Development in Leadership 15 Creativity 42
Leadership Skill-Building Exercise 1-3: My Leadership Insight into People and Situations 43
Portfolio 16 Farsightedness and Conceptual Thinking 43
Leadership Self-Assessment Quiz 1-2: The Leadership
The Influence of Heredity and Environment on
Experience Audit 16
Leadership 43
Followership: Being an Effective Group Member 17 Leadership Self-Assessment Quiz 2-4: How Big Is My
Types of Followers 17 Thinking? 44
Essential Qualities of Effective Followers 18
vi Contents
Leader in Action: Beth Galetti, Senior Vice President of Transformational Leadership 69

People Experience and Technology at Amazon 45
How Transformations Take Place 70
Leadership Skill-Building Exercise 2-2: My Best
Attributes of Transformational Leaders 71
Leadership Attribute 46
The Impact of Transformational and Charismatic
The Strengths and Limitations of the Trait
Leadership on Performance and Behavior 72
Approach 46
Leader in Action: Mary Barra, CEO of GM 73
and Skill Development 47-48 Concerns About Charismatic and Transformational
Leadership 75
Leadership Case Problem A: Suzanne Expects Results 49
Challenges to the Validity of Charismatic
Leadership Case Problem B: A True Warrior Jumps into Leadership 75
the Electric Car Race and Then Story Telling 50
The Dark Side of Charismatic Leadership 75
Leadership Skill-Building Exercise 2-3: My Leadership
Portfolio 52 Summary ∙ Key Terms ∙ Guidelines for Action
Leadership Skill-Building Exercise 2-4: Analyzing the Traits,
Motives, and Characteristics of a Well-Known Leader 52 Leadership Case Problem A: Baxter, the Self-Adoring
Charismatic 79
Notes 52
Leadership Case Problem B: Athletic Club Director Derek
Tries a Turnaround 80
Chapter 3 Charismatic and Transformational Portfolio 81
Leadership 56 Leadership Skill-Building Exercise 3-5: Developing an

Inspirational Message 82
The Meanings of Charisma 57
Notes 82
Charisma: A Relationship Between the Leader,
Group Members, and Other Stakeholders 58
The Effects of Charisma 58
Three Types of Charismatic Leaders 59 Chapter 4 Leadership Behaviors, Attitudes,
Characteristics of Charismatic Leaders 60 and Styles 85
Leadership Self-Assessment Quiz 3-1: A Checklist of The Classic Dimensions of Consideration and
Behaviors and Attitudes Reflecting Charisma 61 Initiating Structure 86
The Narcissism Component of Charismatic
Leadership 61 Task-Related Attitudes and Behaviors 88
The Vision Component of Charismatic Leadership 62 Leadership Skill–Building Exercise 4-1: Feedback Skills 90
Leadership Self-Assessment Quiz 3-2: The Narcissism Leadership Self-Assessment Quiz 4-1: Task-Oriented
Attitudes and Behavior Checklist 63 Attitudes and Behaviors 91
Leadership Skill-Building Exercise 3-1: Formulating a Relationship-Oriented Attitudes and Behaviors 91
Vision 64
Leadership Skill-Building Exercise 4-2: Clarifying Your
The Communication Style of Charismatic Interpersonal Work Values 94
Leaders 65 Leadership Skill-Building Exercise 4-3: Applying
Leadership by Inspiration 65 Relationship-Oriented and Task-Oriented Attitudes and
Eye-Directed Gazing 65 Behaviors 94
Leadership by Storytelling 65 Leadership Styles 95
Extensive Use of Social Networking 66
Participative Leadership 95
Leadership Skill-Building Exercise 3-2: Charismatic
Autocratic Leadership 96
Leadership by Storytelling 66
The Servant Leadership Style 96
Leadership Skill-Building Exercise 3-3: Identifying the
Characteristics of a Charismatic Leader on YouTube 67 Leadership Self-Assessment Quiz 4-2: The Servant
Leadership Quiz 97
The Development of Charisma 67 Entrepreneurial Leadership 99
Techniques for Developing Charisma 67 Leadership Skill-Building Exercise 4-4: The Servant
Leader 99
Contents vii
Leader in Action: A Legendary Servant Leader: Ken Leadership Skill-Building Exercise 5-2: Leader–Member
Melrose, the Late CEO of Toro 100 Exchange with In-Group Member and Out-Group
Leadership Self-Assessment Quiz 4-3: Entrepreneurial Member 126
Thinking and Behavior 102 Leadership During a Crisis 126
Gender Differences in Leadership Style 104 Crisis Leadership Attributes and Behaviors with a
Leadership Skill-Building Exercise 4-5: Entrepreneurial Relationship Emphasis 126
Leadership 104 Leadership Self-Assesment Quiz 5-3: Checklist for Crisis
360-Degree Feedback for Fine-Tuning a Leadership 127
Leadership Approach 105 Crisis Leadership Attributes and Behaviors with a
Task Emphasis 129
Selecting the Best Leadership Style 107 Leader in Action: Michelle Gass, the Kohl’s CEO, Faced
Leadership Skill-Building Exercise 4-6: Contrasting Pandemic Business Crisis Head On 132
Leadership Styles 107 Leadership Skill-Building Exercise 5-3: Crisis
Leadership 133
and Skill Development 108-109 Evidence-Based Leadership for the Contingency
and Situational Approach 133
Leadership Case Problem A: Lola Asks Tough Questions 110
Leadership Case Problem B: The Worrisome 360-Degree Summary ∙ Key Terms ∙ Guidelines for Action
Survey 111 and Skill Development 134-136
Leadership Case Problem A: Financial Services Manager
Portfolio 112
Kevin Faces a Dilemma 136
Notes 113 Leadership Case Problem B: Emma Varies the Quality of
Her Relationships 137
Portfolio 138
Chapter 5 Contingency and Situational
Notes 139
Leadership 116
Situational Influences on Effective Leadership
Behavior 117
Chapter 6 Leadership Ethics and Social
Fiedler’s Contingency Theory of Leadership Responsibility 141
Effectiveness 118
Principles and Practices of Ethical and Moral
Leadership Self-Assessment Quiz 5-1: Measuring Your
Leadership 142
Situational Perspective 119
Five Ethical Leadership Behaviors 143
Measuring Leadership Style: The Least Preferred
Coworker (LPC) Scale 120 Leadership Self-Assessment Quiz 6-1: The Leadership
Ethics Quiz 144
Measuring the Leadership Situation 120
Factors Contributing to Ethical Differences 145
Overall Findings 120
The Ethical Mind for Leaders 147
Making the Situation More Favorable for the
Leader 121 Guidelines for Evaluating the Ethics of a Decision 148
Evaluation of Fiedler’s Contingency Theory 121 Leadership Skill-Building Exercise 6-1: Should “Dinosaur
The Path-Goal Theory of Leadership Power” Be Placed on the Market? 148
Effectiveness 121 A Sampling of Unethical Leadership Behaviors 149
Matching the Leadership Style to the Situation 122 Leadership, Social Responsibility, and Creating an
Leadership Skill-Building Exercise 5-1: Applying
Ethical Organizational Culture 149
Supportive Leadership 123 Providing Strategic Leadership of Ethics and
Steps Leaders Can Take to Influence Performance Social Responsibility 150
and Satisfaction 123 Recognizing the Triple Bottom Line of Profit, People,
Leader–Member Exchange and Contingency and Planet 151
Theory 124 Creating a Pleasant Workplace 151
Leadership Self-Assessment Quiz 6-2: The Social
Leadership Self-Assesment Quiz 5-2: Quality of Leader–
Responsibility Initiative Checklist 152
Member Relations 124
viii Contents
Helping Build a Sustainable Environment 153 Tactics for Becoming an Empowering Leader 175
Engaging in Social Entrepreneurship 154 The Nature of Empowerment 175
Leadership Skill-Building Exercise 6-2: Conducting an Empowering Practices 176
Environmental Audit 155 Leadership Self-Assessment Quiz 7-1: Empowering
Engaging in Philanthropy 155 Attitudes and Beliefs 177
Working with Suppliers to Improve Working
Effective Delegation and Empowerment 179
Conditions 155
Leader in Action: Amazon Leadership Invests in Affordable Leadership Skill-Building Exercise 7-1: Conducting an
Housing 156 Empowerment Session 180
Establishing Written Codes of Ethical Conduct 157 Factors That Contribute to Organizational
Developing Formal Mechanisms for Dealing with Politics 180
Ethical Problems 157 Pyramid-Shaped Organization Structure 180
Accepting Whistleblowers 157 Subjective Standards of Performance 181
Providing Training in Ethics and Social Environmental Uncertainty and Turbulence 181
Responsibility 158
Emotional Insecurity 181
Minimizing Abusive Supervision Throughout the
Machiavellian Tendencies 181
Organization 158
Encouraging Admiration from Subordinates 181
Leadership Skill-Building Exercise 6-3: Collecting
Examples of Socially Responsible Behavior 158 Political Tactics and Strategies 181
Taking a Stand on Social Issues 159 Ethical Political Tactics and Strategies 182
Ethical and Socially Responsible Behavior and Leadership Self-Assessment Quiz 7-2: The Positive
Organizational Politics Questionnaire 182
Organizational Performance 159
Leadership Skill-Building Exercise 7-2: Paying Back
Summary ∙ Key Terms ∙ Guidelines for Action Favors from Network Members 184
and Skill Development 160-161 Leadership Skill-Building Exercise 7-3: Asking Advice
Role Play 187
Leadership Case Problem A: Salary Advance United
Ponders Its Future 162 Leadership Self-Assessment Quiz 7-3: The Blunder
Quiz 189
Leadership Case Problem B: Nehemiah Manufacturing
Screens Workers with a Criminal Past to Offer Them a Unethical Political Tactics and Strategies 190
Second Chance 163 Leadership Skill-Building Exercise 7-4: Identifying the
Leadership Skill-Building Exercise 6-4: Company Stand Most Annoying Political Behavior Tactics 191
on Social Issues 165
Exercising Control over Dysfunctional Politics 192
Portfolio 165 Leadership Skill-Building Exercise 7-5: Controlling a Too
Eager Direct Report 192
Notes 165
Leadership Case Problem A: The Lands’ End Fashionista
Chapter 7 Power, Politics, and Leadership 169 Fades from Glory 194
Sources and Types of Power 170 Leadership Case Problem B: Team Leader Tanya Wants to
Be Truthful 196
Position Power 171
Personal Power 171
Portfolio 197
Power Stemming from Ownership 172
Power Stemming from Dependencies 172
Notes 198
Power Derived from Capitalizing on Opportunity 172
Power Stemming from Managing Critical
Problems 173 Chapter 8 Influence Tactics of Leaders 201
Power Stemming from Being Close to Power 173
A Model of Power and Influence 203
Power and Self-Serving Behavior 173
Leader in Action: Carol Tomé, UPS CEO and Former Home Leadership Self-Assessment Quiz 8-1: Survey of Influence
Depot CFO 173 Tactics 204
Contents ix
Description and Explanation of Influence Tactics 205 Leadership Skill-Building Exercise 9-3: The Good
Samaritans 239
Essentially Ethical and Honest Tactics 205
Leadership Skill-Building Exercise 8-1: Making an
Evaluation of Offsite Training for Team Development 239
Inspirational Appeal 208 The Leader-Member Exchange Model and
Essentially Neutral Influence Tactics 210 Teamwork 240
Leadership Self-Assessment Quiz 8-2: The Leader Different Quality Relationships 240
Ingratiating Checklist 211 First Impressions 241
Essentially Dishonest and Unethical Tactics 212
Leadership Skill-Building Exercise 8-2: Influence Tactics 213
Leadership Skill-Building Exercise 8-3: Identifying
Influence Tactics 214 Leadership Case Problem A: Jade Wants to Build an
Effective Virtual Team 243
Leadership Influence for Organizational Change 214 Leadership Case Problem B: Should We Dump the Open-
Leader in Action: Emmanuel Roman, CEO of Bond Giant Plan Office? 245
PIMCO, Attempts to Change Its Culture 215 Leadership Skill-Building Exercise 9-4: My Leadership
Portfolio 246
Sequencing of Influence Tactics 217
Leadership Skill-Building Exercise 9-5: The Trust Fall 246
Implicit Leadership Theories and Leadership Notes 246
Influence 217
Leadership Skill-Building Exercise 8-4: Applying Influence
Tactics 217
Chapter 10 Motivation and Coaching Skills 249
and Skill Development 219-220 Leadership and Employee Engagement 250
The Impact of Worker Engagement on Productivity 251
Leadership Case Problem A: General Manager Troy Wants
Leadership Self-Assesment Quiz 10-1: My Work
to Inspire 220
Engagement Tendencies 251
Leadership Case Problem B: Katerina Demands Results 222
Meaningful Work for Employee Engagement 252
Leadership Skill-Building Exercise 10-1: Collecting Live
Portfolio 223
Data on Worker Engagement 252
Notes 223 Relationship with the Leader and Employee
Engagement 253
Leadership Self-Assesment Quiz 10-2: How Meaningful Is
My Work? 253
Chapter 9 Developing Teamwork 225
Expectancy Theory and Motivational Skills 254
The Leader’s Role in the Team-Based Basic Components of Expectancy Theory 255
Organization 226
Leadership Skills and Behaviors Associated with
Leader Actions That Foster Teamwork 227 Expectancy Theory 256
Actions Leaders Can Take Using Their Own Goal Theory 257
Resources 228 Basic Findings of Goal Theory 257
Leadership Skill-Building Exercise 9-1: Shelters for the The Importance of How Goals Are Attained and
Homeless 230 Other Concerns 258
Leadership Self-Assesment Quiz 9-1: Team Player Leadership Skill-Building Exercise 10-2: The Application
Attitudes 231 of Goal Theory 259
Actions Generally Requiring Organization Structure
or Policy 234 Using Recognition and Pride to Motivate Others 259
Leader in Action: Tricia Griffith, CEO of Progressive, Appealing to the Recognition Need of Others 260
Emphasizes Building Teamwork 237 Leadership Self-Assesment Quiz 10-3: How Much Do I
Crave Recognition? 260
Offsite Training and Team Development 237
Recognizing Group Members by Thanking Them and
Features of Outdoor and Offsite Training Expressing Gratitude 261
Programs 238
Leadership Skill-Building Exercise 10-3: Recognition for
Leadership Skill-Building Exercise 9-2: The Team Leader Outstanding Performance 262
Candidates 238
Appealing to Pride 262
x Contents
Coaching as an Approach to Motivation 262 Overcoming the Self-Perception That You Are Not
Creative 288
Key Characteristics of Coaching 263 Practicing Creativity-Enhancing Activities 289
Coaching Skills and Techniques 263 Staying Alert to Opportunities 289
Leader in Action: Texas Pride Disposal CEO Pumps up Maintaining an Enthusiastic Attitude, Including
Workers through Recognition and Pride 264 Being Happy 289
Leadership Self-Assesment Quiz 10-4: Characteristics of Leadership Skill-Building Exercise 11-2: Choosing a
an Effective Coach 267 Compelling Domain Name 290
Leadership Skill-Building Exercise 9-4: Coaching for Maintaining and Using a Systematic Place for
Improved Performance 268 Recording Your Ideas 290
Executive Coaching and Leadership Getting Advice from Someone Outside Your Field 290
Effectiveness 268 Playing the Roles of Explorer, Artist, Judge, and
Specific Forms of Assistance Provided by Executive Lawyer 291
Coaches 268 Engaging in Appropriate Physical Exercise 291
Contributions of and Concerns About Executive Soliciting Feedback on Your Performance 291
Coaching 269
Establishing a Climate and Culture for Creative
Summary ∙ Key Terms ∙ Guidelines for Action Thinking 292
Leadership Diagnostic Activity 11-1: Assessing the
Leadership Case Problem A: Firing Up the Commercial Climate for Creativity and Innovation 292
Uniform Team 272
Fostering a Culture of Originality 293
Leadership Case Problem B: Guiding Britany to Find Her
Purpose 273 Leadership Practices for Enhancing Creativity and
Innovation 293
Portfolio 275 Methods of Managing Creative Workers 295
Notes 275 Leadership Practices Focused Specifically on
Enhancing Innovation 296
Leader in Action: Bridget van Kralingen, Senior Vice
President of IBM Global Markets, Spearheads Innovation 297
Chapter 11 Creativity, Innovation,
and Leadership 278 and Skill Development 299-300
Steps in the Creative Process 279 Leadership Case Problem A: The T-Shirt Production
Innovators 300
Characteristics of Creative Leaders 281
Leadership Case Problem B: The Distressing Empty
Knowledge 281
Storefronts 302
Cognitive Abilities 281
Leadership Self-Assessment Quiz 11-1: The Creative Portfolio 303
Personality Test 282
Leadership Skill-Building Exercise 11-4: The Multimedia
Personality 283 Presentation 304
Leadership Self-Assessment Quiz 11-2: The Intuitive
Problem-Solving Style Quiz 284
Notes 304
Passion for the Task and the Experience of Flow 285
Overcoming Traditional Thinking as a Creativity

Strategy 285
Chapter 12 Communication and
Conflict Resolution Skills 307
Organizational Methods to Enhance Creativity and
Communication Networks for Leaders 308
Innovation 286
Systematically Collecting Fresh Ideas 286 Leadership Self-Assessment Quiz 12-1: A Self-Portrait of
My Communication Effectiveness 309
Brainstorming 287
Face-to-Face Communication Networks 310
The Morality of Enhancing Creativity 287
Social Media Networks 310
Leadership Skill-Building Exercise 11-1: Two
Brainstorming Scenarios 288 Leader in Action: Lockheed Martin Executive Chairman
Marillyn Hewson Emphasizes Communication as a
Self-Help Techniques to Enhance Creative Problem
Leader 311
Solving 288
Contents xi
Group Messaging Apps as Leadership The Development of Business Strategy 341

Communication Network 312 The Importance of Strategic Thinking 341
Inspirational and Powerful Communication 312 Leadership Self-Assessment Quiz 13-1: Are You a
Strategic Thinker? 342
Speaking and Writing 312
Maintaining a Human and Emotional Aspect 343
Basic Principles of Persuasion 316
Gathering Multiple Inputs to Formulate Strategy 343
Nonverbal Communication Including
The Contribution of Artificial Intelligence (AI) to
Videoconferencing and Telepresence 317
Business Strategy 344
Leadership Skill-Building Exercise 12-1: Feedback on
Leadership Effectiveness and Strategy
Verbal and Nonverbal Behavior 319
Implementation 344
Listening as a Leadership Skill 319
Leadership Skill-Building Exercise 13-1: Mapping Out a
Show Respect 319 Future for an Organization 345
Avoiding Selective Listening to Problems 320 Conducting a SWOT Analysis 346
Making the Rounds 320
Leadership Skill-Building Exercise 13-2: Conducting a
Overcoming Cross-Cultural Communication SWOT Analysis 347
Barriers 320 A Sampling of Business Strategies Formulated by
Leadership Skill-Building Exercise 12-2: Leadership Leaders 347
Listening 320 Leader in Action: Elon Musk Has a Business Strategy for
Leadership Self-Assessment Quiz 12-2: Cross-Cultural SpaceX 350
Skills and Attitudes 321 Leadership Skill-Building Exercise 13-3: The Business
The Leader’s Role in Resolving Conflict and Strategies of a Favorite Company 351
Negotiating 323 Knowledge Management and the Learning
Conflict Management Styles 323 Organization 351
Leadership Self-Assessment Quiz 12-3: My Conflict Knowledge Sharing 351
Resolution Style 324 Knowledge Management 351
Resolving Conflict Between Two Group Members 325 Leadership Self-Assessment Quiz 13-2: My Attitudes
Leadership Self-Assessment Quiz 12-4: My Tendencies Toward Sharing Knowledge 352
Toward Conflict Proneness 326 Servant Leadership and the Creation of
Negotiating and Bargaining 327 Knowledge 353
Leadership Skill-Building Exercise 12-3: The Minimum The Learning Organization 353
Wage Negotiation 330 Leadership Skill-Building Exercise 13-4: The Knowledge-
Summary ∙ Key Terms ∙ Guidelines for Action Sharing Investigation Teams 354
and Skill Development 330-332 Summary ∙ Key Terms ∙ Guidelines for Action
Leadership Case Problem A: Dani the Front-Stabbing and Skill Development 356-357
CEO 333 Leadership Case Problem A: Vehicle Buddy Seeks Its
Leadership Case Problem B: Struggling for Conference Purpose 358
Room Space 334 Leadership Case Problem B: The Product Differentiation
Leadership Skill-Building Exercise 12-4: The Emotionally Strategy Team 359
Intelligent Negotiator 335 Leadership Skill-Building Exercise 13-5: My Leadership
Leadership Skill-Building Exercise 12-5: My Leadership Portfolio 361
Portfolio 335 Leadership Skill-Building Exercise 13-6: Developing a
Leadership Skill-Building Exercise 12-6: Evaluating the Business Strategy for a Small Appliance Repair Chain 361
Communication Skills of an Organizational Leader 336
Notes 361
Notes 336
Chapter 14 International and Culturally

Chapter 13 Strategic Leadership and Diverse Aspects of Leadership 364
Knowledge Management 339 The Advantages of Managing for Diversity 366
Organizational Agility, Business Strategy, and Leader in Action: Carnival Corporation Capitalizes on
Knowledge Management 340 Managers from Diverse Backgrounds to Reignite Growth 368
xii Contents
Leadership Skill-Building Exercise 14-1: Pinpointing a

Diversity Advantage 369 Chapter 15 Leadership Development
Cultural Factors Influencing Leadership Practice 370 and Succession 393
Leadership Self-Assessment Quiz 14-1: Charting Your Development Through Self-Awareness and
Cultural Value Profile 372 Self-Discipline 395
Leadership Development Through Self-Awareness 395
Cultural Sensitivity 373
Leadership Development Through Self-Discipline 396
Leadership Self-Assessment Quiz 14-2: My Appreciation
for Cultural Differences 375 Development Through Education, Experience, and
Leadership Skill-Building Exercise 14-2: Positive Cross-
Mentoring 396
Cultural Experiences in the Workplace 376 Education 396
The English-Only Policy and Cultural Sensitivity 376 Leadership Self-Assesment Quiz 15-1: My Self-Discipline
Tendencies 397
Global Leadership Skills 376
Leadership Self-Assesment Quiz 15-2: The Interpersonal
General Model of Global Leadership Skills 377 Skills Checklist 398
Success Factors in International Management Experience 400
Positions 377
Leader in Action: Broad Experience Helps Propel Ebony
Motivating and Inspiring Workers in Other Cultures 378 Beckwith into the C-Suite at Salesforce 402
Resolving Cross-Cultural Conflict 378 Mentoring 403
Understanding Which Leadership and Management
Practices Function Well in a Specific Culture 378
Leadership Development Programs 405
Leadership Skill-Building Exercise 14-3: Gaining Leadership Skill-Building Exercise 15-1: Finding a Mentor
International and Cross-Cultural Experience or Mentors for Leadership Development 405
Inexpensively 379 Types of Leadership Development Programs 406
Leadership Initiatives for Achieving Cultural Leadership Succession 408
Diversity, Equity, and Inclusion 379
How the Board Chooses a Successor 409
Hold Managers Accountable for Achieving
The Emotional Aspects of Leadership Succession 409
Diversity 379
Developing a Pool of Successors 410
Establish Minority Recruitment, Retention, and
Mentoring Programs 380 Promotion from Within 410
Conduct Diversity Training 381 Characteristics of an Effective Leadership
Development Program 410
Conduct Anti-Bias Training 381
Challenges of Being a New Leader 411
Leadership Skill-Building Exercise 14-4: The Diversity
Circle 381 Leadership Skill-Building Exercise 15-2: Building for the
Future 412
Conduct Cross-Cultural Training 382
Avoid Group Characteristics When Hiring for Summary ∙ Key Terms ∙ Guidelines for Action
Person–Organization Fit 382 and Skill Development 412-414
Attain Diversity Among Organizational Leaders 383 Leadership Case Problem A: Holly, the Potential Team
Emphasize Inclusive Language 383 Leader 415
Be Aware of Potential Diversity Danger Zones 384 Leadership Case Problem B: Ashok Eyes the Executive
Suite 416
Portfolio 417
Leadership Case Problem A: Cultural Sensitivity at Pacific Leadership Skill-Building Exercise 15-4: Analyzing a Local
Pods 387 Leader 417
Leadership Case Problem B: Unfiltered Expressions at
Anti-Bias Training 388 Notes 418
Portfolio 389 Glossary 420
Notes 390 Indexes 425
Preface
Welcome to the tenth edition of Leadership: Research in this text is not restricted to research studies and
Findings, Practice, and Skills. The new edition of this syntheses of research and theories. It also includes the
text is a thorough update of the ninth edition, which has opinions of practitioners, consultants, and authors who
been used widely in both graduate and undergraduate base their conclusions on observations rather than
courses in leadership. empirical research.
Many scholars and managers alike are convinced What the text is not also helps define its nature and
that effective leadership is required to meet most scope. This book does not attempt to duplicate the scope
organizational challenges. Today, organizations and purpose of a leadership handbook by integrating
recognize that leadership transcends senior executives. theory and research from several thousand studies. At
As a result, organizations require people with the other extreme, it is not an evangelical approach
appropriate leadership skills to inspire and influence to leadership espousing one leadership technique. I
others in small teams, task forces, and units at all have attempted to find a midpoint between a massive
organizational levels. synthesis of the literature and a trade book promoting
Without effective leadership at all levels in a current leadership fad. Leadership: Research Findings,
organizations, it is difficult to sustain profitability, Practice, and Skills, tenth edition, is designed to be a
productivity, and good customer service. In dozens mixture of scholarly integrity, examples of effective
of different ways, researchers and professors have leadership in action, and skill development.
demonstrated that leadership does make a difference. Leadership is not intended to duplicate or substitute
Many curricula in business schools and other fields, for an organizational behavior text. Because almost all
therefore, now emphasize the development of organizational behavior texts are survey texts, they will
leadership skills. With an increased interest in ethical mention many of the topics covered here. My approach,
and socially responsible behavior, more attention however, is to emphasize skill development and
than ever is being paid to the values and personal prescription rather than to duplicate basic descriptions
characteristics of leaders. Toward that end, this text of concepts and theories. I have tried to minimize
continues to emphasize the qualities of effective overlap by emphasizing the leadership aspects of any
leaders, including an entire chapter on leadership concept presented here that might also be found in an
ethics and social responsibilities. organizational behavior or management text. Often when
overlap of a topic exists, the presentation here focuses
more on skill development than on a review of theory
Purpose of the Text and research. For example, the section on motivation
emphasizes how to apply basic explanations of motivation
The purpose of this text is implied by its title— such as expectancy theory and worker engagement, but I
Leadership: Research Findings, Practice, and Skills, do not present an overview of motivation theories as is
tenth edition. It is designed for undergraduate and found in an organizational behavior text.
graduate courses in leadership that give attention One area of intentional overlap with organizational
to research findings about leadership, leadership behavior and management texts does exist: a review
practice, and skill development. The text best fits of most basic leadership theories. In such instances,
courses in leadership that emphasize application and however, I emphasize skill development and ideas for
skill building. Leadership is also designed to fit courses leadership practice stemming from these older theories.
in management development that emphasize the This edition, however, recognizes that it is time to omit
leadership aspect of management. several basic leadership theories that have not been
The student who masters this text will acquire an researched for decades, such as the Leadership Grid
overview of the voluminous leadership literature that and the Normative Decision Model.
is based both on research and experience. Information
xiii
xiv Preface
Features of the Book personal attributes associated with effective leaders,

a subject that has experienced renewed importance
To accomplish its purpose, this textbook incorporates in recent years. Charismatic and transformational
many features into each chapter in addition to leadership, an extension of understanding the personal
summarizing and synthesizing relevant information attributes of leadership, is the subject of Chapter 3.
about leadership: Chapter 4 surveys behaviors and practices associated
● Chapter Outlines giving the reader a quick with effective leadership in a variety of situations, and
overview of the topics covered describes leadership styles. Chapter 5 extends the study
of styles by describing the contingency and situational
● Learning Objectives to help focus the reader’s aspects of leadership with a strong emphasis on crisis
attention on major outcomes leadership. Chapter 6 focuses on leadership ethics and
● Boldfaced key terms listed at the end of the chapter social responsibility. Chapter 7 describes how leaders
and defined in a Glossary at the back of the use power and politics. Chapter 8 extends this topic by
textbook analyzing the tactics leaders use to influence people.
Chapter 9 describes how leaders foster teamwork and
● Real-life and hypothetical examples throughout empower team members.
the textbook The next five chapters deal with specific leadership
● Leader in Action inserts describing the leadership skills: motivating and coaching skills (Chapter 10),
practices, behaviors, and personal attributes of real- which constitute the basis of many leadership positions;
life leaders creativity and innovation (Chapter 11); communication
(including nonverbal, social media, and cross-cultural
● Leadership Self-Assessment Quizzes relating to communication) and conflict resolution skills (Chapter 12);
both skills and personal characteristics vision and strategy creation and knowledge management
● Leadership Skill-Building Exercises, including (Chapter 13); and effective leadership in international and
role plays, to emphasize the activities and skills of culturally diverse settings (Chapter 14).
effective leaders Chapter 15 concludes the book with an overview of
approaches to leadership development and learning. In
● End-of-chapter Summaries that integrate all key addition, there is a discussion of leadership succession
topics and concepts and the challenges facing a new leader.
● End-of-chapter Guidelines for Action and Skill
Development, giving additional suggestions for
improving leadership skill and practice Changes in the Tenth Edition
● Discussion Questions and Activities suited for The tenth edition of Leadership: Research Findings,
individual or group analysis Practice, and Skills is an update but not an overhaul of
the ninth edition. The structure and key subject areas of
● Two Leadership Case Problems per chapter,
the previous edition are retained. Some of the changes
which illustrate the major theme of the chapter and
in this edition reflect the recent leadership information
contain questions for individual or group analysis
I felt should be included in the new edition. To make
● Role plays accompanying all the case problems way for the new material, I have selectively pruned
to help reinforce the opportunity for learning older examples and research findings, and deleted
interpersonal skills within the case problems some concepts that seem to be only slight variations of
another concept in the text. I have also deleted some
● A Leadership Portfolio skill-building exercise in
of the research findings that basically duplicate other
each chapter that instructs the student to record
findings on the same topic. The following list highlights
progress in developing leadership skills and behaviors
the changes in the tenth edition, in addition to updating
research and opinion.
Framework of the Text

Changes Throughout the Text
The text is a blend of description, skill development,
insight development, and prescription. Chapter ● Eleven new chapter introductions plus updating of
1 describes the meaning, importance, and nature introductions in Chapters 6, 7, 12, and 15.
of leadership, including leadership roles and the
importance of followership. Chapter 2 identifies
● Thirteen Leader in Action boxes are new, plus
updates for Chapters 3 and 14.
Preface xv
● Fourteen new cases are new plus an update of the entrepreneurial CEO, and the entrepreneurial mindset.
case in Chapter 13. Two other new topics are how oxytocin contributes to
trusting behavior for leaders, and fresh research about
● New research findings presented in each chapter
gender differences in leadership. A self-assessment
● New examples throughout quiz is added about servant leadership, as well as an
exercise for applying task-oriented and relationship-
● A new Guidelines for Action and Skill Development
oriented behaviors.
for Chapter 4. The Guidelines in Chapters 2 and 14
Chapter 5 features a substantial expansion of
are supplemented with additional information
crisis leadership including dealing with the COVID-19
● Eleven new Skill-Building Exercises, plus two of pandemic. Two new tables are (a) Crisis Leadership
them with new components Attributes and Behaviors with a Relationship Emphasis,
and (b) Crisis Leadership Attributes and Behaviors
● Three new tables for Chapters 5 and 7
with a Task Emphasis. Information is presented about
● Four new Leadership Self-Assessment Quizzes the importance of providing psychological safety
during a crisis. The topic of psychological safety is also
woven into several other chapters in the book. We also
include an expansion of discussion on evidence-based
Content Changes Within Chapters leadership, and a new skill-building exercise about
applying supportive leadership.
Chapter 1 describes how small business owners set
Chapter 6 has many new topics including moral
leadership tone for their enterprises, and circumstances
leadership, providing leadership that promotes health,
that limit the impact of leaders on their organization’s
the link between character and virtue, bounded
performance. Presented also is the new leadership role
ethicality, and recognizing the triple bottom line of
of inclusion facilitator, and the importance of tolerating
profit, people, and planet. New also are environmental,
ambiguity for leaders. Chapter 2 provides more
social, and governance (ESG) criteria (a set of
information about humility as a key leadership trait,
standards investors use to evaluate investments),
including the importance of a growth mindset, and the
thinking strategically about environmental
reciprocal nature of the leader trusting group members.
sustainability, and the importance of leaders thinking
New information is also provided about the impact
critically about sustainability initiatives. We include a
of authentic leadership on a leader’s well-being, the
new section about the pros and cons of a CEO taking a
potential advantages of a leader being introverted, and
stand on social issues. Two other new features are the
the organizational impact of an optimistic leader. Other
Social Responsibility Initiative Checklist, and a skill-
new topics are the importance of the likeability factor
building exercise about taking a company stand on
for leaders, how emotional intelligence contributed
social issues.
to leadership effectiveness during the pandemic, the
Chapter 7 now includes the skill-building aspect
motivation to lead as an important leadership motive,
to delegation, how political correctness has become
and how leaders use artificial intelligence (AI). Also
almost a social movement, adapting to the boss’s
new are a self-quiz about leadership humility, and an
communication style, getting noticed by senior
exercise about proactive leadership.
leadership, and stealing credit for the ideas of others
Chapter 3 adds information about how charismatic
as a negative political tactic. Added also is a skill-
leaders elicit emotional reactions from group
building exercise about controlling a too-eager direct
members, and the potential disadvantage of hubris
report. Chapter 8 additions include new research about
for a charismatic leader. New research is provided
the effectiveness of leading by example, establishing
about how visibility can have a negative impact on
connections for exerting influence, giving useful
a narcissistic leader, as well as research about eye-
feedback for exerting influence, and possible pitfalls
directed gazing for charismatic leaders. New also is
of upward ingratiation. A new skill-building exercise is
how to project e-charisma, the importance of in-person
presented about making an inspirational appeal.
interactions for transformational leaders, and the
Chapter 9 new information includes expanded
potential downside of a narcissistic CEO. A new
coverage of virtual teams, Slack as a frequent
skill-building exercise is included for developing an
communication channel for teams, additional
inspirational message.
problems associated with open-office spaces, problems
Chapter 4 has additional information about the
of excessive collaboration in teams, and wilderness
importance of leadership adaptability. Also new
adventure expeditions as offsite training. A new skill-
is asking questions as a signal of trust by a leader,
building exercise is presented about a student group
patience as a relationship-oriented leadership behavior,
being good Samaritans.
and more information about servant leadership, the
xvi Preface
Chapter 10 new offerings include an expanded Instructor Resources

discussion of meaningful work, the importance
of using deadlines in goal setting, recognizing Additional instructor resources for this product are
group members by thanking them and expressing available online. Instructor assets include an Instructor’s
gratitude, and the importance of being very specific Manual, Educator’s Guide, PowerPoint® slides, and a test
about negative feedback. Additional new topics are bank powered by Cognero®. Sign up or sign in at www
research evidence about the effectiveness of executive .cengage.com to search for and access this product and
coaching, and providing recognition for outstanding its online resources.
performance.
Chapter 11 additions are the link between curiosity
and creativity, the relevance of the co-existence Acknowledgments
of intuition and data analytics, how constraints
contribute to creativity, and brainstorming remotely. Any project as complex as this one requires a team of
Also new are the topics of overcoming the self- dedicated and talented people to see that it achieves its
perception of not being creative, getting advice from goals. First, I thank the many effective leaders whom
someone outside your field to enhance creativity, the I have observed in action or read about for improving
use of cultural brokerage to enhance creativity in my understanding of leadership. Second, I thank
cross-cultural groups, and questioning traditional the following professors who offered suggestions for
beliefs or orthodoxies to enhance innovation. A improving this and previous editions:
new skill-building exercise is choosing a compelling Steve Barnett, Unitec New Zealand
domain name. Steven Barry, University of Colorado-Boulder
Chapter 12 new topics are group messaging apps as John Bigelow, Boise State University
a leadership communication network, the usefulness Meika Bowden McFarland, Albany Technical College
of moderate conflict, the conflict-prone personality, Bruce T. Caine, Vanderbilt University
the ethical aspects of negotiation, and the negotiation Felipe Chia, Harrisburg Area Community College
tactic of using facts more than threats. A self-quiz about Jeewon Cho, Montclair State University
Conna Condon, Upper Iowa University
tendencies toward conflict proneness is added, as well
Emily J. Creighton, University of New Hampshire
as a skill-building exercise about being an emotionally
Michael de Percy, University of Canberra
intelligent negotiator. Chapter 13 adds sections about Rawlin Fairbough, Sacred Heart University
organizational agility, business strategy, and knowledge Michael Fekula, The Citadel
management. Also new are how strategic thinking Janice Feldbauer, Austin Community College
heavily emphasizes long-term thinking, and the Justin Frimmer, Jacksonville University
contribution of artificial intelligence (AI) to business Barry Gold, Pace University
strategy. George B. Graen, University of Cincinnati
Chapter 14 now uses the framework of “diversity, Stephen G. Green, Purdue University
equity, and inclusion” to describe diversity efforts, Nathan Hanson, Palm Beach Atlantic University
and new evidence for the financial payoff from gender James R. Harris, North Carolina Agricultural and
Technical State University
diversity in company leadership. Also new is how
Paul Harris, Lee College
cultural diversity can make more effective use of
Nell Hartley, Robert Morris College
human capital, new data on working-hour differences Linda Hefferin, Elgin Community College
across the world, and resolving cross-cultural conflict. Winston Hill, California State University, Chico
Two other new topics are the leader emphasizing Katherine Hyatt, Reinhardt University
inclusive language, and the awareness of potential Avis L. Johnson, University of Akron
diversity danger zones. Marvin Karlins, University of South Florida
Chapter 15 new inclusions are the two types of self- Nelly Kazman, University of La Verne
awareness, the #MeToo movement and mentoring, David Lee, University of Dayton
and the application of neuroscience, or brain science, Alan Lockyer, Unitec New Zealand
to enhance effectiveness. Also new are evidence about Brian McNatt, University of Georgia
Ralph Mullin, Central Missouri State University
the effectiveness of executive coaching in comparison
Linda L. Neider, University of Miami
to other interventions for development, and being
Andreas Nilsson, Umeå School of Business, Sweden
able to deal with sensitive and delicate issues as a Rhonda S. Palladi, Georgia State University
new leader challenge. A table is added about the Jeff Perlot, Green River Community College
seven attitudes and beliefs of a person with a growth Joseph Petrick, Wright State University
mindset. Mark Phillips, University of Texas at San Antonio
Preface xvii
Judy Quinn, Kutztown University and Drake. Thank you also to another part of my family,
Diana Rajendran, Swinburne University of Stefanie and her daughter Sofie, for their contribution to
Technology at Lily dale my well-being.
Clint Relyea, Arkansas State University
Gary Renz, Webster University
A.J.D.
Howard F. Rudd, College of Charleston
Silvia Sala, University of Massachusetts at Lowell
Tom J. Sanders, University of Montevallo About the Author
Robert Scherer, Wright State University
Marianne Sebok, Community College of Andrew J. DuBrin is a professor of management
Southern Nevada emeritus in the Saunders College of Business at the
Charles Seifert, Siena College Rochester Institute of Technology, where he taught
Kimberley L. Simons, Madisonville Community courses and continues to conduct research in leadership,
College organizational behavior, and career management. He
Randall G. Sleeth, Virginia Commonwealth University also served as department chairman and team leader
Steven Tello, University of Massachusetts at Lowell
in previous years. He received his PhD in industrial
Ahmad Tootoonchi, Frostburg State University
David Van Fleet, Arizona State University West
psychology from Michigan State University.
John Warner, University of New Mexico DuBrin has business experience in human resource
Velvet Weems-Landingham, Kent State management and in consulting with organizations
University—Geauga and individuals. His specialties include leadership,
influence tactics, and career development. DuBrin
The editorial and production team at Cengage is an established author of both textbooks and
Learning also receives my gratitude. By name, they are trade books, and he has contributed to professional
Michael Worls, Product Manager; Sheila Moran, Project journals. He has written textbooks on organizational
Manager; and Diane Garrity, Intellectual Property behavior, management, human resource management,
Analyst. Neha Chawla and her team at MPS Limited also human relations, organizational politics, and edited
receive my gratitude for their contributions to this book. a handbook of crisis leadership. His trade books
Writing without loved ones would be a lonely task. My cover many topics, including charisma, the proactive
thanks, therefore, also go to my family members—Drew personality, coaching and mentoring, office politics,
and Heidi, Douglas and Gizella, Melanie and Justin, and self-discipline.
Rosie, Clare, Camila, Sofia, Eliana, Carson, Julian, Owen,
1
Patrick J. Endres/Corbis Documentary/Getty Images
Chapter
The Nature and

Importance of Leadership
Learning Objectives
After studying this chapter and doing the exercises, you 1.4 Identify the major satisfactions and frustrations
should be able to associated with the leadership role.
1.1 Explain the meaning of leadership, and how it differs from 1.5 Describe a framework for understanding leadership.
management. 1.6 Cite how leadership skills can be developed.
1.2 Characterize how leadership influences organizational 1.7 Pinpoint several traits, behaviors, and attitudes of a
performance. successful follower.
1.3 Pinpoint several important leadership roles.
Chapter Outline
The Meaning of Leadership A Framework for Understanding Leadership

Leadership as Shared Responsibility and Collaboration Skill Development in Leadership
Leadership as a Relationship Followership: Being an Effective Group Member
Leadership Versus Management Types of Followers
The Impact of Leadership on Organizational Performance Essential Qualities of Effective Followers
Research and Opinion: Leadership Does Make a Difference Collaboration Between Leaders and Followers
Research and Opinion: Formal Leadership Does Not Make a Summary
Difference Key Terms
Leadership Roles Guidelines for Action and skill Development
Tolerance for Ambiguity Leadership Case Problem A
The Satisfactions and Frustrations of Being a Leader Leadership Case Problem B
Satisfactions of Leaders Notes
Dissatisfactions and Frustrations of Leaders
E
arly in 2021, Walgreens Boots Alliance (WBA) appointed Club, and two decades at Kimberly Clark Corporation in a va-
Rosalind (Roz) Brewer as its chief executive officer (CEO), riety of professional and managerial positions. Brewer is also
making her the only Black woman at the time to lead a on the board of Amazon.com, Inc. While Brewer was CEO of
Fortune 500 company. Brewer held previous positions as the Sam’s Club, membership grew, and she oversaw the transition
chief operating office at Starbucks, chief executive of Sam’s to digital technology. At Starbucks, Brewer was the number two
2 Chapter 1 The Nature and Importance of Leadership
executive. She helped the company transition toward a focus analytical, and operational skills and has successfully managed
on to-go operations during the pandemic via a mobile-ordering a large and complex business.”
app. Brewer also contributed to the development of more diver- At Starbucks, Brewer was the group president and chief
sified leadership at the company. operating office, directing the company’s global marketing,
The Walgreens board cited Brewer’s “relentless focus on her technology, supply chain, product innovation, and store devel-
customer, talent development, and expertise in digital transforma- opment business functions. While at Starbucks, Brewer played
tion” in announcing her appointment. A major goal of Walgreens an active role in speaking to investors, its board, and retail
in 2021 was to become more of a healthcare company than a re- employees.
tailer with the sales of drugs and convenience items moving in- David Buritt, the CEO of U.S. Steel Corporation, told a
creasingly online. Brewer focuses much of her executive time on business reporter, “Roz has mastered the art of being a servant
driving WBA’s digital retail expansion. Brewer was hired primarily leader. She has humility, but at the same time she is in charge.
on the basis of her leadership skills and digital expertise, but at I’m a huge fan.” Throughout her career, Brewer has emphasized
the same time pressures from shareholders, lawmakers, banks, that diversity within an organization not only creates opportuni-
and other financial firms were pushing business corporations to ties for a wider part of the population but also enhances busi-
accelerate diversifying their executive ranks. ness results. She emphasizes that diverse and inclusive teams
Financial analysts noted that Brewer started at Walgreens make for a stronger business.
Boots Alliance (WBA) at an exciting and challenging time be- In 2018, Brewer gave an inspirational commencement ad-
cause the company was preparing to be a key player in the ad- dress at her alma mater, Spelman College, a historically Black
ministration of COVID-19 vaccines. The WBA’s highly efficient women’s liberal arts college in Atlanta. She emphasized how
launch of its vaccination program helped strengthen the posi- many Black Spelman graduates who preceded her had achieved
tive perception of the retailer, as well as developing an increased successful careers including becoming judges, surgeons, and
base of loyal customers. A key challenge for WBA is that retail business leaders. Brewer said that her generation might be
pharmacies have been consolidating, and Walgreens was losing called “Generation P,” with the P standing for perseverance.
some market share to CVS. Brewer is the youngest of five children born to parents
In 2012, Brewer was appointed the CEO of Sam’s Club, a who were production workers at General Motors in Detroit. As
major division of Walmart. She worked her way up to president Spelman College she received a B.S. degree in chemistry in
of the Walmart U.S. East business unit, leading a team responsi- 1984. She also attended the advanced management program at
ble for more than $100 billion in annual revenue. Former Walmart the Wharton School of the University of Pennsylvania. To facili-
president and CEO Mike Duke said of Brewer at the time, “She tate her learning as a leader and manager, Brewer received help
always lets her team do the talking, with the focus being on from mentors including Indra Nooyi, the CEO of PepsiCo Inc.,
how to better support their needs. She has strong strategic, and Bill Simon, the former Walmart U.S. chief.1
The description of Rosalind Brewer touches on many

leadership topics to be covered in this book, including
the following ideas: that providing direction is part of The Meaning of Leadership
a leader’s job, that technical expertise is an important
leadership role, and that cultivating diversity is a key Learning Objective 1.1 Explain the meaning of leadership,
leadership role. Our introductory chapter begins with an and how it differs from management.
explanation of what leadership is and is not. We then ex-
amine how leaders make a difference, the various roles You will read about many effective organizational lead-
they play, and the major satisfactions and frustrations ers throughout this text. The common characteristic
they experience. This chapter also includes an expla- of these leaders is their ability to inspire and stimulate
nation of how reading this book and doing the various others to achieve worthwhile goals. Therefore, we can
quizzes and exercises will enhance your own leadership define leadership as the ability to inspire confidence
skills. It concludes with a discussion of followership— and support among the people who are needed to
giving leaders good material to work with. achieve organizational goals.2
The Meaning of Leadership 3
The popular topic of leadership has been defined in been assigned formal authority.8 You, therefore, can ex-
many ways. Here are several other representative defi- ert some leadership by being an influential coworker.
nitions of leadership: A team member who is influential based on personal
attributes and behaviors will often be regarded as a
● A process in which an individual influences a group
leader by peers.
of individuals to achieve a common goal.
The ability to lead others effectively is a rare qual-
● The influential increment over and above mechani- ity. It becomes even rarer at the highest levels in an
cal compliance with directions and orders. organization because the complexity of such positions
● An act that causes others to act or respond in a requires a vast range of leadership skills. This is one
shared direction. reason that firms in search of new leadership seek out
● The art of influencing people by persuasion or ex- a select group of brand-name executives with proven
ample to follow a line of action. track records. It is also why companies now emphasize
leadership training and development to create a new
● Mobilizing people in an organization around com-
supply of leaders throughout the firm.
mon goals to achieve impact.3
● The principal dynamic force that motivates and co-
ordinates the organization in the accomplishment Leadership as Shared Responsibility
of its objectives.4 and Collaboration
● The exercise of social influence between and among
Many leadership theorists and managers agree that the
many sources of leadership (including the leader,
leadership role within a team is seldom the responsi-
follower, and setting), working toward a common
bility of one person. Rather, several individuals within
goal by using various mechanisms including the
the team may serve as leaders, both by formal assign-
leader’s traits, behavior, and emotion.5
ment and informally. Leadership may shift, depending
Importantly, leadership is not only found among on whose expertise is the most relevant at the moment,9
people in high-level positions. Quite the contrary: Lead- such as one member of a marketing team having ad-
ership is needed at all levels in an organization and can vanced expertise in using social media for product
be practiced to some extent even by a person not as- promotion.
signed to a formal leadership position. For example, The essence of shared and collaborative leadership
working as a junior accountant, a person might take is reflected in the comments of Nick Petrie who con-
the initiative to suggest to management that they need ducted a study on leadership development. He said,
to be more careful about what they classify as a true “There is a transition occurring from the old para-
sale. It has been suggested that for improved business digm in which leadership resided in a person or role,
results to come about, it will be because managers be- to a new one in which leadership is a collective pro-
low the C-suite (such as CEO, COO, and CFO) take the cess that is spread throughout networks of people.”10
initiative and risks to drive the company in a different An experiment conducted with both college students
direction. Change needs to come about from leaders at and working adults supported the usefulness of shared
lower levels, rather than relying exclusively on leader- leadership. Participants in the study who experienced
ship from the top.6 shared leadership showed good performance on the
Another reason that leadership is important simulated decision-making tasks, and also high job
throughout the organization is because of the wide- satisfaction.11
spread shift to team-based organizations, many of A key force driving collaborative leadership is the
which are project-based and cross-functional making it hyperconnected organizational world fostered by email
important to have leaders at all organizational levels. At and social media, along with globalization. The col-
the same time, individual team members are increas- laborative leadership style is well suited to harness the
ingly stepping forward to guide and influence others.7 power of this multitude of connections.12 For example,
Another way of understanding that leadership can a head of marketing can readily gather and welcome
be exercised by many people in the organization is the the input of thousands of people on broadening the
presence of people who provide leadership to others yet market for a product. In this way, the head of market-
do not have a job title suggesting that they are man- ing collaborates with people from afar instead of devel-
agers or leaders. You can also rise to leadership when oping the strategy alone.
people come to respect your opinion and personal char- More will be presented and shared about collabora-
acteristics and are thus influenced by you. Emergent tive leadership throughout the book, especially in the
leaders are group members who significantly influ- discussion in Chapter 4 about leadership styles, and
ence other group members even though they have not Chapter 9 about developing teamwork.
Leadership as a Relationship bureaucrat mired in the status quo. But we must be care-
ful not to downplay the importance of management. Ef-
Leadership is usually a relationship between the leader
fective leaders have to be good managers themselves or
and the people being led. A theoretical analysis by Gail
be supported by effective managers. A germane example
T. Fairhurst and Mary Uhl-Bien explains that leader-
is the inspirational entrepreneur who is so preoccupied
ship is not a trait or behavior of an individual but rather
with motivating employees and captivating customers
a phenomenon generated in the interactions among
as to neglect internal administration. As a result, costs
people acting in a given setting. The social actions be-
skyrocket beyond income, and such matters as funding
tween and among people enable them to work together
the employee pension plan and paying bills and taxes
in meaningful ways to produce leadership outcomes.
on time are overlooked. In short, the difference between
For example, a leader at a vehicle dealership might be
leadership and management is one of emphasis. Effective
pursuing the outcome of generating more revenue per
leaders also manage, and effective managers also lead.
vehicle purchase. By building good relationships with
John O’Leary, a leadership development specialist,
dealer associates, the leader gains their cooperation in
investigated whether leaders and managers really carry
generating useful ideas for generating more revenue,
out different activities. His method was to conduct
such as pushing harder to get customers to purchase
interviews of eight experienced leaders in business,
additional dashboard technology and an extended war-
government, and upper-level college sports. O’Leary’s
ranty that generates monthly revenue.
general finding was that leaders and managers tend to
The given setting mentioned previously refers to the
have a different focus on the same set of activities. One
context of the relationship. In a high-power and authority
finding was that managers delegate largely as a method
context, such as an entry-level employee working with the
of increasing efficiency. In contrast, leaders delegate
CEO, the communication is likely to be both task based
as an approach to empowerment. Another key finding
and relationship oriented. The entry-level worker, having
was that leaders focus more on people, and managers
much less power and authority, is likely to emphasize po-
focus more on results.15
liteness, speak formally, and be complimentary.13
Management guru Henry Mintzberg, a professor
How leaders build relationships has changed some-
at McGill University, based on firsthand information,
what in the modern era and its emphasis on interacting
strongly supports the position that the difference be-
with people digitally. It is common practice for leaders
tween leadership and management should not be over-
to give recognition and praise via email or a posting on
drawn. Mintzberg writes:
the company social media site, or a public social media
site such as Facebook or Twitter. The late Steve Jobs, the How would you like to be managed by someone
Apple Company cofounder, however, emphasized that who doesn’t lead? That can be awfully dispiriting.
leaders should not let communication technology block Well, then, why would you want to be led by
them from interacting face-to-face with work associates. someone who doesn’t manage? That can be terribly
“There’s a temptation in our networked age to think that disengaging; how are such “leaders” to know what
ideas can be developed by e-mail and iChat. That’s crazy. is going on?16
Creativity comes from spontaneous meetings, from ran-
An example of how a company might recognize
dom discussions.”14 In addition to sparking innovation,
the difference between leadership and management
the face-to-face encounters help develop relationships.
took place at the Boston investment firm, GMO LLC.
The company brought on the first chief executive in
Leadership Versus Management its thirty-two-year history, Marc Mayer. His role was
to take care of running the company (management) so
To understand leadership, it is important to grasp the that senior officials could focus more on navigating the
difference between leadership and management. We treacherous market (strategic leadership).17
get a clue from the standard conceptualization of the
functions of management: planning, organizing, direct-
ing (or leading), and controlling. Leading is a major
part of a manager’s job; yet a manager must also plan, The Impact of Leadership on
organize, and control. Organizational Performance
Broadly speaking, leadership deals with the inter-
personal aspects of a manager’s job, whereas planning, Learning Objective 1.2 Characterize how leadership
organizing, and controlling deal with the administra- influences organizational performance.
tive aspects. Leadership deals with change, inspiration,
motivation, and influence. An assumption underlying the study of leadership
If these views are taken to their extreme, the leader is that leaders affect organizational performance.
is an inspirational figure, and the manager is a stodgy Boards of directors—the highest-level executives of an
The Impact of Leadership on Organizational Performance 5
organization—make the same assumption. A frequent A specific outcome of how leadership has an impact
antidote to major organizational problems is to replace on organizational performance is sales performance.
the leader in the hope that the newly appointed leader Julian Barling synthesized the results of many studies
will reverse performance problems. Here, we will re- exploring how leadership influences sales results—a
view some of the evidence and opinions, pro and con, key metric of organizational success. Although leader-
about the ability of leaders to affect organizational ship can influence sales performance, the link between
performance. the two is complicated.22 An example of this compli-
cated relationship stems from a series of studies con-
ducted by Adam Grant. In a company involved in the
Research and Opinion: Leadership Does sales of educational and marketing software, new hires
Make a Difference were divided into four different groups for their first
training.
The idea that leaders actually influence organizational In addition to their regular training, the eighteen
performance and morale is widely believed, and there employees in one group also met with a senior com-
has been a moderate amount of research and opinion pany director for fifteen minutes. The executive ex-
that deals with this issue. A scholarly review of the ev- plained the company’s vision and was optimistic and
idence indicates that leaders are commonly credited enthusiastic that employees could achieve this vi-
with the ability to profoundly affect, even control, sig- sion. Members of this group also met with someone
nificant organizational outcomes. 18 For example, Jeff from a different department who was a beneficiary of
Bezos, the founder and chairperson of Amazon.com, their work. (An example of a beneficiary of the work
has guided the company from a startup online book of a sales representative might be a software engineer
and music store into perhaps the world’s largest re- whose software the sales representative was successful
tailer. Amazon is also a major provider of commercial in selling.) A key finding was that the combined influ-
software services, including cloud computing. ence of interacting with a company leader and meeting
Another observation about leadership making a with an internal beneficiary led to the group attaining
difference is that small business owners usually set more sales and higher revenue than the other three
the leadership tone for their organizations. A primary groups.23
source of influence is that owners develop a mission or How leaders impact organizational (or unit) perfor-
set of values by which they operate their company. The mance is the essential subject of this book. For exam-
values in turn often lead to policies or guidelines that ple, good results are attained by developing teamwork
contribute to organization success, such as establishing and formulating the right strategy.
quality and ethical standards.19
The Center on Leadership & Ethics at Duke
University conducted a survey about executive leader- Research and Opinion: Formal Leadership
ship based on 205 executives from public and private
Does Not Make a Difference
companies. One of the issues explored was whether
leadership actions can affect performance. It was con- In contrast to the previous argument, the anti-leadership
cluded that they can indeed, but only if the leader is argument holds that the impact of the leader on organi-
perceived to be responsible and inspirational. Such be- zational outcomes is smaller than the impact of forces
haviors included engaging employees in the company’s within the situation. To personalize this perspective,
vision and inspiring employees to elevate their goals. imagine yourself appointed as the manager of a group
Another contributor to organizational performance was of highly skilled investment bankers. How well your
promoting an environment in which employees have a group performs could be attributed as much to their
sense of responsibility for the entire organization.20 talent and to economic conditions as to your leader-
An overview of research on managerial succession ship. Several of the arguments that leadership can be
over a recent twenty-year period provides more sup- overrated are presented next.
port for the idea that leadership has an impact on or- At times, competent leadership is not necessary,
ganizational performance. A consistent relationship and incompetent leadership can be counterbalanced
was found between who is in charge and how well an by certain factors in the work situation. Under these
organization performed as measured by a variety of in- circumstances, leadership itself is of little consequence
dicators. Using different methodologies, these studies to the performance and satisfaction of team members.
arrived at the same conclusion that changes in leader- According to this viewpoint, many organizations have
ship are followed by changes in company performance. substitutes for leadership. Such substitutes are fac-
Statistical analyses suggest that the leader might be tors in the work environment that provide guidance
responsible for somewhere between 15 percent and and incentives to perform, making the leader’s role al-
45 percent of a firm’s performance.21 most superfluous as shown in Figure 1-1.24
Closely knit teams of highly

trained individuals Substitutes for leadership
Intrinsic satisfaction and leadership function
Professional norms
Figure 1-1 Substitutes for Leadership.
1. Closely knit teams of highly trained individuals. strong leader usually makes a difference, such as get-
When members of a cohesive, highly trained group ting field units back on track after a hurricane or prod-
are focused on a goal, they may require almost no uct recall.
leadership to accomplish their task.
2. Intrinsic satisfaction. Employees who are engaged
in work they find strongly self-motivating, or intrin-
sically satisfying, require a minimum of leadership.
Leadership Roles
Part of the reason is that the task itself grabs the
worker’s attention and energy. The worker may re- Learning Objective 1.3 Pinpoint several important
quire little leadership as long as the task is proceed- leadership roles.
ing smoothly.
Another way to gain an understanding of leadership is
3. Professional norms. Workers who incorporate
to examine the various roles carried out by leaders. A
strong professional norms often require a mini-
role in this context is an expected set of activities or
mum of supervision and leadership. A group of
behaviors stemming from one’s job. Leadership roles
certified professional accountants may not need
are a subset of the managerial roles studied by Henry
visionary leadership to inspire them to do an hon-
Mintzberg and others.28 Before reading ahead to the
est job of auditing the books of a client or advising
summary of leadership roles, you are invited to com-
against tax fraud.
plete Leadership Self-Assessment Quiz 1-1.
Another argument for leadership being overrated is Leading is a complex activity, so it is not surprising
that in the modern organization, effective leadership that Mintzberg and other researchers identified eleven
means widespread collaboration in obtaining ideas, roles that can be classified as part of the leadership
rather than the heroic leader doing all the innovating. function of management.
According to this point of view, instead of centralizing
1. Figurehead. Leaders, particularly high-ranking
leadership in the hands of a few, authority and power
managers, spend some part of their time engaging in
are shared, and people lead themselves.25 (The concept
ceremonial activities, or acting as a figurehead. Four
of shared leadership was mentioned above in relation
specific behaviors fit the figurehead role of a leader:
to the meaning of leadership and will surface at several
a. entertaining clients or customers as an official
places in the text.)
representative of the organization
A broader argument about the limited impact of lead-
b. making oneself available to outsiders as a
ership based on a synthesis of organizational research is
representative of the organization
that leaders often face circumstances that strongly limit
c. serving as an official representative of the
their ability to influence organizational performance.
organization at gatherings outside the
Among them are (1) a high failure rate of new ventures,
organization
(2) unpredictable and uncontrollable changes in tech-
d. escorting official visitors
nology, social trends, and other environmental forces,
(3) bureaucratic norms that regulate the organization, 2. Spokesperson. When a leader acts as a spokes-
(4) an overwhelming amount of people and information person, the emphasis is on answering letters or in-
to deal with, (5) ambiguity about the causes of and solu- quiries and formally reporting to individuals and
tions to problems, and (6) the tendency of many people groups outside the manager’s direct organizational
not to do what a leader wants or expects.26 unit. As a spokesperson, the managerial leader keeps
A useful perspective on whether leadership makes five groups of people informed about the unit’s ac-
a difference is to ask the right question, as framed by tivities, plans, capabilities, and possibilities (vision):
J. Richard Hackman and Ruth Wageman. Instead of a. upper-level management
asking if leaders make a difference, we should be ask- b. clients or customers
ing under what conditions leaders make a difference.27 c. other important outsiders such as labor union
A crisis mode is an example of a situation in which a d. professional colleagues
Leadership Roles 7
Leadership Self-Assessment Quiz 1-1
Readiness for the Leadership Role

Instructions: Indicate the extent to which you agree with each of the following statements, using the following scale:
1, disagree strongly; 2, disagree; 3, neutral; 4, agree; 5, agree strongly.
DS D N A AS
1. I like having people count on me for ideas and suggestions. 1 2 3 4 5
2. I have definitely inspired other people. 1 2 3 4 5
3. It is a good practice to ask people provocative questions about 1 2 3 4 5
their work.
4. It is easy for me to compliment others. 1 2 3 4 5
5. I have many more friends and followers on social working websites 1 2 3 4 5
than do most people.
6. I like to cheer people up even when my own spirits are down. 1 2 3 4 5
7. What my team accomplishes is more important than my personal glory. 1 2 3 4 5
8. Many people imitate my ideas. 1 2 3 4 5
9. Building team spirit is important to me. 1 2 3 4 5
10. I would enjoy coaching other members of the team. 1 2 3 4 5
11. It is important to me to recognize others for their accomplishments. 1 2 3 4 5
12. I would enjoy entertaining visitors to my firm even if it interfered with 1 2 3 4 5
my completing a report.
13. It would be fun for me to represent my team at gatherings outside 1 2 3 4 5
our unit.
14. The problems of my teammates are my problems too. 1 2 3 4 5
15. Resolving conflict is an activity I enjoy. 1 2 3 4 5
16. I would cooperate with another unit in the organization even if I dis- 1 2 3 4 5
agreed with the position taken by its members.
17. I am an idea generator on the job. 1 2 3 4 5
18. It is fun for me to bargain whenever I have the opportunity. 1 2 3 4 5
19. Team members listen to me when I speak. 1 2 3 4 5
20. People have asked me to assume the leadership of an activity several 1 2 3 4 5
times in my life.
21. I have always been a convincing person. 1 2 3 4 5
22. I enjoy imagining a bright future for a group to which I belong. 1 2 3 4 5
23. Several people have told me that I have good ability to see the big 1 2 3 4 5
picture.
24. I am willing to listen to people gripe and complain about their job. 1 2 3 4 5
25. I enjoy the opportunity to work with people from cultures different 1 2 3 4 5
than my own.
(continued)
Self-Assesment Quiz
Leadership Self-Assessment Quiz5-2
1-1 (continued)
Scoring and Interpretation: Calculate your total score by adding the numbers circled. A tentative interpretation of the scoring
is as follows:
● 90–100: High readiness for the leadership role
● 60–89: Moderate readiness for the leadership role
● 40–59: Some uneasiness with the leadership role
● 39 or less: Low readiness for the leadership role
If you are already a successful leader and you scored low on this questionnaire, ignore your score. If you scored surpris-
ingly low and you are not yet a leader, or are currently performing poorly as a leader, study the statements carefully. Con-
sider changing your attitude or your behavior so that you can legitimately answer more of the statements with a 4 or a 5.
Studying the rest of this text will give you additional insights that may be helpful in your development as a leader.
Dealing with outside groups and the general public b. initiating activities that contribute to group
is usually the responsibility of top-level managers. morale, such as giving parties and sponsoring
sports teams
3. Negotiator. Part of almost any manager’s job de-
c. holding periodic staff meetings to
scription is trying to make deals with others for
encourage team members to talk about their
needed resources. Four illustrative negotiating ac-
accomplishments, problems, and concerns
tivities are as follows:
a. bargaining with superiors for funds, facilities, 6. Team player. Related to the team-builder role is
equipment, or other forms of support that of the team player. Three behaviors of team
b. bargaining with other units in the organization players are:
for the use of staff, facilities, equipment, or a. displaying appropriate personal conduct
other forms of support b. cooperating with other units in the
c. bargaining with suppliers and vendors for organization
services, schedules, and delivery times c. displaying loyalty to superiors by fully
d. bargaining with job candidates about starting supporting their plans and decisions
compensation and benefits
7. Inclusion facilitator. The leader who facilitates
4. Coach and motivator. An effective leader takes inclusion makes a deliberate effort to assume
the time to coach and motivate team members, that all team members, group members, or other
and sometimes to inspire large groups of people employees feel included and welcome within the
inside the organization. This role includes five spe- organization. Three illustrative activities of an in-
cific behaviors: clusive leader are:
a. informally recognizing team members’ a. seeking to build a demographically and
achievements culturally diverse workforce
b. providing team members with feedback b. taking a personal interest in each member of
concerning ineffective performance the group or team
c. ensuring that team members are informed of c. encouraging team or group members to take
steps that can improve their performance the initiative to make sure that all coworkers
d. implementing rewards and punishments to are made to feel like “one of the gang”
encourage and sustain good performance
8. Technical problem solver. It is particularly im-
e. inspiring people through such means as being
portant for supervisors and middle managers to
charismatic, creating visions, telling interesting
help team members solve technical problems. Two
stories, and being highly ethical
activities contributing to this role are:
5. Team builder. A key aspect of a leader’s role is to a. serving as a technical expert or adviser, such
build an effective team. Activities contributing to as helping the group make optimum of social
this role include: marketing to promote the company
a. ensuring that team members are recognized for b. performing individual contributor tasks on
their accomplishments, such as through letters a regular basis, such as making sale calls or
of appreciation repairing machinery
Leadership Roles 9
9. Entrepreneur. Although not self-employed, provides an opportunity to apply role analysis to

managers who work in large organizations have yourself.
some responsibility for suggesting innovative
ideas or furthering the business aspects of the
firm. Three entrepreneurial leadership role activ- Tolerance for Ambiguity
ities are:
a. reading trade publications and professional Although our discussion of leadership roles suggests
journals to keep up with what is happening in that there is some clarity to the activities of leaders,
the industry and profession they also encounter considerable ambiguity. In recent
b. talking with customers or others in the years, as the world of work has become more uncertain
organization to keep aware of changing needs and rapidly changing, the ability to tolerate ambiguity
and requirements as well as to thrive from it has gained in importance
c. getting involved in situations outside the unit as a trait and behavior for leaders. Furthermore, the
that could suggest ways of improving the unit’s complexity of problems in the workplace makes clear-
performance, such as visiting other firms, cut answers elusive. Tolerating ambiguity means be-
attending professional meetings or trade shows, ing able to accept and profit from vague, uncertain, or
and participating in educational programs inconsistent information or situations.30 “You manage
the gray” because you recognize that tough and com-
10. Strategy developer. Top-level managers develop plex decisions are not black and white.
strategy, usually assisted by input from others In the words of British business writer Adam Gale,
throughout the organization. Carrying out the strat- “Tolerance for ambiguity will be a vital characteristic of
egy developer role enables the manager to practice leaders in the years to come. Chief executives cannot af-
strategic leadership. The strategist role is concerned ford to bury their heads in the sands when storms of un-
with shaping the future of the organization, or a certainty hit, because these storms will never cease.”31
unit within the larger organization. Specific activ- A practical way of understanding the importance of
ities involved in this role include: tolerating ambiguity for leaders is that it is has crept
a. setting a vision and direction for the its way into a job qualification for some leadership
organization and providing innovative ideas to and management positions. “Tolerance for ambigu-
pursue ity” is therefore found somewhere in the job specifi-
b. helping the firm deal with the external cations, or a statement of the personal qualifications
environment needed to perform the job. A job specification usually
c. helping develop organizational policies being a includes the education, experience, knowledge, and
thought leader in the sense of the organization skills required to perform the job successfully. The job
being widely respected for advancing a field or specification can also include a personal trait or be-
producing a superior product havior, such as proactivity, or toleration for ambiguity.
Microsoft Corporation provides an example of
11. Executor. In carrying out the executor role, the
tolerance for ambiguity in a highly technical posi-
leader makes things happen, often helping translate
tion with some leadership responsibility. The Surface
plans into action. Parts of this role include:
(tablet computer) development team was seeking a
a. translating strategy into action, such as helping
talented software development engineer with a strong
develop action plans
systems, leadership, and cross-organizational col-
b. making change happen
laboration background. The formal qualifications
c. holding people accountable to ensure that
included a bachelor’s of science degree in computer
productive work is accomplished
science, electrical engineering, or a related field. An-
A common thread in the leadership roles of a man- other specification was a minimum of five to seven
ager is that the managerial leader in some way in- years of experience in software development for con-
spires or influences others. An analysis in the Harvard sumer products. The informal qualifications included
Business Review concluded that the most basic role high motivation and being self-driven, along with
for corporate leaders is to release the human spirit high tolerance for ambiguity and the ability make
that makes initiative, creativity, and entrepreneurship progress in the face of the ambiguity. It may seem
possible.29 An important practical implication is that contradictory but there is considerable ambiguity in
managers at every level can exercise leadership. For the technical realm, such as deciding which software
example, a team leader can make an important con- will be best for accomplishing a task. Another ambi-
tribution to the firm’s thrust for efficiency by explain- guity was whether there was sufficient demand for
ing to team members how to minimize duplications in another line of small computers even if Surface com-
a mailing list. Leadership Skill-Building Exercise 1-1 puters were a technical success.
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"Up onto the foc's'le-head," he cried angrily. "Git a move on, yew
blasted farmers, or yew won't know what struck yew."
It was Black Davis, the mate of the Higgins, one of the most
notorious of buckos.
Broncho opened his mouth to reply, but Jack Derringer shoved him
up the topgallant ladder with a grip of iron, and, directly they were
out of earshot, said:
"That man with the eyebrows is kind of sheriff of this outfit—mate,
sailors call it. He's a bad 'un from away back, but he's got the drop
on us, old son, and we've got to jump around lively without any
tongue-wagging, or he's liable to make things red hot."
"Gaud blimy, but h'I should sye so," remarked a cockney, who was
shipping a capstan-bar close to them. "'E's a bloomin' devil from the
word go, is that blawsted swine. H'I done a passage with 'im afore,
an' I knows 'im, h'I does, the black-'arted 'ound."
They had no time for further reminiscences of Black Davis, however,
for he now appeared on the foc's'le head in company with the big
hairy bosun.
"Never see'd sich a crowd o' hayseeds—not two sailormen among
'em, I don't expec'," said the bosun.
"Deadbeats and hoboes, every doggoned one of them," growled the
mate; "not a chanty in 'em, neither."
All hands were now tramping steadily round the capstan.
"Heave an' bust her!" sang out the big bosun. "Heave an' she
comes!"
Presently a slim young Englishman with curly hair struck up the well-
known chanty, "Away, Rio."
As the hoarse voices echoed over the calm waters of the bay, the
crews of two large British barques came to the rail, hooting and
jeering at the notorious hell-ship.
"Cut his black liver out, boys!" came a stentorian voice across the
water.
"H'I bloomin' well will, one o' these fine dyes," muttered the cockney
under his breath, with a murderous glance at the bucko mate.
Jack Derringer, who was a great exponent of chanties, followed the
lead of the curly-headed one, and in a clean, strong baritone broke
out with:
"As I was walking out one day
Down by the Albert Docks."
There were evidently more sailormen aboard than either the bosun
or Black Davis had calculated on, for the chorus came with a roar:
"Heave a-way, my Johnnies, heave a-way!"
"I saw the charming maids so gay,

A-coming down in flocks,"
continued Jack.
Then again came the deep-sea roar of—
"Heave away, my bully boys,
We're all bound to go!"
The shanghaied cowpuncher watched everything the while with a
keen eye, and the chantying greatly pleased him.
"This is shore most elegant music," he said to Jack. "What for of a
play would it be if I gives them the 'Dying Ranger.'"
"Wouldn't go, Broncho," replied the other. "These are sailors' working
songs; they're to help the capstan round."
"You shorely surprises me, Jack. This here ship business is some
deep an' interestin' as a play, an' you'll excuse me for ropin' at you
with questions an' a-pesterin', but I'm cutting kyards with myself
desp'rate as to this here whirlygig concarn we-alls is a-pushin'
round."
"Why, we're getting up the anchor, Broncho. Do you hear that 'klink,
klink'? That's the cable coming in."
"Hove short!" suddenly sang out the mate.
"Pawl her!" cried the bosun.
The tugboat now backed fussily up and took the hawser; the anchor
was hove up to the cat-head, and the fish-tackle hooked on.
Then, whilst the anchor was hove in-board, a hand was sent to the
wheel, and with a screech from her whistle the tug went ahead.
With a snort she began to move: the hawser sprang from her
eddying wake, dripping and snaking as it took the strain; a ripple
appeared round the Higgins' cutwater, and her bowsprit slowly
swung round until it headed for the Golden Gate.
The mate went aft, and the bosun called out:
"That'll do, men; get your breakfast. You'll be turned to in half-an-
hour."
CHAPTER II
"THE RULE OF THE BELAYING-PIN"
A shock-headed and tattered ragamuffin of a ship's boy crept
off to the galley, and returned with a steaming kid of wet hash.
"Got no pannikin or plate, I suppose, Broncho?" asked the rolling-
stone.
"I shorely don't reckon I needs them heretofore. I makes this trip
some abrupt, as you-alls knows, an' I overlooks the same complete.
Mebbe though I can rustle some tin-ware from the 'old woman.'"[1]
At these words a heavily-built, red-shirted man who had been sitting
silently in the next bunk, looked up with a keen glance at the cowboy
and asked:
"Say, stranger, was you on the Cross-bar outfit last fall? I seems to
recall them feachers o' yours some."
"So?" returned Broncho politely.
"I was a-ditching on Hunker Creek," went on the red-shirted man.
"You hits my camp a-trailing some horses which you allows some
doggoned greasers has gone an' lifted. My name's Ben Sluice—
Bedrock Ben they calls me down Arizona way."
"My mem'ry's plumb onreliable an' scattered this maunin'," replied
the cowpuncher; "but I shorely recalls them greasers, now you
speaks."
"And I'm sliding out chips you catches 'em all right?"
"Which we shorely does, mebbe two days later, an' swings 'em up to
two cottonwoods without any ondue delays," said the cattle-ranger
indifferently.
Then, turning to the tattooed Britisher, who had just managed to
procure him a plate, pannikin, and cutlery, he inquired with a sly
twinkle in his eye:
"How's that 'ere sun lookin' to-day, Jack?"
Now the rolling-stone was a keen watcher of the heavens, and in his
chest he kept a big star telescope which, from the care he took of it,
seemed to be his chief joy in life.
Many an hour of a hard-earned night watch below had he spent with
his eye glued to that glass, and he was a mine of queer information
and out-of-the-way knowledge on the subject of sun, moon, and
stars, and with a certain air of pride and self-satisfaction he was wont
to describe himself as an "astronomical weather-prophet."
At Broncho's question he threw up his head like a war-horse
scenting battle, and replied with the gravity befitting such a serious
subject:
"The sun rose well this morning, and I expect calm weather with light
variable airs before we take the trades."
Ben Sluice the miner looked up in surprise at Jack's professional
weather-clerk air.
"I presumes the 'old gentleman's' healthy, and ain't been a-developin'
of measles none lately?" ventured the cowboy meekly.
"Well, Broncho, I'm afraid there is a small spot beginning to show
faintly on the lower disk," declared the Britisher.
"You don't say? That 'ere luminary is shore misfortunate that away.
You-alls recalls how he suffers so bad from that malady when we're
out on the Circle-dot outfit together. I allow his grub is too heatin',"
drawled the cowpuncher with a faint smile.
Meanwhile, sundry black bottles had made their appearance and
been passed round. Voices began to be raised, Hollins, the
irrepressible cockney, especially being full of talk.
"Well, byes, stryke me, but we're h'all in the syme boat. This mykes
the tenth bloody time h'I've been shanghaied, but—oh lor! Black
Dyvis! My crymes, byes, wait till you see'd 'im use a belayin'-pin;
h'I've sailed with 'im afore, an' h'I knows——"
"The divil, but if it's a bastin' the rascal wants, I'll be after tryin' to
oblige him ivery time," cried a wild-looking Irishman.
"'E'll give you h'all you wants at turn-to time, Pat, I tells ye stroight."
At this moment a slight diversion was caused by Jack Derringer
unearthing the occupant of the bunk below his own, so that the
cowpuncher could have it.
"Now den, what de hell——" began a big German as he found
himself seized by the scruff of his neck and yanked out on to the
deck.
"You scout round for another berth, Dutchy; this man here"—pointing
to Broncho—"is going to have that bunk," said the rolling-stone
coolly, as he seated himself on his big chest and began to fill a well-
smoked briar.
"You tink you am cock o' dis foc's'le. Wait, mine fine fellah, you see
different bresently," growled the Dutchman, picking himself up slowly.
But he took care to keep his distance from the muscular Britisher,
and retired to the other end of the foc's'le, frowning ferociously as a
general laugh arose at his discomfiture.
Suddenly the deck seemed to lift slowly; then there was a sidelong
lurch and a rattle of falling tin-ware, as plates and pannikins slid off
chests and fell to leeward.
A slight swell was beginning to make itself felt as the Higgins neared
the entrance of the Golden Gate.
"The divil take you, ye rowlin' hooker," yelled Pat, as he dived after
his pannikin.
"Motion affect you, Broncho?" asked Jack.
"My innards ain't presumin' none so far," replied the shanghaied
cattleman calmly. "Barrin' it's some like the heavin' of an earthquake I
once was in down San Laredo way, I ain't takin' no account of it"; and
he took out a corncob pipe, cut a plug, and was soon puffing away
quite at his ease.
"That's bueno," went on Jack approvingly. "When we turn to you'll
have to go aloft; it's a bit of a hard graft the first time, but it'll soon
come as easy to you as branding calves."
"If you-alls has to go up them rope-ladders, it's a cinch[2] that this
here shorthorn'll be in on the deal, an' I'm willing to bet a stack o'
blues I ain't none behind before the draw, neither. I ain't gettin'
tangled up in my rope none as to this here climbin' game. I surmise it
ain't none plumb easy, but if my old wall-eyed pinto can't pitch me
into the heavenly vaults, it's a hoss on me if this here ship can."
"I expect there'll be the usual trouble when we turn to," continued the
Britisher. "Mind your luff, old son, and don't hit back, or they'll lay you
out."
"Do you-alls assert as how I'm to let that big hoss-thief come man-
handlin' me without puttin' up some kind o' bluff."
"That's about the size of it; you'll only get the worst of it if you do.
Take my word for it. Watch my play and whirl a mighty small loop."
At this moment the bosun's deep voice was heard outside:
"Turn-to, men, an' get them moorin' wires rolled up and the big lines
below."
Slowly they began to shuffle out of the foc's'le.
"Snakes!" roared the black-browed mate, coming forward in three
springs; "is this a funeral procession, or what?"
Armed with a belaying-pin, he sprang to the door of the foc's'le and
showered down blows upon the head and shoulders of each man in
turn.
"Jump, you packet-rats, jump!" he bellowed.
"Is it jump ye want?" cried Pat, and came out flying with one mighty
leap.
Down went the pair of them, and this was the signal for the fight to
begin.
As Pat and Black Davis struggled in furious embrace on the deck, a
big red-headed English man came charging to Pat's assistance.
"H'it's slaughter from the word go!" screeched the cockney, and with
the fiery tanglefoot tingling through his veins he dashed madly upon
the second mate, a short but tough-built block of a man called
Barker.
The scene now grew wild and furious, and as Broncho remarked
afterwards:
"It shore were a jimdandy fight!"
The mates were buckos with a reputation to keep up, and whilst
many of the crew were rendered half mad by the bad liquor which
had been passed round at breakfast, several of them—such as Pat,
Red Bill, who had gone to his assistance, Hank, an American, and
one or two others—had their names to uphold as bad men.
Curses, yells, groans, and the thud of falling men resounded over
the ship.
The fierce brutal mates, like wolves amongst a herd of swine, gloried
in this exhibition of their strength, their animal natures revelled in the
cruelty, and the lust of spilt blood was upon them.
With ponderous fists and scrunching belaying-pins they smote the
hapless ones, who, weak from their shore debauch, with splitting
heads and unsteady feet, yet with the courage of rage and bad
liquor, offered a desperate resistance.
It was a struggle of savages. Old Adam, with his coat of civilisation
torn off, let his primitive passions have free sway.
It was the barbaric test of survival by bodily strength. The whole
question turned upon whether the mates were strong enough to rule
their crew, and glorying in their strength, they stepped into the
realms of brutality to prove their fitness and superiority over the men.
The greater the resistance the more they were pleased; they took a
keen delight in exhibiting their methods of Yankee discipline. These
violent methods they had reduced to such a deep science that they
could fell a man with a belaying-pin in such a way as to cause no
permanent injury.
Black Davis jumped with his heavy sea-boots full upon the ribs of the
gross German, who lay gasping in the scuppers, and, strange to say,
the result was nothing worse than a bad bruise.
But the sea is a hard master, and its followers must needs be tough
to a degree to survive. Life on a wind-jammer soon weeds out the
weaklings, who leave the lists worn out, broken, and spent.
Jack and Broncho tried their best to avoid being drawn into the
vortex of the battle, but were suddenly confronted by the bosun as
they prowled cautiously round the midshiphouse.
"What the devil are you two doing? Skulking, hey? Jump forrard an'
help overhaul that port chain."
So back they had to go into the midst of the fray, where the two
mates, surrounded by a yelling crowd, were fairly making things
hum.
"Reg'lar New Orleans style o' towin' out!" gasped the cockney to
Jack, as he skipped round the fore-hatch windlass to avoid the boot
of Black Davis, whose eyes gleamed like those of a wild beast
through blood and matted hair.
"Ho! ye murtherin' baste, ye, I have ye now," cried Pat with a wild
Irish yell, and he sprang full on the mate from the top of the house,
whence he had climbed by the iron ladder.
Down went the pair of them for the second time, and when the mate
gained his feet one eye was closed, whilst Pat was spitting blood
and teeth out of his capacious mouth.
As Jack bent down to lay hold of the chain, Barker, the second mate,
sprang upon him, screeching venomously.
"I'll teach yew, me loafin' beachcomber; yew don't come it over Jim
Barker none so easy, me pretty chanty-man."
The Britisher gave a peculiar smile—the little bruiser had grievously
misrated his man.
Jack's easy smile drove him to a frenzy. His burly fist shot out
straight from the shoulder, a knock-out blow aimed at the point of the
rover's chin.
Jack grinned broadly as he jerked his head to one side. Then, as the
second mate's arm shot over his shoulder into space, he seized it by
the wrist with one hand. There was a quick half-twist, a slight pull,
and the amazed bucko found himself lying on his back, trying to
realise that brute force was of little use against the science of a
Japanese wrestler.
But it was the only point scored against the mates in the contest.
Jack turned calmly back to his work under the superintendence of
the bosun, and Barker, scrambling to his feet, wisely decided to
leave the "durned Britisher" alone, turning to wreak vengeance
instead upon an undersized dago.
Presently a tall lean man was seen approaching from aft. He had the
long hooked beak of a hawk, thin firmly shut lips, and a goatee chin-
tuft, whilst from under shaggy grey eyebrows his steely blue eyes
gleamed forth with a very sinister glitter.
It was Captain Bob Riley, the "old man," one of the most notorious of
down-east skippers, a hard nut in sea parlance, but, like all down-
east deep-water men, a fine seaman.
He arrived just in time to hold off a dago, who, with uplifted knife and
a wild cry of "Me keela you, me keela you!" was springing upon the
second mate.
The latter had not noticed the dago's approach, being busily
engaged in punching a Chilean, whose "carrajos" were getting
fainter and fainter.
The old man's nickle-plated revolver had the effect of cooling matters
down.
The mates had had a good enough fight even for their appetites.
Red Bill had a broken arm. Bedrock Ben, who had been to sea
before and was a regular hard case, lay senseless in the scuppers,
from the effects partly of belaying-pins and partly of poisonous liquor.
The faces of Pat and the cockney were hardly recognisable, and
even Broncho was hugging a damaged wrist, though, as he
explained:
"I shore never goes nearer than the outskirts of the fight."
The ship had now passed through the Golden Gate, and the deep
blue of the Pacific lay before her, stretching away to the indigo of the
horizon, behind which lay the languid islands of the South Seas.
The glorious azure of the Californian sky was covered with fleecy
white clouds, and a freshening breeze from the norrard was rippling
the water into flashes of snowy foam, upon which the sun's rays
sparkled and glittered.
Ahead the tugboat puffed away serenely, whilst the tow-rope,
stretching between the two vessels, glistened with dropping beads of
crystal as it alternately sagged and dipped into the blue, then rose
again dripping and tautened.
Away to windward a beautiful little schooner bobbed gracefully to the
swell under fore-staysail and mainsail, as it waited ready to take the
pilot aboard.
And now the stentorian voice of the huge bosun rang through the
ship:
"All hands make sail!"
Mechanically the men climbed up the ratlines and wearily crept out
on to the yards to cast loose the gaskets and overhaul the gear.
As soon as the topsails had been loosed, the capstans on the
maindeck were manned, and the ship resounded with the tramp of
the men at the bars.
The cowboy followed Jack Derringer aloft on the fore to loose the
sails from the skysail down.
The cowpuncher, cool and collected, managed very well for his first
trip aloft, and found no difficulty in following out Jack's instructions;
but up on the main two new hands who had never been to sea
before got into hopeless trouble.
One of them, but a youngster, who had given his name as Jimmy
Green, seemed to have had what little sense he once possessed
entirely knocked out of him by the rough treatment on deck, and
could hardly hang on, so scared and nerveless was he; whilst the
other, a much-befreckled man, whom the cattle-ranger had at once
nicknamed Pinto, still suffered so much from the effects of the black
bottle that giddiness almost sent him headlong to the deck.
In misery of mind the two poor wretches clambered out on to the
footropes of the upper-topsail yard and clutched the jackstay with
trembling fingers, and the stalwart presence of the British bosun was
required before they could be induced to move.
"Let go thet clew-stopper, yew chunk-headed hayseed," roared the
battered second mate to another poor imbecile up the mizzen. "Are
yew sayin' y'r prayers, or d'ye think that t'gallant yard's your
sweetheart?"
Slowly the great topsails rose and the gleaming cotton bellied out to
the breeze.
And now the tug cast off, and, with a long toot of farewell, headed
back for Frisco, whilst a small boat from the dainty schooner
removed the pilot.
By noon all sail had been set, and the men were mustered aft for
watch-picking. A sorry crew they looked after the battle towing out.
First of all their dunnage was overhauled by the mates for revolvers
and knuckle-dusters. Broncho's weapon, however, they failed to
discover, as his knowing friend, the rolling-stone, had carefully
hidden it.
Whilst the watch-picking went on, the old man paced silently to
windward on the poop, and the steward took the wheel.
The two mates stood scowling over the poop-rail at the mob of well-
battered and singularly tattered men, who clustered in a sullen, silent
group on the maindeck.
The mate, taking the first pick, slowly threw his eyes over the crowd
in hesitation.
Then he called out Hank, a long, tough Yankee already mentioned,
who lurched leisurely to the port side.
A whirling belaying-pin interrupted his meditations, and Black Davis
roared like an angry lion.
"Snakes alive, d'yew think we're goin' ter idle 'round all day while y're
takin' a pasear? Skip, ye great, long, whisky-soakin' swab."
Hank did skip with remarkable agility as the pin whistled past him.
Then came the second mate's turn.
"Hyeh, yew, what's your ugly name?" he cried, pointing to Jack.
"Derringer, sir," answered the rolling-stone.
"Git over to starboard, Mister Derringer, sir!" he growled, and there
was vitriol in his voice.
He had not forgotten that throw of Jack's whilst towing out, and there
was murder in his heart as he glared at the Britisher.
Muller, the big German, was the mate's next choice, whilst Pat was
taken by Barker.
Thus the watch-picking proceeded, but not without one or two further
enlivening incidents.
Pinto reaped a black eye for not saying "Sir" when answering the
mate, and Sam, a big buck nigger, was rolled in the scuppers for
spitting on the deck.
To his great satisfaction the cowpuncher found himself in the same
watch as Jack Derringer, in which were also Pat, Hollins, the
cockney, Curly, the singer of the chanty "Away, Rio," who was a
runaway English apprentice, Bedrock Ben, and the disabled Red Bill,
the watch being completed by a man who called himself Studpoker
Bob.
This last was one of those characters peculiar to Western America,
who gain a living by dealing faro and studhorse poker in mining
camp saloons. He had, of course, been shanghaied, and being a
fatalist, like all gamblers, accepted his unpleasant position with
apparent resignation. He was a long, scraggy individual with a thin,
cadaverous face, shifty yellow eyes, and a huge jutting moustache.
In the port watch were Hank, Muller, Pedro, the Chilian dago, and his
side-partner, Angelino, a Portuguee, Pinto, the freckled hobo, Jimmy
Green, Sam, and the wretched ship's-boy, who answered simply to
the appellation of "the kid."
Of the idlers, the bosun has already received attention. Chips was a
quiet, harmless Norwegian named Hansen. There was no sailmaker;
the steward was a nonentity and a tool of the old man's; whilst Lung,
the cook, was one of those unfathomable Chinamen.
The starboard watch were now sent below until 4 p.m., and were
speedily at work bandaging their many wounds, and putting their
side of the foc's'le shipshape.
Red Bill went aft, and Captain Riley, an adept in such matters from
much practice, skilfully set his broken arm.
Curly, being the youngest man in the watch, was appointed to the
post of "peggy," and went off to the galley to fetch the dinner forward.
It was not very appetising, but, such as it was, was consumed
eagerly, for the events of the morning had produced a hunger which
did not blink at bad food.
Bedrock Ben, who looked a weird object with a great red
handkerchief tied over his head and under his chin, started the
conversation rolling with the remark:
"This is shore a red-hot ship, pards!"
"I'm surmisin' it were a some violent outfit myself," said Broncho
reflectively.
"Bedad, an' ye're right, mate; this ould baste of a Higgins is after
being called the hottest craft under the flag," put in Pat, with a shake
of his fist towards Black Davis, who could be seen through the open
door busily at work on the greenhorns. "But I'll be aven with ye yet,
Mister Black Davis, be sure I will," he hissed.
Pat was feeling dangerously vindictive, for, with half his teeth
loosened, his meal had been a source of pain.
"I don't know that she's worse than the Frank N. Thayler," remarked
Jack.
"Well, I should smile! My crikey! W'y, the Thayler's a byby to this
bloomin' 'ooker," grunted the cockney.
"Ever sailed in her?" asked Jack.
"No, thank Gaud!"
"Well, I saw her in Manila. Her decks were one mass of bloodstains;
you couldn't get them out, either—holystoning only showed them up
brighter. Her old man shot six men off the main-topsail yard. Some of
her crew laid for him one day, and cut him open; but he recovered.
That's what I call a hot ship."[3]
"I callate she's got to be some swift to rake in the pool against this
craft, bloodstains or no bloodstains," drawled the gambler.
At this moment the sharp report of a Winchester rifle echoed through
the ship.
Half the watch sprang to their feet with various exclamations.
"Gun-play, by all that's holy!" ejaculated Bedrock Ben.
"Some locoed critter goin' against rope," hazarded Broncho coolly,
as they crowded to the door.
But the cockney did not stir from his bunk.
"Old man a-shootin' o' gulls, I h'expec'," he remarked; "'e's blawsted
fond o' killin' them pore 'armless birds, the slaughterin' swyne."
Again a report came, and a gull wheeling astern fell dead in the
frothy wake.
"He's shore a crackerjack with his weepon," commented Broncho
admiringly.
The old man, who was a magnificent shot, soon scared away the
following gulls, but not before he had accounted for three of them.
Well knowing what an impression his fine shooting would make upon
his crew, it had become a regular policy with him on starting a
passage to exhibit his marksmanship.
FOOTNOTES:
[1] "Old woman," a cattle-ranging term for the cook.
[2] Cinch. The cinch corresponds in an American saddle to the
English girth. To cinch a girth up is to draw it tight by means of
several turns of strap or rope between the ring of the girth and a
ring on the saddle, and from this the word has come to being
used in a variety of ways; for instance, Cinch on to that—catch on
to that; It's a cinch that—it's a certainty that; What a cinch!—what
a good thing! what an easy thing!
[3] True.
CHAPTER III
"THE USE OF A SHEATH-KNIFE"
Contrary to the astronomical prophet's forecast, the Higgins
was lucky in carrying the northerly breeze until she picked up the
"trades," and the third day out all hands were turned to shifting sail.
By this time Broncho was beginning to feel his feet. He was fortunate
in having such a useful friend as Jack Derringer, who showed him
the right way to set about his work and saved him from many a
trouble.
It is to be doubted if Broncho's untamed cowboy spirit would have
put up with Barker's bullying and insulting tongue if it had not been
for Jack's strong influence and keen common-sense way of viewing
and explaining everything.
The rolling-stone, except for strange spells of melancholy, when he
seemed to be lost in gloomy thoughts and was hard to get a word
out of, had a way of looking at everything from a comic point of view,
and his infectious smile and cool comments time and again turned
Broncho's smouldering wrath into mirth.
The cowboy prided himself on his philosophical way of taking fate.
His strong points were his virile manhood, his fortitude against
misfortune, and his daredevil bravery, and in these traits he found an
equal, if not a superior, in the cool, self-possessed Britisher.
Only once was the cowpuncher ever heard to discuss his friend, and
that was in one of his queer outbursts of thought.
"This world is shore like a poker game. Some parties is mean an' no
account, like an ace high or pair of deuces; some's middlin', an' has
their good an' bad p'ints, like a pair o' bullets or two low pair in a
Jack-pot; some gents outhold the rest as a general play, like three of
a kind; but is likewise downed themselves by sech superior persons
who, like flushes an' full houses, is bang full o' sand, sense, an'
'nitiative; but thar's only one sport I ever rounds up against who's got
all the vartues of a four of a kind, an' that man's Derringer Jack—he's
shore four aces an' the joker."
Shifting sail started off smoothly enough, chiefly owing to the bosun,
who knew how to get work out of men without using a belaying-pin.
An old Blackwall rigger, he was the very beau ideal of what a bosun
ought to be, and the sight of his spars and rigging was as good for
the old man's liver as a ten-knot breeze astern.
One day the man at the wheel overheard Captain Bob commenting
aloud to himself after a keen look round his ship.
"Me mates be all right as long as it's thumpin' men an' ship-cleaning
as is the ticket; but when it comes to marlin-spike an' riggers work,
that 'ere durned lime-juicer kin give 'em cards an' spades."
The bosun, however, was far from being popular with the bucko
mates, as his methods of enforcing discipline were much too tame to
gain their approval.
"Them doggoned lemon-pelters never could handle men; they
coddles em an' spiles 'em. Human nature requires whippin', an' if
them skulkin' 'possums don't get a sort o' warnin' pretty frequent,
they're liable to get thinkin' they've got the bulge on us," remarked
Black Davis to Barker one morning in disgust, as he watched the
bosun, Jack, and Paddy chatting amiably together whilst they were
at work patching a fair-weather topsail on the maindeck.
These two bullies spent their time looking for trouble. Their one
delight seemed to be to haze the men and knock them about; they
had already beaten every bit of spirit out of those two poor
greenhorns, Pinto and Jimmy Green, whilst Sam, the great buck
nigger, who topped Black Davis by at least half a foot, and Barker by
more, fairly rolled his eyes in terror when either one of these
worthies approached or spoke to him; they knocked the cowards
about unmercifully, and even such gluttons for a fight as Pat and the
cockney got their fair share of hard usage.
But neither Jack Derringer nor the cowboy had been touched since
the towing out.
It was a mystery to all hands why Jack escaped so easily. It was not
by reason of his muscle, which was not so apparent on the surface
as that of the big nigger. It was not because they liked him, for any
one could see with half an eye that the pair fairly detested him, and
yet their mysterious fear of the rolling-stone seemed greater than
their hate. It was not a ferocity of manner or a desperado air that
caused this fear, for although Jack had a quiet way of taking the lead
and ordering others about which had already made him cock of the
foc's'le, his rule forward was far from being that of a despot; it was
rather that of an easy-going, level-headed man, gentle but firm.
Being also the only educated man forward except the young English
apprentice, his advice and counsel were in constant demand.
Even he, however, could not understand his freedom from ill-
treatment. Several times he complained in the foc's'le with a queer
grin that he was not getting his fair share of belaying-pin soup. It
actually seemed to annoy him, and he began to air his wit on the
buckos in such an insolent, daring fashion that the men, hearing him,
shook in their shoes at his temerity.
There was no mystery forward, however, about Broncho's escape
from brutality.
It was known aft, of course, that he was a cowboy from the south-
west, and Jack, with infinite cunning, had made Broncho out to the
bosun a terrible desperado:
"One of the most noted 'bad men' of the West," he declared. "Known
and feared from Arizona to the Kootenay, from Texas to the Pacific
slope, with more notches on his six-shooter than years to his life."
This precious character, together with several blood-curdling
episodes of his career, invented on the spur of the moment by the
rover's fertile brain, was in due course passed on to the after gang,
with the result that Broncho was treated with a strange deference by
the buckos, much to the amusement of the hands forward who were
in the know.
Barker took care that all the easiest work came the desperado's way,
and often he would favour him in small ways, and even yarn with
him, when the old man was below, in the hopes of hearing from his
own lips one of his many deeds of blood. But all the time the bucko
was nervous and ill at ease; his own gory record seemed mean and
petty compared to the cowboy's wholesale butcheries. One night he
buttonholed the cowpuncher whilst he was coiling up gear on the
poop, and asked him to spin the yarn of how he killed the seven
greasers at Tombstone, and Broncho had a chance of giving free
rein to his inventive powers.
The nickname also of Bucking Broncho, which had long replaced the
cowboy's real name, helped to promote the deception, which
occasioned much unholy joy in the starboard foc's'le.
Thus it was that the buckos treated Broncho with almost servility,
though they daily did their best to arouse every passion of hate,
revenge, and murder in the rest of the ship's company.
But the sand in the time-glass of fate was nearly run out for one of
them.
Whilst the bosun and some hands were busy bending the fore-
topsails, the second mate went aloft on the main with Jack, Broncho,
Ben Sluice, Pedro, and Sam.
They had just hoisted up the main upper-topsail ready for bending.
Barker took his post at the bunt, Jack going out to the weather
earing, with Broncho next to him, and Pedro inside next to Barker;
whilst Ben and Sam went out on to the lee yardarm, where they were
in a short time joined by Curly, who had been waiting below to let go
the spilling-lines.
The head of the sail was spread out along the yard, the earings
passed, and they were all busy making it fast to the jackstay.
Suddenly Barker, who had been watching for an opportunity to raise
trouble, noticed that Pedro had skipped a roving.
"Yew mongrel skunk——" he began, raising his fist to strike the
dago; but the sentence was never finished and the blow never fell,

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Leadership: Research Findings,

Practice, and Skills, 10e 10th Edition

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Chapter 2 Traits, Motives, and Characteristics of Leaders 25

Chapter 3 Charismatic and Transformational Leadership 56

Chapter 4 Leadership Behaviors, Attitudes, and Styles 85

Chapter 5 Contingency and Situational Leadership 116

Chapter 6 Leadership Ethics and Social Responsibility 141

Chapter 7 Power, Politics, and Leadership 169

Chapter 8 Influence Tactics of Leaders 201

Chapter 9 Developing Teamwork 225

Chapter 10 Motivation and Coaching Skills 249

Chapter 11 Creativity, Innovation, and Leadership 278

Chapter 12 Communication and Conflict Resolution Skills 307

Chapter 13 Strategic Leadership and Knowledge Management 339

Chapter 14 International and Culturally Diverse Aspects of Leadership 364

Chapter 15 Leadership Development and Succession 393

Summary ∙ Key Terms ∙ Guidelines for Action

The Impact of Leadership on Organizational Chapter 2 Traits, Motives, and Characteristics

Leader in Action: Beth Galetti, Senior Vice President of Transformational Leadership 69

Leadership 56 Leadership Skill-Building Exercise 3-5: Developing an

Overcoming Traditional Thinking as a Creativity

Group Messaging Apps as Leadership The Development of Business Strategy 341

Chapter 14 International and Culturally

Leadership Skill-Building Exercise 14-1: Pinpointing a

Features of the Book personal attributes associated with effective leaders,

Framework of the Text

Chapter 10 new offerings include an expanded Instructor Resources

The Nature and

The Meaning of Leadership A Framework for Understanding Leadership

The description of Rosalind Brewer touches on many

Closely knit teams of highly

Figure 1-1 Substitutes for Leadership.

Leadership Self-Assessment Quiz 1-1

Readiness for the Leadership Role

9. Entrepreneur. Although not self-employed, provides an opportunity to apply role analysis to

"I saw the charming maids so gay,

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