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the Leadership experience.
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Richard L. Daft
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The Leadership
Experience
SEVENTH EDITION
RICHARD L. DAFT
Owen Graduate School of Management
Vanderbilt University
With the assistance of

Patricia G. Lane
Australia • Brazil • Mexico • Singapore • United Kingdom • United States
Copyright 2018 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202
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Printed in Canada
Print Number: 01 Print Year: 2016
To the spiritual leaders who shaped my growth
and development as a leader and as a human being.
BRIEF CONTENTS
PART 1: INTRODUCTION TO LEADERSHIP 1

1. What Does It Mean to Be a Leader? 2
PART 2: RESEARCH PERSPECTIVES ON LEADERSHIP 33

2. Traits, Behaviors, and Relationships 34
3. Contingency Approaches to Leadership 64
PART 3: THE PERSONAL SIDE OF LEADERSHIP 97

4. The Leader as an Individual 98
5. Leadership Mind and Emotion 134
6. Courage and Moral Leadership 166
7. Followership 196
PART 4: THE LEADER AS A RELATIONSHIP BUILDER 225

8. Motivation and Empowerment 226
9. Leadership Communication 260
10. Leading Teams 292
11. Developing Leadership Diversity 326
12. Leadership Power and Influence 360
PART 5: THE LEADER AS SOCIAL ARCHITECT 393

13. Creating Vision and Strategic Direction 394
14. Shaping Culture and Values 428
15. Leading Change 462
Name Index 494

Index of Organizations 498
Subject Index 502
iv
CONTENTS
PART 1: INTRODUCTION TO LEADERSHIP 1

Chapter 1: What Does It Mean to Be a Leader? 2 Leader’s Self-Insight 1.2 17
1.1 Why We Need Leadership 4 1.4 Evolving Theories of Leadership 17
1.1a Defining Leadership 5 1.4a Historical Overview of Major Approaches 18
1.1b Everyday Leadership 6 1.4b A Model of Leadership Evolution 19
Leader’s Bookshelf 7 1.5 Leadership Can Be Learned 21
1.2 The New Reality for Leaders 8 1.5a Leader Fatal Flaws 21
1.2a From Stabilizer to Change Manager 9 Leader’s Self-Insight 1.3 22
1.2b From Controller to Facilitator 9 1.5b Leader Good Behaviors 23
1.2c From Competitor to Collaborator 10 In the Lead 23
Leader’s Self-Insight 1.1 11 1.6 Mastering the Art and Science of Leadership 24
1.2d From Diversity Avoider to Diversity 1.7 Organization of This Book 24
Promoter 11
Leadership Essentials 26
Consider This! 12
Discussion Questions 27
1.2e From Hero to Humble 12
Leadership at Work 27
In the Lead 13
Leadership Right–Wrong 27
1.3 How Leadership Differs from Management 14
1.3a Providing Direction 14 Leadership Development: Cases for analysis 29
1.3b Aligning Followers 15 Sales Engineering Division 29
1.3c Building Relationships 16 The Marshall Plan 29
1.3d Developing Personal Leadership Qualities 16 References 30
1.3e Creating Outcomes 16
PART 2: RESEARCH PERSPECTIVES ON LEADERSHIP 33

Chapter 2: Traits, Behaviors, and Relationships 34 2.1c Drive 40
2.1 The Trait Approach 36 In the Lead 40
2.1a Optimism and Self-Confidence 37 2.2 Know Your Strengths 41
Leader’s Bookshelf 38 2.2a What Are Strengths? 41
2.1b Honesty and Integrity 38 2.2b Matching Strengths with Roles 42
Leader’s Self-Insight 2.1 40 2.3 Behavior Approaches 43
v
vi CONTENTS
2.3a Autocratic versus Democratic Behaviors 43 3.2b Follower Readiness 71

Consider This! 44 In the Lead 72
In the Lead 45 Leader’s Self-Insight 3.2 73
2.3b Ohio State Studies 46 3.3 Fiedler’s Contingency Model 73
Leader’s Self-Insight 2.2 47 3.3a Leadership Style 73
In the Lead 47 3.3b Situation 74
2.3c University of Michigan Studies 48 3.3c Contingency Theory 75
2.3d The Leadership Grid 49 In the Lead 75
In the Lead 50 3.4 Path–Goal Theory 77
2.3e Theories of a ‘‘High-High’’ Leader 50 3.4a Leader Behavior 77
2.4 Individualized Leadership 52 In the Lead 79
2.4a Vertical Dyad Linkage Model 53 3.4b Situational Contingencies 79
2.4b Leader–Member Exchange 54 Consider This! 80
2.4c Partnership Building 54 3.4c Use of Rewards 80
Leader’s Self-Insight 2.3 55 3.5 The Vroom–Jago Contingency Model 81
2.5 Entrepreneurial Traits and Behaviors 55 3.5a Leader Participation Styles 82
Leadership Essentials 56 3.5b Diagnostic Questions 83
Discussion Questions 57 3.5c Selecting a Decision Style 83
Leadership at Work 58 In the Lead 87

Your Ideal Leader Traits 58 3.6 Substitutes for Leadership 88
Leadership Development: Cases for Analysis 58 In the Lead 89

Consolidated Products 58 Leader’s Self-Insight 3.3 90
Transition to Leadership 60 Leadership Essentials 91
References 61 Discussion Questions 92

Chapter 3: Contingency Approaches to Leadership 64 Task versus Relationship Role Play 92
3.1 The Contingency Approach 66
Leadership Development: Cases for Analysis 93
Leader’s Bookshelf 67
Alvis Corporation 93
Leader’s Self-Insight 3.1 69
An Impossible Dream? 94
3.2 Hersey and Blanchard’s Situational Theory 69
References 95
3.2a Leader Style 70
PART 3: THE PERSONAL SIDE OF LEADERSHIP 97

Chapter 4: The Leader as an Individual 98 4.2b Personality Traits and Leader Behavior 106
4.1 The Secret Ingredient for Leadership Success 100 In the Lead 107
4.1a The Importance of Self-Awareness 100 Leader’s Self-Insight 4.2 108
4.1b Leader Blind Spots 101 4.3 Values and Attitudes 109
4.2 Personality and Leadership 102 4.3a Instrumental and End Values 109
4.2a A Model of Personality 102 In the Lead 111
Leader’s Self-Insight 4.1 103 4.3b How Attitudes Affect Leadership 112
CONTENTS vii
Consider This! 112 5.5 Leading with Love versus Leading with Fear 153
4.4 Social Perception and Attributions 114 Leader’s Self-Insight 5.3 154
4.4a Perceptual Distortions 114 5.5a Fear in Organizations 155
4.4b Attributions 115 In the Lead 155
In the Lead 116 5.5b Bringing Love to Work 156
4.5 Cognitive Differences 116 Consider This! 157
4.5a Patterns of Thinking and Brain 5.5c Why Followers Respond to Love 158
Dominance 117 Leadership Essentials 158
Leader’s Self-Insight 4.4 118 Discussion Questions 159
In the Lead 119 Leadership at Work 160
4.5b Problem-Solving Styles: Jungian Types 120
Mentors 160
4.6 Working with Different Personality Types 122
The New Boss 160
The USS Florida 162
References 163
Past and Future 127 Chapter 6: Courage and Moral Leadership 166
Leadership Development: Cases for Analysis 128 6.1 Moral Leadership Today 168
A Nice Manager 128 6.1a The Ethical Climate in Business 168
Environmental Designs International 130 Leader’s Bookshelf 169
References 131 6.1b Leaders Set the Ethical Tone 169
In the Lead 170
Chapter 5: Leadership Mind and Emotion 134 Leader’s Self-Insight 6.1 172
5.1 Leading with Head and Heart 136 6.2 Acting Like a Moral Leader 173
5.2 Mental Models 136 6.3 Becoming a Moral Leader 174
5.2a Assumptions 138
6.4 Servant Leadership 176
5.2b Changing or Expanding Mental Models 138
6.4a Authoritarian Management 176
In the Lead 139 6.4b Participative Management 177
5.3 Developing a Leader’s Mind 140 6.4c Stewardship 177
5.3a Independent Thinking 140 6.4d The Servant Leader 178
Leader’s Bookshelf 141 In the Lead 179
5.3b Open-Mindedness 142 Leader’s Self-Insight 6.2 180
Leader’s Self-Insight 5.1 143 6.5 Leading with Courage 180
5.3c Systems Thinking 144 6.5a What Is Courage? 181
5.3d Personal Mastery 145
Consider This! 181
5.4 Emotional Intelligence 146
In the Lead 182
5.4a What Are Emotions? 146
5.4b Why Are Emotions Important? 147
6.5b How Does Courage Apply to Moral
5.4c The Components of Emotional
Leadership? 184
Intelligence 149
6.5c Finding Personal Courage 185
In the Lead 152
In the Lead 186
viii CONTENTS
Discussion Questions 188 Leader’s Bookshelf 209

Leadership at Work 189 In the Lead 209
Scary Person 189 7.5 The Power and Courage to Manage Up 210
Leadership Development: Cases for Analysis 189 7.5a Sources of Power for Managing Up 210
‘‘What Should I Say?’’ 189 7.5b Necessary Courage to Manage Up 211
The Boy, the Girl, the Ferryboat Captain, and the Hermits 191 In the Lead 213
References 192 7.6 What Followers Want from Leaders 213
7.6a Clarity of Direction 214
Chapter 7: Followership 196 7.6b Opportunities for Growth 214
7.1 The Art of Followership 198 7.6c Frequent, Specific, and Immediate
Feedback 216
7.1a Learn to Manage Up as Well as Down 199
7.1b Managing Up Presents Unique Challenges 199 Leader’s Self-Insight 7.3 217
7.6d Protection from Organizational
In the Lead 199
Intrusions 217
7.2 What Your Leader Wants from You 200
7.3 Styles of Followership 201
In the Lead 204
Follower Role Play 219
Consider This! 205
7.4 Strategies for Managing Up 205
Waiting for Clearance 220
7.4a Understand the Leader 205
Jake’s Pet Land 221
7.4b Tactics for Managing Up 206
References 222
PART 4: THE LEADER AS A RELATIONSHIP BUILDER 225

Chapter 8: Motivation and Empowerment 226 8.4a The Psychological Model of
Empowerment 244
8.1 Leadership and Motivation 228
8.4b Job Design for Empowerment 244
8.1a Intrinsic and Extrinsic Rewards 229
8.4c Empowerment Applications 246
8.1b Positive and Negative Motives 230
In the Lead 246
8.2 Needs-Based Theories of Motivation 232
8.2a Hierarchy of Needs Theory 233 8.5 Giving Meaning to Work through
Engagement 248
8.2b Two-Factor Theory 234
In the Lead 249
In the Lead 235
8.2c Acquired Needs Theory 236 8.6 New Ideas for Motivation 250
8.6a The Making Progress Principle 250
8.6b Building a Thriving Workforce 250
8.3 Other Motivation Theories 237
Consider This! 238
8.3a Reinforcement Perspective on Motivation 238
8.3b Expectancy Theory 240 Leadership at Work 252
8.3c Equity Theory 241 Should, Need, Like, Love 252
Leader’s Self-Insight 8.2 242 Leadership Development: Cases for Analysis 254
8.4 Empowering People to Meet Higher Needs 243 Commissions for Charlotte 254
CONTENTS ix
Sun Spots 255 Chapter 10: Leading Teams 292

References 256 10.1 The Value of Teams 294
10.1a What Is a Team? 294
Chapter 9: Leadership Communication 260
Consider This! 295
9.1 How Leaders Communicate 262 10.1b Types of Teams 295
9.1a Management Communication 263
In the Lead 297
10.2 The Dilemma for Team Members 298
9.1b The Leader as Communication
Champion 264 Leader’s Self-Insight 10.1 299
Consider This! 265 10.3 Leading a Team to High Performance 300
9.2 Leading Strategic Conversations 266 Leader’s Bookshelf 301
In the Lead 266 10.4 Team Processes 301
9.2a Creating an Open Communication 10.4a How Teams Develop 302
Climate 267 10.4b Team Cohesiveness 303
9.2b Asking Questions 267 In the Lead 304
9.2c Listening 268 10.4c Team Norms 305
Leader’s Self-Insight 9.2 270 10.5 What Team Members Must Contribute 306
9.2d Dialogue 270 10.5a Essential Team Competencies 306
9.2e Communicating with Candor 272 Leader’s Self-Insight 10.2 307
Leader’s Self-Insight 9.3 273 10.5b Team Member Roles 307
In the Lead 273 10.6 Leading a Virtual Team 308
9.2f The Power of Stories 274 In the Lead 309
Leader’s Bookshelf 275 10.6a Uses of Virtual Teams 309
9.3 Communicating to Persuade and Influence 275 10.6b Challenges of Virtual Teams 310
9.4 Selecting the Correct Communication 10.7 Handling Team Conflict 311
Channel 276 10.7a Types of Conflict 312
9.4a The Continuum of Channel Richness 277 10.7b Balancing Conflict and Cooperation 312
In the Lead 278 10.7c Causes of Conflict 313
9.4b Effectively Using Electronic Communication 10.7d Styles to Handle Conflict 313
Channels 279 Leader’s Self-Insight 10.3 315
9.5 Nonverbal Communication 281 10.7e Negotiation 316
9.6 Current Communication Challenges 281 Leadership Essentials 317
9.6a Leadership via Social Media 281 Discussion Questions 317
9.6b Being Crisis-Ready 282
In the Lead 283 Team Feedback 318
Decision Time 319
Devereaux-Dering Group 320
Listen Like a Professional 285
References 322
The Superintendent’s Directive 286 Chapter 11: Developing Leadership Diversity 326
Hunter-Worth 287 11.1 Leading People Who Aren’t Like You 328
References 288 Leader’s Self-Insight 11.1 329
x CONTENTS
11.2 Diversity Today 329 The Trouble with Bangles 355

11.2a Definition of Diversity 329 References 356
11.2b Changing Attitudes toward Diversity 330
In the Lead 331 Chapter 12: Leadership Power and Influence 360
11.2c The Value of Organizational Diversity 331 12.1 Four Kinds of Influential Leadership 362
11.3 Challenges Minorities Face 332 12.1a Transformational Leadership 362
11.3a Prejudice, Stereotypes, and 12.1b Charismatic Leadership 363
Discrimination 332 Leader’s Self-Insight 12.1 364
Leader’s Self-Insight 11.2 333 12.1c Coalitional Leadership 365
11.3b The Glass Ceiling 334 In the Lead 366
Leader’s Bookshelf 336 12.1d Machiavellian-Style Leadership 368
In the Lead 337 Leader’s Bookshelf 369
11.4 Ways Women Lead 337 Leader’s Self-Insight 12.2 370
Consider This! 338 In the Lead 371
11.4a Women as Leaders 339 12.2 Using Hard versus Soft Power 371
11.4b Is Leader Style Gender-Driven? 340 12.2a Specific Types of Power 372
In the Lead 340 In the Lead 374
11.5 Global Diversity 341 12.2b Follower Responses to the Use of
11.5a The Sociocultural Environment 341 Power 375
Leader’s Self-Insight 11.3 342 Consider This! 376
11.5b Social Value Systems 343 12.3 Increasing Power through Political Activity 376
11.5c Developing Cultural Intelligence 344 12.3a Leader Frames of Reference 377
11.5d Leadership Implications 345 12.3b Political Tactics for Asserting Leader
11.6 Becoming an Inclusive Leader 346 Influence 378
11.7 Ways to Encourage the Advancement of Women In the Lead 382

and Minorities 349 12.4 Don’t Take Power Personally 382
11.7a Employee Affinity Groups 349 Leadership Essentials 384
11.7b Minority Sponsorship 350 Discussion Questions 385
Leadership Essentials 351 Leadership at Work 386
Discussion Questions 352 Circle of Influence 386
Leadership at Work 352 Leadership Development: Cases for Analysis 387
Personal Diversity 352 The Suarez Effect 387
Leadership Development: Cases for Analysis 353 Waite Pharmaceuticals 388
True to Myself 353 References 390
PART 5: THE LEADER AS SOCIAL ARCHITECT 393

Chapter 13: Creating Vision and Strategic Direction 394 Consider This! 397
13.1 The Leader’s Job: Looking Forward 396 13.1b Strategic Leadership 398
13.1a Stimulating Vision and Action 396 In the Lead 399
CONTENTS xi
13.2 Leadership Vision 400 14.3d Specialized Language 442

Leader’s Self-Insight 13.1 402 14.3e Selection and Socialization 442
13.2a What Vision Does 402 14.3f Daily Actions 443
Leader’s Self-Insight 13.2 404 14.4 The Competing Values Approach to Shaping
13.2b Common Themes of Vision 404 Culture 443

13.2c Leader Steps to Creating a Vision 406 14.4a Adaptability Culture 446
13.3 Mission 407 In the Lead 446

13.3a What Mission Does 407 14.4b Achievement Culture 446
14.4c Involvement Culture 447
14.4d Consistency Culture 447
13.3b A Framework for Noble Purpose 410
14.5 Ethical Values in Organizations 448
In the Lead 412
In the Lead 448
13.4 The Leader as Strategist-in-Chief 413
13.4a How to Achieve the Vision 413 14.6 Values-Based Leadership 449
13.4b How to Execute 415 14.6a Personal Values 449

14.6b Spiritual Values 450
Future Thinking 420
Walk the Talk 454
The New Museum 422
Culture Clash 456
The Visionary Leader 423
5 Star and Amtech 457
References 425
References 458
Chapter 14: Shaping Culture and Values 428
Chapter 15: Leading Change 462
14.1 Organizational Culture 430
14.1a What Is Culture? 430 15.1 Leadership Means Leading Change 464
15.1a Resistance Is Real 464
15.1b The Leader as Change Agent 465
14.1b Importance of Culture 432
In the Lead 433
In the Lead 466
Consider This! 434
15.2 A Framework for Change 467
14.2 Culture Strength, Responsiveness, and
Performance 435 15.3 Using Appreciative Inquiry 469
14.2a Responsive Cultures 435 15.3a Applying Appreciative Inquiry on a Large
Scale 469
14.2b The High-Performance Culture 437 Leader’s Self-Insight 15.2 470

15.3b Applying Appreciative Inquiry Every
14.3 Cultural Leadership 440 Day 472
14.3a Ceremonies 441
14.3b Stories 441
14.3c Symbols 441 15.4 Leading Creativity for Change 473
xii CONTENTS
15.4a Instilling Creative Values 474 Leadership at Work 487

15.4b Leading Creative People 475 Organizational Change Role Play 487
Leader’s Self-Insight 15.3 477 Leadership Development: Cases for Analysis 488
15.5 Implementing Change 481 ‘‘From This Point On. . .’’ 488
Consider This! 481 Riverside Pediatric Associates 489
15.5a Helping People Change 482 References 491
15.5b The Keys That Help People Change 483
In the Lead 484 Name Index 494
Leadership Essentials 486 Index of Organizations 498

Discussion Questions 486 Subject Index 502
ABOUT THE AUTHOR
Richard L. Daft, Ph.D., is the Brownlee O. Currey, Jr., Professor of Management

and Principal Senior Lecturer in the Owen Graduate School of Management at Van-
derbilt University. Professor Daft specializes in the study of leadership and organiza-
tion theory. Dr. Daft is a Fellow of the Academy of Management and has served on
the editorial boards of Academy of Management Journal, Administrative Science
Quarterly, and Journal of Management Education. He also served as the associate
dean at the Owen School, was the associate editor-in-chief of Organization Science,
and served for three years as associate editor of Administrative Science Quarterly.
Professor Daft has authored or coauthored 14 books. His latest books include
The Executive and the Elephant: A Leader’s Guide to Building Inner Excellence
(Jossey-Bass, 2010) and Building Management Skills: An Action First Approach
(with Dorothy Marcic, Cengage/Southwest, 2014). He is also the author of Organi-
zation Theory and Design (Cengage/Southwest, 2016), Management (Cengage/
Southwest, 2018), and Fusion Leadership: Unlocking the Subtle Forces That
Change People and Organizations (with Robert Lengel, Berrett-Koehler, 2000). He
has also authored dozens of scholarly articles, papers, and chapters. His work has
been published in Organizational Dynamics, Administrative Science Quarterly,
Academy of Management Journal, Academy of Management Review, Strategic
Management Journal, Journal of Management, Accounting Organizations and Soci-
ety, Management Science, MIS Quarterly, California Management Review, Leader-
ship Excellence, Leader to Leader, and Organizational Behavior Teaching Review.
Dr. Daft also is an active teacher and consultant. He has taught leadership, lead-
ing change, management, organizational theory, and organizational behavior. He
has also produced for-profit theatrical productions and helped manage a start-up
enterprise. He has been involved in management development and consulting for
many companies and government organizations, including the National Academy of
Science, Oak Ridge National Laboratory, American Banking Association, Auto-
Zone, Aegis Technology, Bell Canada, Aluminum Bahrain (Alba), Bridgestone,
TVA, Cardinal Healthcare, Pratt & Whitney, Allstate Insurance, State Farm Insur-
ance, the United States Air Force, the U.S. Army, Central Parking System, USAA,
Bristol-Myers Squibb, Eli Lilly, Vulcan Materials, and the Vanderbilt University
Medical Center.
xiii
PREFACE
Many leaders have recently had their assumptions challenged about how organiza-
tions succeed. Leaders are struggling to make sense of the shifting environment and
to learn how to lead the people in their companies effectively and successfully in the
midst of turmoil. The crisis in the housing, mortgage, and finance industries and
resulting recession; volatile oil prices; ethical scandals; political turmoil; and other
events have dramatically shifted the organizational and economic landscape. This
edition of The Leadership Experience addresses themes and issues that are directly
relevant to the current turbulent environment. My vision for the seventh edition is
to give students an exciting, applied, and comprehensive view of what leadership is
like in today’s world. The Leadership Experience integrates recent ideas and appli-
cations with established scholarly research in a way that makes the topic of leader-
ship come alive. Organizations are undergoing major changes, and this textbook
addresses the qualities and skills leaders need in this rapidly evolving world.
Recent chaotic events, combined with factors such as a growing need for
creativity and innovation in organizations, the rise of social media, the growth of
e-business and mobile commerce, the use of virtual teams and telecommuting, glob-
alization, the growing problem of cybercrime, and other ongoing transformations
place new demands on leaders that go far beyond the topics traditionally taught in
courses on management or organizational behavior. My experiences teaching lead-
ership to students and managers, and working with leaders to change their organiza-
tions, have affirmed for me the value of traditional leadership concepts while
highlighting the importance of including new ideas and applications.
The Leadership Experience thoroughly covers the history of leadership studies
and the traditional theories but goes beyond that to incorporate valuable ideas such
as leadership vision, shaping culture and values, leadership courage, and the impor-
tance of moral leadership. The book expands the treatment of leadership to capture
the excitement of the subject in a way that motivates students and challenges them
to develop their leadership potential.
NEW TO THE SEVENTH EDITION

A primary focus for revising The Leadership Experience, seventh edition, has been
to relate leadership concepts and theories to real events in today’s turbulent environ-
ment. Each chapter has been revised and updated to bring in current issues and
events that leaders are facing.
Topics and application examples that have been added or expanded in the sev-
enth edition include:
xiv
PREFACE xv
• developing a global mindset • agile leadership

• leading with humility • fostering a thriving workforce
• leadership courage as a skill • team competencies
• the influence of emotions on • how to confront others during
performance conflict
• the importance of self-awareness for • diversity of thought
leadership • co-creating a vision
• entrepreneurial leadership • building a high-performance culture
• overcoming bias in the workplace through values and results
• candid communication • the mental transition required for
• how leaders use social media people to change behavior
• leadership coaching • using a positive emotional attractor
• balancing conflict and cooperation
Some of the new examples of leaders and leadership within organizations that
show practical applications of key concepts include:
• Pope Francis • Seattle Seahawks

• Mickey Drexler, J. Crew • Earl’s Restaurants
• Warren Buffett, Berkshire • Mattel Toys
Hathaway • Chris Rufer, Morning Star
• Satya Nadella, Microsoft • Golden State Warriors
• Laura Smith, Yola • Vivek Gupta, Zensar Technologies
• Nancy Dubec, A&E Networks • Inga Beale, Lloyd’s of London
• Angela Ahrendts, Apple • Intel
• Coach Ron Rivera, Carolina • HealthFitness
Panthers • Norman Seabrook, Riker’s Island
• Chade-Meng Tan, Google • Dick Costolo, Twitter
• Kip Tindell, Container Store • BNSF Railway
• Gen. Stanley McChrystal, U. S. • Rui Sousa, Ronnie McKnight,Tom
Army Camp, UPS
• Rich Gee, Rich Gee Group • Natarajan Chandrasekaran, Tata
• Dan Price, Gravity Payments Consultancy
• Grant Reid, Mars Inc • Marvin Ellison, J. C. Penney
• Zingerman’s • Jon Fairest, Sanofi Canada
• Honda Engine Plant
The Leadership Experience continues to offer students great opportunities for
self-assessment and leadership development. An important aspect of learning to be a
leader involves looking inward for greater self-understanding, and the seventh edi-
tion provides many opportunities for this type of reflection. Each chapter includes
multiple questionnaires or exercises that enable students to learn about their own
leadership beliefs, values, competencies, and skills. These exercises help students
gauge their current standing and connect the chapter concepts and examples to ideas
for expanding their own leadership abilities. A few of the self-assessment topics
involve engagement, networking, ethical maturity, personality traits, leading diverse
people, developing a personal vision, spiritual leadership, candor, leadership cour-
age, optimism, and leading with love versus leading with fear. Self-assessments
related to basic leadership abilities such as listening skills, emotional intelligence,
motivating others, and using power and influence are also included. Additional self-
assessments are available within MindTap.
xvi PREFACE
ORGANIZATION
The organization of the book is based on first understanding basic ways in which
leaders differ from managers, and the ways leaders set direction, seek alignment
between organizations and followers, build relationships, and create change. Thus,
the organization of this book is in five parts:
1. Introduction to Leadership
2. Research Perspectives on Leadership
3. The Personal Side of Leadership
4. The Leader as a Relationship Builder
5. The Leader as Social Architect
The book integrates materials from both micro and macro approaches to lead-
ership, from both academia and the real world, and from traditional ideas and
recent thinking.
DISTINGUISHING FEATURES
This book has a number of special features that are designed to make the material
accessible and valuable to students.
In the Lead The Leadership Experience is loaded with new examples of leaders in
both traditional and contemporary organizations. Each chapter opens with a real-
life example that relates to the chapter content, and several additional examples are
highlighted within each chapter. These examples are drawn from a wide variety of
organizations including education, the military, government agencies, businesses,
and nonprofit organizations.
Consider This! Each chapter contains a Consider This box that is personal, compelling,
and inspiring. This box may be a saying from a famous leader, or wisdom from the
ages. These Consider This boxes provide novel and interesting material to expand
the reader’s thinking about the leadership experience.
Leader’s Bookshelf In this edition, six of the 15 chapters have new Leader’s Bookshelf
reviews. A unique feature of The Leadership Experience is that each chapter
includes a review of a recent book relevant to the chapter’s content. The Leader’s
Bookshelf connects students to issues and topics being read and discussed in the
worlds of academia, business, military, education, and nonprofit organizations.
New Leader Action Memo This feature helps students apply the chapter concepts in their
own lives and leadership activities and directs them to self-assessments related to
various chapter topics.
Leader’s Self-Insight These boxes provide self-assessments for learners and an opportu-
nity to experience leadership issues in a personal way. These exercises take the form
of questionnaires, scenarios, and activities.
PREFACE xvii
Student Development Each chapter ends with discussion questions and then two activ-
ities for student development. The first, Leadership at Work, is a practical, skill-
building activity that engages the student in applying chapter concepts to real-life
leadership. These exercises are designed so students can complete them on their own
outside of class or in class as part of a group activity. Instructor tips are given for
maximizing in-class learning with the Leadership at Work exercises. Leadership De-
velopment: Cases for Analysis, the second end-of-chapter activity, provides two
short, problem-oriented cases for analysis. These cases test the student’s ability to
apply concepts when dealing with real-life leadership issues. The cases challenge the
student’s cognitive understanding of leadership ideas while the Leadership at Work
exercises and the feedback questionnaires assess the student’s progress as a leader.
Business Insights: Essentials’ intuitive user interface makes it easy for students and instruc-
tors to search and find in-depth information on businesses, industries, and products.
Features and benefits include the ability to search across multiple data types from a
single search box with targeted search options by category. This includes company
information, articles, industry data, SWOT Reports, Thomson Reuters Company
Financials and Investment Reports, Market Share Reports, and Industry Essays. We
have created assignments based on articles that connect directly with the content
covered in your text, including assessment questions to test students on their knowl-
edge of the content and emphasizing real-world examples.
MindTap¤ Management for Daft’s The Leadership Experience, 7th Edition, is the digital learning
solution that helps instructors to engage and transform today’s students into critical
thinkers. Through paths of dynamic assignments and applications that you can per-
sonalize, real-time course analytics, and an accessible reader, MindTap helps you
turn cookie-cutter into cutting-edge, apathy into engagement, and memorizers into
higher-level thinkers.
As an instructor using MindTap, you have at your fingertips the right content
and a unique set of tools curated specifically for your course, all in an interface
designed to improve workflow and save time when planning lessons and course
structure. The control over building and personalizing your course is all yours, so
you can focus on the most relevant material while also lowering costs for your stu-
dents. Stay connected and informed in your course through real-time student track-
ing that provides the opportunity to adjust the course as needed based on analytics
of interactivity in the course.
The MindTap Assignments are fully integrated with the text, providing calcu-
lated combinations of lower- and higher-order thinking skills exercises. Students can
work together in the experiential exercises to create videos, write papers, deliver pre-
sentations, and more. Interactive Self-Assessments engage students by helping them
make personal connections to the content presented in each chapter. A flexible grad-
ing system offers grade analytics and grade book export tools to work with any
learning management system.
ANCILLARIES
This edition offers a wide range of instructor ancillaries to fully enable instructors to
bring the leadership experience into the classroom. These ancillaries include:
xviii PREFACE
Instructor’s Manual
A comprehensive Instructor’s Manual is available to assist in lecture preparation.
Included in the Instructor’s Manual are the chapter outlines, suggested answers to
end-of-chapter materials, suggestions for further study, and a quick-glance overview
for each chapter of the available MindTap resources to assist instructors in their
planning.
Test Bank
Cengage Learning Testing Powered by Cognero is a flexible, online system that
allows you to author, edit, and manage test bank content from multiple Cengage
Learning solutions; create multiple test versions in an instant; and deliver tests from
your LMS, your classroom, or wherever you want. The test bank for The Leader-
ship Experience, seventh edition, includes approximately 60 questions per chapter
to help you in writing examinations. Types of questions include true/false, multiple
choice, completion, short-answer, and essay, with all questions tagged to relevant
national competencies. To ensure consistency across our entire package, the content
of the test bank has been fully reviewed and updated by the same authors who have
crafted our new digital resources.
PowerPoint Lecture Presentations

An asset to any instructor, the PowerPoint lecture presentations include outlines for
every chapter, illustrations from the text, and additional examples to provide learn-
ing opportunities for students.
Videos
Videos compiled specifically to accompany The Leadership Experience, seventh edi-
tion, allow students to engage with the textual material by applying theories and
concepts to real-world situations.
ACKNOWLEDGMENTS
Textbook writing is a team enterprise. This book has integrated ideas and support
from many people whom I want to acknowledge. I want to extend special thanks to
my editorial associate, Pat Lane. I could not have undertaken this revision without
Pat’s help. She skillfully drafted materials for the chapters, found original sources,
and did an outstanding job with last-minute changes, the copyedited manuscript,
art, and galley proofs. Pat’s talent and personal enthusiasm for this text added
greatly to its excellence.
Here at Vanderbilt I want to thank my assistant, Linda Roberts, for the tremen-
dous volume and quality of work she accomplished on my behalf that gave me time
to write. Eric Johnson, the dean at Owen, and Sal March, associate dean, have
maintained a positive scholarly atmosphere and supported me with the time and
resources to complete the revision of this book. I also appreciate the intellectual
stimulation and support from friends and colleagues at the Owen School—Bruce
Barry, Ray Friedman, Jessica Kennedy, Rich Oliver, David Owens, Ty Park, Ranga
Ramanujam, Bart Victor, and Tim Vogus.
PREFACE xix
I want to acknowledge the reviewers who provided feedback. Their ideas helped
me improve the book in many areas:
Thomas H. Arcy Richard T. Martin

University of Houston—Central Washburn University
Campus Jalane Meloun
Janey Ayres Barry University
Purdue University Mark Nagel
Kristin Backhaus Normandale Community College
SUNY New Paltz Ranjna Patel
Bill Bommer Bethune Cookman College
Georgia State University Chad Peterson
William Russell Brown Baylor University
Navarro College Gordon Riggles
Jared Caughron University of Colorado
University of Oklahoma Miriam Rothman
Meredith Rentz Cook University of San Diego
North Central Texas College Bill Service
Glenn K. Cunningham Samford University
Duquesne University Dan Sherman
Jeffrey Fisher University of Alabama at Huntsville
Embry Riddle Aeronautical Bret Simmons
University North Dakota State University
Ron Franzen Shane Spiller
Saint Luke’s Hospital University of Montevallo
Adrian Guardia Shand H. Stringham
Texas A&M University—San Antonio Duquesne University
Delia J. Haak Ahmad Tootonchi
John Brown University Frostburg State University
Nell Hartley Mary L. Tucker
Robert Morris College Ohio University
Ann Horn-Jeddy Joseph W. Weiss
Medaille College Bentley University
Ellen Jordan Donald D. White
Mount Olive College University of Arkansas
Alyson Livingston Xavier Whitaker
North Central Texas College Baylor University
Gregory Manora Jean Wilson
Auburn University–Montgomery The College of William and Mary
Joseph Martelli George A. Wynn
The University of Findlay University of Tampa
The developers at Cengage Learning also deserve special mention. Senior Prod-
uct Manager Mike Roche supported the concept for this book and obtained the
xx PREFACE
resources necessary for its completion. Associate Content Developer Jamie Mack
provided terrific support for the book’s writing, reviews, and production.
I also thank Bob Lengel at the University of Texas at San Antonio. Bob’s enthusi-
asm for leadership many years ago stimulated me to begin reading, teaching, and
training in the area of leadership development. His enthusiasm also led to our collabo-
ration on the book Fusion Leadership: Unlocking the Subtle Forces That Change
People and Organizations. I thank Bob for keeping the leadership dream alive, which
in time enabled me to pursue my dream of writing this leadership textbook.
Finally, I want to acknowledge my loving daughters Danielle, Amy, Roxanne,
Solange, and Elizabeth. Although everyone is now pursuing their own lives and
careers, I appreciate the good feelings and connections with my children and grand-
children. On occasion, we have been able to travel, vacation, watch a play, or just
be together—all of which reconnect me to the things that really count.
Richard L. Daft
Nashville, Tennessee
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When the weather is wet or cold the Ascalaphi repose on the stems
of grass, with their wings placed in a roof-like manner, with the head
downwards, and are then very successful in concealing themselves
by the positions they assume, and by sidling round the stems to
escape from enemies. Some information as to their metamorphosis
has been obtained, though knowledge of this point is far from
complete even as regards our European species of the typical genus
Ascalaphus. For a long time it was supposed that a larva mentioned
by Bonnet in his writings was that of Ascalaphus, but Brauer[386] is
of opinion that such is not the case, and as he has described the
metamorphoses of A. macaronius he is no doubt correct. The eggs
(Fig. 303, A), forty or fifty in number, are laid in two parallel rows on
the stems of grass. The larvae (Fig. 304, larva of Helicomitus ?) are
in general appearance somewhat like those of Myrmeleon; they are
carnivorous in their habits, like the ant-lions, and have similar
extraordinarily developed mandibles. Efforts to rear the young larvae
failed, but they were kept alive for some time by supplying them with
Aphidides found on Centaurea jacea. The cocoon is globular, and
the change from the nymph state to the imago is made in the
cocoon, the structure of the mandibles of the pupa being peculiar,
and specially adapted to the purpose of opening the cocoon.[387]
The larvae of Ascalaphides, although so like the ant-lions in
appearance, do not form pitfalls for the capture of their prey, but lurk
under leaves on the ground, or under stones; they do not move
backwards, but progress forwards in an ordinary manner; the habit of
backward movement that we noticed in Myrmeleon being probably
correlative with the habit of forming pitfalls. Hagen states[388] that the
larvae of Ascalaphides and Myrmeleonides, in addition to their
peculiarities of form and mandibular structure, are distinguished from
those of other Hemerobiidae by the hind legs having the tibia and
tarsus united without articulation. Westwood[389] has recently given
an account of the young larvae of a Ceylonese Ascalaphid of
doubtful species, but possibly Helicomitus insimulans; these were
observed by Mr. Staniforth Green to have the very peculiar habit of
sitting together in a long row on the stem of a plant, with the jaws
widely extended and the body of each one covered by the head of
the individual next it (Fig. 303, B). The little creatures waited patiently
in this position until a fly walked between the mandibles of one of
them, then these formidable weapons immediately closed, and did
not relax their hold until the fly was sucked dry. If Westwood is
correct, the young larva of this species differs much from the adult
one, the back of the head being broad and the setigerous processes
of the body very much more developed. Nearly thirty genera of
Ascalaphides are known.[390] In the genus Haplogenius we find an
exception to the usual rule that the wings in repose are held in a
roof-like manner, it having been noticed by Bates that in the species
in question the wings are held expanded as in the dragon-flies.
Fig. 304.—Larva of Helicomitus insimulans (?). (After Westwood.)
Guilding has described[391] a very peculiar mode of oviposition on

the part of Ulula macleayana in the island of St. Vincent; the eggs
are said to be deposited by the female in circles on the extremity of a
twig, and nearer the base of this there is placed a kind of barrier to
repel intruders. "The female may be seen expelling from her ovary
these natural barriers with as much care as her real eggs." Guilding's
description was accompanied by drawings of the eggs, barriers and
larvae, but unfortunately these were never published, and no further
information has been obtained on the subject. Hagen[392] suggests
that the barriers may be somewhat similar to the long stalks on
which the eggs of Chrysopa (Fig. 314) are placed.
Sub-Fam. 3. Nemopterides.—Head more or less produced and
beak-like. Hind wings of peculiar form, being elongate and
somewhat strap-like.
Fig. 305.—Nemoptera ledereri. Asia Minor. (After Selys.) A, The imago;

B, its head seen from in front and magnified.
Fig. 306.—Presumed larva of Nemoptera (Necrophilus arenarius). After

Roux. Pyramids of Egypt.
The Nemopterides are a small group of delicate, graceful Insects.

About thirty species are known. Knowledge of the group is still very
imperfect. A larva has been found of a most remarkable nature that
probably belongs to it; it was described under the name of
Necrophilus arenarius, and considered to be a fully-developed
Insect. This larva occurs in the tombs and pyramids of Egypt where
sand has accumulated. The perfect Insects of the genus Nemoptera
are, however, found in open places amongst bushes, and flit about in
a very graceful manner. Several species are found in Southern
Europe and the Mediterranean region (Fig. 305, N. ledereri), but
none come so far north as Central Europe. Formerly the genus
Nemoptera was considered to be allied to Panorpa on account of the
beak-like front of the head. The parts of the mouth are, however,
different from those of Panorpa, and it seems more probable that if
the Nemopterides have to be merged in any of the divisions of
Hemerobiidae, they will be placed in Chrysopides or Osmylides. The
species of the sub-family were for a long time believed to be peculiar
to the continental regions of the Old World, but a species has
recently been discovered in Northern Chili.[393]
Sub-Fam. 4. Mantispides.—Prothorax elongate; the raptorial

front legs inserted at its anterior part.
The members of this small group are readily recognised by the

peculiar structure of the front legs; these organs resembling those of
the Orthopterous family Mantidae, so that the earlier systematic
entomologists, deceived by this resemblance, placed the
Mantispides in the Order referred to.
Fig. 307.—Mantispa areolaris. Brazil. (After Westwood.)
The Mantispides possess four membranous wings, either sub-equal

in size or the posterior pair smaller than the front pair and not folded;
the veins of these wings are rather numerous, as are also the cells
they form; there is considerable difference amongst the species in
this latter respect, owing to the transverse veinlets differing in their
abundance. The antennae are short, not in the least thickened at the
tip. The head is not produced into a beak. The anterior legs, placed
quite at the front part of the thorax, have the coxae very long; the
femur is somewhat incrassate, and is armed on one side with spines;
the tibia is shaped and articulated so as to fold closely on to the
spines, and to thus constitute a formidable and perfect prehensile
organ, the tarsus being merely a small appendage.
Fig. 308.—Mantispa styriaca. A, Larva newly hatched, or first form; B,

mature larva. (After Brauer.)
Only a few species of Mantispa are found in Southern Europe; but

the group has representatives in most of the warmer regions of the
world, and will probably prove to be rather numerous in species. The
front legs are used for the capture of prey in the same way as the
somewhat similar front legs of the Mantidae. The transformations
have been observed by Brauer[394] in the case of one of the
European species, M. styriaca. The eggs are numerous but very
small, and are deposited in such a manner that each is borne by a
long slender stalk, as in the lacewing flies. The larvae are hatched in
autumn; they then hibernate and go for about seven months before
they take any food. In the spring, when the spiders of the genus
Lycosa have formed their bags of eggs, the minute Mantispa larvae
(Fig. 308, A) find them out, tear a hole in the bag, and enter among
the eggs; here they wait until the eggs have attained a fitting stage of
development before they commence to feed. Brauer found that they
ate the spiders when these were quite young, and then changed
their skin for the second time, the first moult having taken place
when they were hatched from the egg. At this second moult the larva
undergoes a considerable change of form; it becomes unfit for
locomotion, and the head loses the comparatively large size and
high development it previously possessed. The Mantispa larva—only
one of which flourishes in one egg-bag of a spider—undergoes this
change in the midst of a mass of dead young spiders it has gathered
together in a peculiar manner. It undergoes no further change of
skin, and is full fed in a few days; after which it spins a cocoon in the
interior of the egg-bag of the spider, and changes to a nymph inside
its larva-skin. Finally the nymph breaks through the barriers—larva-
skin, cocoon, and egg-bag of the spider—by which it is enclosed,
and after creeping about for a little, appears in its final form as a
perfect Mantispa. Thus in this Insect hypermetamorphosis occurs;
the larval life consisting of two different instars, one of which is
specially adapted for obtaining access to the creature it is to prey on.
It should be noticed that though this Insect is so destructive to the
young spiders, the mother spider shows no hostility to it, but allows
the destroying larva to enter her bag of eggs without any opposition;
she appears, indeed, to be so unconscious of the havoc that is going
on amongst her young that in one case she continued to watch over
and protect the egg-bag in which the destruction was taking place
during the whole of the period of the larval development and half the
period of pupation of the Mantispa.
The larval history of a second species of the Mantispides,

Symphrasis varia, is partially known;[395] this Insect lives parasitically
in the nests of a South American wasp, and each larva when full fed
spins a cocoon in one of the cells of the Hymenopteron.
Sub-Fam. 5. Hemerobiides.—Wings in repose forming an

angular roof over the body; the antennae moniliform or
pectinate, not clavate.
The Hemerobiides consist of several minor groups about whose

number and characters systematists are not very well agreed, and
about some of which very little is known. We merely mention the
latter, giving details as to some of the better known only.
1. The Dilarina are a small group found chiefly in the Old World,
where, however, they have a wide distribution. North and South
America have each one species. They are distinguished by their
antennae, which, in the male, are pectinate somewhat like those of
many Lepidoptera, this character being of extremely rare occurrence
in the Neuroptera; the abdomen of the female terminates in a long
ovipositor. The metamorphoses are not known.
2. Nymphidina: Australian Insects resembling Myrmeleonides, but

having antennae without club. Metamorphoses not known.
3. Osmylina: a group of delicate and elegant Insects of small or

moderate size, distinguished by the possession of three simple eyes
placed on the middle of the head just above the antennae. A species
of this group, Osmylus chrysops (maculatus of some authors), is an
inhabitant of Britain (Fig. 212); its larva is to some extent
amphibious. The metamorphoses have been observed by Dufour,
Brauer, and Hagen;[396] it lurks under stones in or close to the water,
or in moss, or on the stems of aquatic plants, and pierces and
empties small Insects with its sucking-spears, which are very
elongate. The young are hatched from the egg in the autumn and
hibernate before becoming full grown; when this moment arrives the
larva spins a round cocoon of silk mixed with sand. The pupa, or
nymph, in general appearance somewhat resembles the perfect
Insect, except that it is shorter and has the short wing-pads clinging
close to the body. Dufour denied the existence of abdominal
spiracles in either larva or imago, but, according to Hagen, they are
certainly present in both. It would appear that in the larva the
alimentary canal is not open beyond the chylific ventricle, and that its
terminal section is modified to form a spinning apparatus.
Fig. 309.—Osmylus chrysops. A, Larva; B, side view of head of larva
(after Brauer); C, pupa (after Hagen).
Osmylus and its allies, including Sisyra, are now frequently treated
as a separate sub-family, Osmylides, equivalent to the Chrysopides.
In it is placed a very anomalous Insect—Psectra dispar—of great
rarity. The male has only two wings, the posterior pair being the
merest rudiments, though the female has the four wings normally
developed. Individuals of the male have been found[397] in widely
separated localities in the Palaearctic region—Somersetshire being
one of them—and also in North America.
The genus Sisyra forms for some Neuropterists the type of a

separate group called Sisyrina, though by others it is placed, as we
have said, with the Osmylina, though it is destitute of ocelli. The
larvae of at least one species of this genus are aquatic, and have
been found in abundance living in Spongilla (Ephydatia) fluviatilis, a
fresh-water sponge; when discovered their nature was not at first
recognised, as they possess on each ventral segment a pair of
articulated appendages, looking like legs, but which are considered
to be more of the nature of gills. The sucking-spears of this Insect
are so long and slender as to look like hairs; whether the little animal
draws its nutriment from the sponge, or merely uses this latter as a
place of shelter, is not ascertained.
Fig. 310.—A, Larva of Sisyra fuscata, ventral aspect; B, an abdominal
appendage. (After Westwood.)
Fig. 311.—Larva of Hemerobius sp. from Kent. A, The larva bare; B,

the same, partially concealed by the remains of its victims, etc.; a
portion of the covering has been removed in order to show the
head.
4. Hemerobiina: a somewhat numerous group of small or more rarely

moderate-sized Insects, with moniliform antennae, no ocelli, a
complex and comparatively regular system of wing-nervures; the
veinlets are especially numerous at the margins, owing to the mode
of forking of the nervures there (Fig. 298, Drepanepteryx
phalaenoides). The larvae of most of the species of which the habits
are known live on Aphides, which they suck dry, and at least one
species, in all probability several, has the habit of covering itself with
the skins of the victims it has sucked; to these remains it adds other
small debris, and the whole mass completely covers and conceals
the Insect (Fig. 311, B). The larva is furnished at the sides with
projections which serve as pedicels to elongate divergent hairs, and
these help to keep the mass in place on the back of the Insect; some
fine threads are distributed through this curious mantle and serve to
keep it from disintegration, but whether they are fragments of
spiders' webs or are spun by the Insect itself is not quite clear.
Fig. 312.—Portions of wings of Drepanepteryx phalaenoides. A, Under-
face of basal parts of the two wings; a, base of front wing; b, of
hind wing. B, Portion of front wing, showing the apparent
interruption of nervures.
The genus Drepanepteryx consists of several species, and appears

to be best represented in the Antipodes; we have, however, one
species in Britain—D. phalaenoides (Fig. 298)—an extremely
interesting member of our fauna. This Insect has, like several of its
congeners, a moth-like appearance, and it has a peculiar structure
for bringing the hind and fore wings into correlation, the costa at the
base of the hind wing being interrupted and prominent, furnished
with setae (Fig. 312, A), and playing in a cavity on the under-surface
of the front wing. This character is of great interest in connexion with
analogous structures of a more perfect nature existing in various
moths. M‘Lachlan has described and figured[398] a more primitive,
though analogous, condition of the wings in Megalomus hirtus, also
a species of British Hemerobiina. Another very curious feature of D.
phalaenoides is shown in Fig. 312, B, there being a narrow space on
the hind part of the front wing from which the colour is absent, while
the nervures appear to be interrupted; they are, however, really
present, though transparent; the nature of this peculiar mark is quite
unknown, but is of considerable interest in connexion with the small
transparent spaces that exist on the wings of some butterflies.
Sub-Fam. 6. Chrysopides, Lacewing-flies.—Fragile Insects

with elongate, setaceous antennae.
Fig. 313.—Chrysopa flava. Cambridge.
Fig. 314.—Eggs of Chrysopa. A, Five eggs on a leaf; B, one egg, more

magnified. (After Schneider.)
Fig. 315.—Larva of Chrysopa sp. Cambridge. A, The Insect magnified;

B, foot more magnified; C, terminal apparatus of the claws, highly
magnified.
The lacewing-flies—also called stink-flies and golden-eyes—are

excessively delicate Insects, of which we possess about 15 species
in Britain. Their antennae are more slender and less distinctly jointed
than they are in Hemerobiides, and the Chrysopides are more
elongate Insects. The peculiar metallic colour of their eyes is
frequently very conspicuous, the eyes looking, indeed, as if they
were composed of shining metal; this fades very much after death.
Although not very frequently noticed, the Chrysopides are really
common Insects, and are of considerable importance owing to their
keeping "greenfly" in check.
Fig. 316.—Chrysopa (Hypochrysa) pallida, larva. (After Brauer.)
The eggs are very remarkable objects (Fig. 314), each one being
supported at the top of a stalk many times as long as itself; in some
species (C. aspersa) the eggs are laid in groups, those of each
group being supported on a common stalk. The larvae (Fig. 315) are
of a very voracious disposition, and destroy large quantities of plant-
lice by piercing them with sucking-spears, the bodies of the victims
being afterwards quickly exhausted of their contents by the action of
the apparatus connected with the spears. The larvae of two or three
species of Chrysopa cover themselves with the skins of their victims
after the manner of the larvae of Hemerobius; but most of the larvae
of Chrysopa are unclothed, and hunt their victims after the fashion of
the larvae of Coccinellidae, to which these Chrysopa larvae bear a
considerable general resemblance. These larvae have a remarkable
structure at the extremity of their feet, but its use is quite unknown
(Fig. 315, B, C). Some larvae of the genus make use of various
substances as a means of disguise or protection. Dewitz noticed[399]
that some specimens he denuded of their clothing and placed in a
glass, seized small pieces of paper with their mandibles and,
bending the head, placed the morsels on their backs; here the
pieces remained in consequence of the existence of hooked hairs on
the skin. Green algae or cryptogams are much used for clothing, and
Dewitz supposes that the Insect spins them together with webs to
facilitate their retention. According to Constant and Lucas[400] the
larvae of Chrysopa attack and kill the larvae of Lepidoptera and
Phytophagous Hymenoptera. The curious form we figure (Fig. 316)
has been hatched from eggs found by Brauer on Pinus abies in
Austria. The eggs were of the stalked kind we have described; the
young escaped from them in the autumn, twelve days after
deposition, but did not take any food till the following spring.
The Chrysopides are widely distributed over the earth's surface.

They form an important part of the fauna of the Hawaiian islands.
Sub-Fam. 7. Coniopterygides.—Minute Insects with very few

transverse nervules in the wings; having the body and wings
covered by a powdery efflorescence.
These little Insects are the smallest of the Order Neuroptera, and
have the appearance of winged Coccidae; their claim to be
considered members of the Neuroptera was formerly doubted, but
their natural history is quite concordant with that of the Hemerobiid
groups, near which they are now always placed. Löw has made us
acquainted with the habits and structure of an Austrian species,
Coniopteryx lutea Wallg., but for which he has proposed the new
generic name Aleuropteryx; the larvae are found on Pinus mughus at
Vienna feeding on Aspidiotus abietis, which they pierce with sucking-
spears, after the fashion of the Hemerobiides; when full fed they spin
a cocoon formed of a double layer of silk, in which metamorphosis
takes place in a manner similar to that of other Hemerobiidae. The
better-known genus Coniopteryx differs from Aleuropteryx in having
the sucking-spears short and nearly concealed by the front of the
head, which is somewhat prolonged.
Fig. 317.—Coniopteryx psociformis. Cambridge. (After Curtis.) A, The
insect with wings expanded, magnified; B, with wings closed,
natural size.
We may conclude this sketch of the Hemerobiid groups by remarking

that fossil remains of specimens of most of them have been detected
in the Tertiary strata, and that in the Secondary strata these groups
are represented by only a small number of fossils, which are referred
specially to Hemerobiina, Nymphidina, and Chrysopides.
Fig. 318.—A, Larva of Coniopteryx tineiformis (?). (After Curtis.) B,

Head and prothorax of larva of Coniopteryx sp.; C, upper surface
of head of larva of Coniopteryx (after Löw), much magnified.
CHAPTER XXI
NEUROPTERA CONTINUED—TRICHOPTERA, THE PHRYGANEIDAE OR

CADDIS-FLIES
Fam. XI. Phryganeidae—Caddis-flies.
(TRICHOPTERA OF MANY AUTHORS)
Wings more or less clothed with hair, nervures dividing at very

acute angles, very few transverse nervules; hind pair larger than
the front, with an anal area which is frequently large and in
repose plicately folded. Antennae thread-like, porrect, of many
indistinct joints. Mandibles absent or obsolete. Coxae elongate
and free but contiguous. Metamorphosis great; larvae caterpillar-
like, usually inhabiting cases of their own construction. Pupa
resembling the perfect Insect in general form, becoming active
previous to the last ecdysis. Wingless forms of the imago
excessively rare.
Fig. 319.—Halesus guttatipennis. Britain. (After M‘Lachlan.)
The caddis-flies are Insects of moth-like appearance, found in the

neighbourhood of water; their larvae live in this element, where they
may sometimes be found in abundance. Phryganeidae are not very
attractive Insects, and there are few of large size; Hence they have
been much neglected by entomologists, and very little is known
about the exotic forms of the family. The habitations constructed by
the larvae are, many of them, of a curious nature, and usually attract
more attention than do the creatures they serve to protect.
The Phryganeidae form the division or series Trichoptera; the two

terms are therefore synonymous; those entomologists who consider
these Insects to form a distinct Order use the latter appellation for it.
Fig. 320.—Hydroptila angustella ♀. Britain. (After M‘Lachlan.)
The perfect Insect, though the wings are usually ample, has but
feeble powers of flight, and rarely ventures far from the water it was
reared in; it has a moth-like appearance, and the wings in repose
meet, at an angle, in a roof-like manner over the back (Fig. 326, E).
The head is small, with the front inflexed; it has two large compound
eyes, and usually three ocelli; the antennae are slender, thread-like,
and occasionally attain a great length. The parts of the mouth are
very peculiar, the labrum and the palpi—especially the maxillary
palps—being well developed, while the lobes of the maxillae and
labium are amalgamated and therefore indistinct. The labrum is
more or less elongate, and is more mobile than is usual in
mandibulate Insects; it is held closely applied to the maxillae. These
latter are small, have usually only a single small free lobe; they are
united to one another and to the labium by membrane in such a
manner as to form a channel along the middle of the mouth, the
labrum forming the roof of this channel. The palpi are in some cases
(Sericostomatides) of a remarkable nature; their joints vary in
number from three to five, and differ sometimes in the sexes of the
same species. The lower lip appears as a plate supporting the labial
palpi, which are three-jointed and do not exhibit any peculiarities of
structure comparable with those we have mentioned as so frequently
existing in the maxillary palps. Difference of opinion exists as to the
mandibles, some entomologists declaring them to be entirely absent,
while others state that a small tubercular process that may be seen
in some species on each side of the labrum is their representative.
The prothorax is very small, the notum is the largest piece but is
quite short, the side-pieces are very small, and the sternum appears
to consist only of membrane. The mesothorax is much the largest
segment of the body; its sternum is large, but is nearly perpendicular
in direction, and is much concealed by the elongate, free front coxae,
which repose against it. The metathorax is intermediate in size
between the pro- and meso-thorax; its side-pieces are rather large,
but the sternum is membranous, with a heart-shaped piece of more
chitinous consistence in the middle, entirely covered by the middle
coxae. The side-pieces both of the meso- and meta-thorax are large,
and are closely connected; the middle and posterior coxae are very
large, elongate, and prominent, and the middle pair slope
backwards, so that their tips are in contact with the tips of the hind
pair. The abdomen is cylindric and rather slender; it looks as if
formed of eight segments in addition to the terminal segment; this
latter in the male usually bears remarkably modified appendages.
The first ventral plate is sometimes, if not always, entirely
membranous; indeed the texture of the segments is in general very
delicate, so that they shrivel up to an extent that renders their
comprehension from dried specimens very difficult. The legs are
always elongate, the coxae attaining in some forms a remarkable
length, and the tibiae and tarsi are armed with many spines; the tarsi
are five-jointed, slender, frequently very elongate, terminated by two
large claws and an apparatus, placed between them, consisting of a
pair of hair-like processes with a membranous lobe.
Fig. 321.—Front view of head of Anabolia furcata after removal of

labrum. o, Ocellus; an, base of antenna; au, eye; cm, cardo; st,
stipes; l, external lobe; pt, support of palpus; pm, palpus of
maxilla; g, condyle of articulation of the absent mandible; ha,
channel of haustellum; h, haustellum; sp, apex of channel of
haustellum (not explained by Lucas); ch, chitinous point of
external lobe of second maxilla; pl, labial palp. (After Lucas.)
The structure of the mouth-parts of the Phryganeidae has given rise

to much difference of interpretation; it has recently been investigated
by R. Lucas[401] in connexion with Anabolia furcata (Fig. 321). He
agrees with other observers that mandibles are present in the pupa,
but states that no rudiment of them exists in the imago. He calls the
peculiar structure formed by the combination of the maxillae and
labium a haustellum. He looks on the Trichoptera as possessing a
mouth intermediate between the biting and sucking types of Insect-
mouths. He considers that the Phryganeidae take food of a solid, as
well as of a liquid, nature by means of the haustellum, but the solid
matter must be in the form of small particles, and then is probably
sucked up by the help of saliva added to it. Lucas says also that in
the larvae certain parts of the salivary glands serve the function of
spinning organs, and it is from these that the salivary glands of the
imago are formed; those salivary glands of the larva that are not
spinning glands disappearing entirely.
Fig. 322.—Anabolia nervosa. A, Larva extracted from its case; B, one

of the dorsal spaces of the abdominal segments more strongly
magnified.
The eggs are deposited in a singular manner; they are extruded in a

mass surrounded by jelly; there may be as many as one hundred
eggs in such a mass. This is sometimes carried about by the female
after its extrusion from the interior of the body, but is finally confided
to a suitable place in stream, spring, or pool. It is said that the female
occasionally descends into the water to affix the egg-mass to some
object therein, but this requires confirmation, and it is more probable
that the egg-mass is merely dropped in a suitable situation. As soon
as the larvae are hatched they begin to provide themselves with
cases; they select small pieces of such material as may be at hand
in the water, and connect them together by means of silk spun from
the mouth. Particulars as to these tubes we will defer till we have
considered the larvae themselves. These have the general
appearance of caterpillars of moths; in order to move about they
must put their head and the three pairs of legs at the front of the
body out of their tube or case, and they then look very like case-
bearing caterpillars. The part of the body that usually remains under
cover is different in texture and colour, and frequently bears
outstanding processes, or filaments, containing tracheae for the
purpose of extracting air from the water. Some peculiar spaces of a
different texture may be seen on certain larvae (Fig. 322, B); these
may possibly be also connected with respiration. On each side of the
extremity of the body there is a rather large hook by which the
creature attaches its dwelling to its body, and there are also
frequently present three large bosses on the anterior abdominal
segment, which are supposed to assist towards the same end. The
hold it thus obtains is so firm that it cannot be dragged out by pulling
from the front; fishermen have, however, discovered a way of
extracting it by a strategic operation: the cases are, as a rule,
partially open behind, and by putting a blunt object in and annoying
the larva it is induced to relax the hold of its hooks and advance
forwards in the case, or even to leave it altogether. The firm hold of
the larva is maintained in spite of the fact that the body does not fill
the case. It is necessary that water should pass freely into and out of
the case, and that there should be some space for the respiratory
filaments to move in. The mouth of the case is open, and the
posterior extremity is arranged by the larva in such manner as to
allow a passage for the water; various ingenious devices are
adopted by different species of larvae with the object of protecting
the hind end of the body, and at the same time of permitting water to
pass through the case.
The mode of changing the skin, or the frequency with which this
occurs in the larval state of the caddis flies has not been recorded.
The duration of life in this stage is usually considerable, extending
over several months: indeed in our climate many species pass the
winter in this stage, completing the metamorphosis in the following
spring or summer; and as one generation each year appears to be
the rule, it may be assumed that the larval condition in such cases
lasts from seven to ten months. During this stage the Insects are
chiefly vegetable feeders, some being said to feed on minute algae;
animal diet is not, however, entirely avoided, and it is said by Pictet
that not only do some of the Phryganeidae eat other Insects, but that
they also sometimes devour their companions.
Fig. 323.—A, Pupa of Phryganea pilosa. (After Pictet.) B, Mandibles of
pupa of Molanna angustata.
At the end of the larval period of existence the creature closes its
case by a light web spun at each end, taking care not to prevent the
ingress and egress of the water; it sometimes adds a stone or piece
of stick, and having thus protected itself, changes to a nymph.
During the first part of this metamorphosis the creature is completely
helpless, for there is so great a difference between the external
structures of the larva and nymph as to make the latter a new being,
so far as these organs are concerned. The changes take place in the
interior of the larval skin, and as they are completed this latter is
shed piecemeal. The resulting pupa or nymph greatly resembles the
perfect Insect, differing consequently very much from the larva.
Pictet, who paid special attention to the nymph condition of these
Insects, concludes, however, that many of the organs of the nymph
are actually formed within the corresponding parts of the larva, and
has given a figure that, if trustworthy, shows that the legs of the
nymph, notwithstanding the great difference between them as they
exist in the larva and in the perfect Insect, are actually formed within
the legs of the larva; each nymphal leg being rolled up in the skin of
the corresponding larval leg, in a spiral, compressed manner, and
the only articulations that can be detected in the leg being those of
the tarsus. The head of the nymph is armed in front with two curious
projections that are, in fact, enormously developed mandibles (Fig.
323, B); they serve as cutting implements to enable the nymph to
effect its escape from its prison; they are cast off with the nymph-
skin, the perfect Insect being thus destitute of these organs. The
abdomen of the nymph differs from that of the perfect Insect in
possessing external respiratory filaments; the nymphs of some
species have also the middle legs provided with swimming-hairs,
that do not exist in the imago.

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the Leadership experience.

With the assistance of

Australia • Brazil • Mexico • Singapore • United Kingdom • United States

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PART 1: INTRODUCTION TO LEADERSHIP 1

PART 2: RESEARCH PERSPECTIVES ON LEADERSHIP 33

PART 3: THE PERSONAL SIDE OF LEADERSHIP 97

PART 4: THE LEADER AS A RELATIONSHIP BUILDER 225

PART 5: THE LEADER AS SOCIAL ARCHITECT 393

Name Index 494

PART 1: INTRODUCTION TO LEADERSHIP 1

PART 2: RESEARCH PERSPECTIVES ON LEADERSHIP 33

2.3a Autocratic versus Democratic Behaviors 43 3.2b Follower Readiness 71

Leadership at Work 58 In the Lead 87

Leadership Development: Cases for Analysis 58 In the Lead 89

References 61 Discussion Questions 92

PART 3: THE PERSONAL SIDE OF LEADERSHIP 97

Discussion Questions 188 Leader’s Bookshelf 209

PART 4: THE LEADER AS A RELATIONSHIP BUILDER 225

Sun Spots 255 Chapter 10: Leading Teams 292

11.2 Diversity Today 329 The Trouble with Bangles 355

In the Lead 347 Leader’s Self-Insight 12.3 379

11.7 Ways to Encourage the Advancement of Women In the Lead 382

PART 5: THE LEADER AS SOCIAL ARCHITECT 393

13.2 Leadership Vision 400 14.3d Specialized Language 442

In the Lead 406 Leader’s Self-Insight 14.2 445

13.3 Mission 407 In the Lead 446

In the Lead 415 In the Lead 449

In the Lead 439 In the Lead 472

15.4a Instilling Creative Values 474 Leadership at Work 487

Leadership Essentials 486 Index of Organizations 498

Richard L. Daft, Ph.D., is the Brownlee O. Currey, Jr., Professor of Management

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Fig. 304.—Larva of Helicomitus insimulans (?). (After Westwood.)

Guilding has described[391] a very peculiar mode of oviposition on

Fig. 305.—Nemoptera ledereri. Asia Minor. (After Selys.) A, The imago;

Fig. 306.—Presumed larva of Nemoptera (Necrophilus arenarius). After

The Nemopterides are a small group of delicate, graceful Insects.

Sub-Fam. 4. Mantispides.—Prothorax elongate; the raptorial

The members of this small group are readily recognised by the

Fig. 307.—Mantispa areolaris. Brazil. (After Westwood.)

The Mantispides possess four membranous wings, either sub-equal

Fig. 308.—Mantispa styriaca. A, Larva newly hatched, or first form; B,

Only a few species of Mantispa are found in Southern Europe; but

The larval history of a second species of the Mantispides,

Sub-Fam. 5. Hemerobiides.—Wings in repose forming an

The Hemerobiides consist of several minor groups about whose

2. Nymphidina: Australian Insects resembling Myrmeleonides, but

3. Osmylina: a group of delicate and elegant Insects of small or

The genus Sisyra forms for some Neuropterists the type of a

Fig. 311.—Larva of Hemerobius sp. from Kent. A, The larva bare; B,

4. Hemerobiina: a somewhat numerous group of small or more rarely

The genus Drepanepteryx consists of several species, and appears

Sub-Fam. 6. Chrysopides, Lacewing-flies.—Fragile Insects

Fig. 314.—Eggs of Chrysopa. A, Five eggs on a leaf; B, one egg, more

Fig. 315.—Larva of Chrysopa sp. Cambridge. A, The Insect magnified;

The lacewing-flies—also called stink-flies and golden-eyes—are

Fig. 316.—Chrysopa (Hypochrysa) pallida, larva. (After Brauer.)