Fluent Essays

After reading 'Environmental Designs International' page-130 from the attached text book answer the below questions based on chapter-4 and scholarly journal peer reviewed articles.     “At the senior management level, you get hired for competence. You get fired for personality.” In your opinion, is this statement true or false? How does it relate to Barry Carver and his current leadership style? Identify the behaviors described in this case that were damaging to Barry Carver’s work relationships. Why would a manager behave this way? What negative consequences did these behaviors have on his peers and subordinates? How realistic is it that Carver (or anyone) can change his own leadership skills? What kind of help might he need? Copyright 2018 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 Australia • Brazil • Mexico • Singapore • United Kingdom • United States The Leadership Experience SEVENTH EDITION RICHARD L. DAFT Owen Graduate School of Management Vanderbilt University With the assistance of Patricia G. Lane Copyright 2018 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 The Leadership Experience Seventh Edition Richard L. Daft With the assistance of Patricia G. 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No part of this work covered by the copyright herein may be reproduced or distributed in any form or by any means, except as permitted by U.S. copyright law, without the prior written permission of the copyright owner. For product information and technology assistance, contact us at Cengage Learning Customer & Sales Support, 1-800-354-9706 For permission to use material from this text or product, submit all requests online at www.cengage.com/permissions Further permissions questions can be emailed to [email protected] Library of Congress Control Number: 2016940679 ISBN-13: 978-1-337-10227-8 Cengage Learning 20 Channel Center Street Boston, MA 02210 USA Cengage Learning is a leading provider of customized learning solutions with employees residing in nearly 40 different countries and sales in more than 125 countries around the world. Find your local representative at www.cengage.com. Cengage Learning products are represented in Canada by Nelson Education, Ltd. To learn more about Cengage Learning Solutions, visit www.cengage.com Purchase any of our products at your local college store or at our preferred online store www.cengagebrain.com Printed in Canada Print Number: 01 Print Year: 2016 Copyright 2018 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 To the spiritual leaders who shaped my growth and development as a leader and as a human being. Copyright 2018 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 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 Copyright 2018 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 CONTENTS PART 1: INTRODUCTION TO LEADERSHIP 1 Chapter 1: What Does It Mean to Be a Leader? 2 1.1 Why We Need Leadership 4 1.1a Defining Leadership 5 1.1b Everyday Leadership 6 Leader’s Bookshelf 7 1.2 The New Reality for Leaders 8 1.2a From Stabilizer to Change Manager 9 1.2b From Controller to Facilitator 9 1.2c From Competitor to Collaborator 10 Leader’s Self-Insight 1.1 11 1.2d From Diversity Avoider to Diversity Promoter 11 Consider This! 12 1.2e From Hero to Humble 12 In the Lead 13 1.3 How Leadership Differs from Management 14 1.3a Providing Direction 14 1.3b Aligning Followers 15 1.3c Building Relationships 16 1.3d Developing Personal Leadership Qualities 16 1.3e Creating Outcomes 16 Leader’s Self-Insight 1.2 17 1.4 Evolving Theories of Leadership 17 1.4a Historical Overview of Major Approaches 18 1.4b A Model of Leadership Evolution 19 1.5 Leadership Can Be Learned 21 1.5a Leader Fatal Flaws 21 Leader’s Self-Insight 1.3 22 1.5b Leader Good Behaviors 23 In the Lead 23 1.6 Mastering the Art and Science of Leadership 24 1.7 Organization of This Book 24 Leadership Essentials 26 Discussion Questions 27 Leadership at Work 27 Leadership Right–Wrong 27 Leadership Development: Cases for analysis 29 Sales Engineering Division 29 The Marshall Plan 29 References 30 PART 2: RESEARCH PERSPECTIVES ON LEADERSHIP 33 Chapter 2: Traits, Behaviors, and Relationships 34 2.1 The Trait Approach 36 2.1a Optimism and Self-Confidence 37 Leader’s Bookshelf 38 2.1b Honesty and Integrity 38 Leader’s Self-Insight 2.1 40 2.1c Drive 40 In the Lead 40 2.2 Know Your Strengths 41 2.2a What Are Strengths? 41 2.2b Matching Strengths with Roles 42 2.3 Behavior Approaches 43 v Copyright 2018 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 2.3a Autocratic versus Democratic Behaviors 43 Consider This! 44 In the Lead 45 2.3b Ohio State Studies 46 Leader’s Self-Insight 2.2 47 In the Lead 47 2.3c University of Michigan Studies 48 2.3d The Leadership Grid 49 In the Lead 50 2.3e Theories of a ‘‘High-High’’ Leader 50 2.4 Individualized Leadership 52 2.4a Vertical Dyad Linkage Model 53 2.4b Leader–Member Exchange 54 2.4c Partnership Building 54 Leader’s Self-Insight 2.3 55 2.5 Entrepreneurial Traits and Behaviors 55 Leadership Essentials 56 Discussion Questions 57 Leadership at Work 58 Your Ideal Leader Traits 58 Leadership Development: Cases for Analysis 58 Consolidated Products 58 Transition to Leadership 60 References 61 Chapter 3: Contingency Approaches to Leadership 64 3.1 The Contingency Approach 66 Leader’s Bookshelf 67 Leader’s Self-Insight 3.1 69 3.2 Hersey and Blanchard’s Situational Theory 69 3.2a Leader Style 70 3.2b Follower Readiness 71 In the Lead 72 Leader’s Self-Insight 3.2 73 3.3 Fiedler’s Contingency Model 73 3.3a Leadership Style 73 3.3b Situation 74 3.3c Contingency Theory 75 In the Lead 75 3.4 Path–Goal Theory 77 3.4a Leader Behavior 77 In the Lead 79 3.4b Situational Contingencies 79 Consider This! 80 3.4c Use of Rewards 80 3.5 The Vroom–Jago Contingency Model 81 3.5a Leader Participation Styles 82 3.5b Diagnostic Questions 83 3.5c Selecting a Decision Style 83 In the Lead 87 3.6 Substitutes for Leadership 88 In the Lead 89 Leader’s Self-Insight 3.3 90 Leadership Essentials 91 Discussion Questions 92 Leadership at Work 92 Task versus Relationship Role Play 92 Leadership Development: Cases for Analysis 93 Alvis Corporation 93 An Impossible Dream? 94 References 95 PART 3: THE PERSONAL SIDE OF LEADERSHIP 97 Chapter 4: The Leader as an Individual 98 4.1 The Secret Ingredient for Leadership Success 100 4.1a The Importance of Self-Awareness 100 4.1b Leader Blind Spots 101 4.2 Personality and Leadership 102 In the Lead 102 4.2a A Model of Personality 102 Leader’s Self-Insight 4.1 103 Leader’s Bookshelf 106 4.2b Personality Traits and Leader Behavior 106 In the Lead 107 Leader’s Self-Insight 4.2 108 4.3 Values and Attitudes 109 4.3a Instrumental and End Values 109 Leader’s Self-Insight 4.3 110 In the Lead 111 4.3b How Attitudes Affect Leadership 112 vi CONTENTS Copyright 2018 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 Consider This! 112 4.4 Social Perception and Attributions 114 4.4a Perceptual Distortions 114 4.4b Attributions 115 In the Lead 116 4.5 Cognitive Differences 116 4.5a Patterns of Thinking and Brain Dominance 117 Leader’s Self-Insight 4.4 118 In the Lead 119 4.5b Problem-Solving Styles: Jungian Types 120 4.6 Working with Different Personality Types 122 Leader’s Self-Insight 4.5 123 Leadership Essentials 126 Discussion Questions 127 Leadership at Work 127 Past and Future 127 Leadership Development: Cases for Analysis 128 A Nice Manager 128 Environmental Designs International 130 References 131 Chapter 5: Leadership Mind and Emotion 134 5.1 Leading with Head and Heart 136 5.2 Mental Models 136 5.2a Assumptions 138 5.2b Changing or Expanding Mental Models 138 In the Lead 139 5.3 Developing a Leader’s Mind 140 5.3a Independent Thinking 140 Leader’s Bookshelf 141 5.3b Open-Mindedness 142 Leader’s Self-Insight 5.1 143 5.3c Systems Thinking 144 5.3d Personal Mastery 145 5.4 Emotional Intelligence 146 5.4a What Are Emotions? 146 5.4b Why Are Emotions Important? 147 5.4c The Components of Emotional Intelligence 149 In the Lead 152 Leader’s Self-Insight 5.2 153 5.5 Leading with Love versus Leading with Fear 153 Leader’s Self-Insight 5.3 154 5.5a Fear in Organizations 155 In the Lead 155 5.5b Bringing Love to Work 156 Consider This! 157 5.5c Why Followers Respond to Love 158 Leadership Essentials 158 Discussion Questions 159 Leadership at Work 160 Mentors 160 Leadership Development: Cases for Analysis 160 The New Boss 160 The USS Florida 162 References 163 Chapter 6: Courage and Moral Leadership 166 6.1 Moral Leadership Today 168 6.1a The Ethical Climate in Business 168 Leader’s Bookshelf 169 6.1b Leaders Set the Ethical Tone 169 In the Lead 170 Leader’s Self-Insight 6.1 172 6.2 Acting Like a Moral Leader 173 6.3 Becoming a Moral Leader 174 6.4 Servant Leadership 176 6.4a Authoritarian Management 176 6.4b Participative Management 177 6.4c Stewardship 177 6.4d The Servant Leader 178 In the Lead 179 Leader’s Self-Insight 6.2 180 6.5 Leading with Courage 180 6.5a What Is Courage? 181 Consider This! 181 In the Lead 182 Leader’s Self-Insight 6.3 184 6.5b How Does Courage Apply to Moral Leadership? 184 6.5c Finding Personal Courage 185 In the Lead 186 Leadership Essentials 187 CONTENTS vii Copyright 2018 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 Discussion Questions 188 Leadership at Work 189 Scary Person 189 Leadership Development: Cases for Analysis 189 ‘‘What Should I Say?’’ 189 The Boy, the Girl, the Ferryboat Captain, and the Hermits 191 References 192 Chapter 7: Followership 196 7.1 The Art of Followership 198 7.1a Learn to Manage Up as Well as Down 199 7.1b Managing Up Presents Unique Challenges 199 In the Lead 199 7.2 What Your Leader Wants from You 200 7.3 Styles of Followership 201 Leader’s Self-Insight 7.1 203 In the Lead 204 Consider This! 205 7.4 Strategies for Managing Up 205 7.4a Understand the Leader 205 7.4b Tactics for Managing Up 206 Leader’s Self-Insight 7.2 207 Leader’s Bookshelf 209 In the Lead 209 7.5 The Power and Courage to Manage Up 210 7.5a Sources of Power for Managing Up 210 7.5b Necessary Courage to Manage Up 211 In the Lead 213 7.6 What Followers Want from Leaders 213 7.6a Clarity of Direction 214 7.6b Opportunities for Growth 214 7.6c Frequent, Specific, and Immediate Feedback 216 Leader’s Self-Insight 7.3 217 7.6d Protection from Organizational Intrusions 217 Leadership Essentials 218 Discussion Questions 218 Leadership at Work 219 Follower Role Play 219 Leadership Development: Cases for Analysis 220 Waiting for Clearance 220 Jake’s Pet Land 221 References 222 PART 4: THE LEADER AS A RELATIONSHIP BUILDER 225 Chapter 8: Motivation and Empowerment 226 8.1 Leadership and Motivation 228 8.1a Intrinsic and Extrinsic Rewards 229 8.1b Positive and Negative Motives 230 Leader’s Bookshelf 232 8.2 Needs-Based Theories of Motivation 232 8.2a Hierarchy of Needs Theory 233 8.2b Two-Factor Theory 234 In the Lead 235 8.2c Acquired Needs Theory 236 Leader’s Self-Insight 8.1 237 8.3 Other Motivation Theories 237 Consider This! 238 8.3a Reinforcement Perspective on Motivation 238 8.3b Expectancy Theory 240 8.3c Equity Theory 241 Leader’s Self-Insight 8.2 242 8.4 Empowering People to Meet Higher Needs 243 8.4a The Psychological Model of Empowerment 244 8.4b Job Design for Empowerment 244 8.4c Empowerment Applications 246 In the Lead 246 Leader’s Self-Insight 8.3 248 8.5 Giving Meaning to Work through Engagement 248 In the Lead 249 8.6 New Ideas for Motivation 250 8.6a The Making Progress Principle 250 8.6b Building a Thriving Workforce 250 Leadership Essentials 251 Discussion Questions 252 Leadership at Work 252 Should, Need, Like, Love 252 Leadership Development: Cases for Analysis 254 Commissions for Charlotte 254 viii CONTENTS Copyright 2018 Cengage Learning. 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WCN 02-200-203 Sun Spots 255 References 256 Chapter 9: Leadership Communication 260 9.1 How Leaders Communicate 262 9.1a Management Communication 263 Leader’s Self-Insight 9.1 264 9.1b The Leader as Communication Champion 264 Consider This! 265 9.2 Leading Strategic Conversations 266 In the Lead 266 9.2a Creating an Open Communication Climate 267 9.2b Asking Questions 267 9.2c Listening 268 Leader’s Self-Insight 9.2 270 9.2d Dialogue 270 9.2e Communicating with Candor 272 Leader’s Self-Insight 9.3 273 In the Lead 273 9.2f The Power of Stories 274 Leader’s Bookshelf 275 9.3 Communicating to Persuade and Influence 275 9.4 Selecting the Correct Communication Channel 276 9.4a The Continuum of Channel Richness 277 In the Lead 278 9.4b Effectively Using Electronic Communication Channels 279 9.5 Nonverbal Communication 281 9.6 Current Communication Challenges 281 9.6a Leadership via Social Media 281 9.6b Being Crisis-Ready 282 In the Lead 283 Leadership Essentials 283 Discussion Questions 284 Leadership at Work 285 Listen Like a Professional 285 Leadership Development: Cases for Analysis 286 The Superintendent’s Directive 286 Hunter-Worth 287 References 288 Chapter 10: Leading Teams 292 10.1 The Value of Teams 294 10.1a What Is a Team? 294 Consider This! 295 10.1b Types of Teams 295 In the Lead 297 10.2 The Dilemma for Team Members 298 Leader’s Self-Insight 10.1 299 10.3 Leading a Team to High Performance 300 Leader’s Bookshelf 301 10.4 Team Processes 301 10.4a How Teams Develop 302 10.4b Team Cohesiveness 303 In the Lead 304 10.4c Team Norms 305 10.5 What Team Members Must Contribute 306 10.5a Essential Team Competencies 306 Leader’s Self-Insight 10.2 307 10.5b Team Member Roles 307 10.6 Leading a Virtual Team 308 In the Lead 309 10.6a Uses of Virtual Teams 309 10.6b Challenges of Virtual Teams 310 10.7 Handling Team Conflict 311 10.7a Types of Conflict 312 10.7b Balancing Conflict and Cooperation 312 10.7c Causes of Conflict 313 10.7d Styles to Handle Conflict 313 Leader’s Self-Insight 10.3 315 10.7e Negotiation 316 Leadership Essentials 317 Discussion Questions 317 Leadership at Work 318 Team Feedback 318 Leadership Development: Cases for Analysis 319 Decision Time 319 Devereaux-Dering Group 320 References 322 Chapter 11: Developing Leadership Diversity 326 11.1 Leading People Who Aren’t Like You 328 Leader’s Self-Insight 11.1 329 CONTENTS ix Copyright 2018 Cengage Learning. 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WCN 02-200-203 11.2 Diversity Today 329 11.2a Definition of Diversity 329 11.2b Changing Attitudes toward Diversity 330 In the Lead 331 11.2c The Value of Organizational Diversity 331 11.3 Challenges Minorities Face 332 11.3a Prejudice, Stereotypes, and Discrimination 332 Leader’s Self-Insight 11.2 333 11.3b The Glass Ceiling 334 Leader’s Bookshelf 336 In the Lead 337 11.4 Ways Women Lead 337 Consider This! 338 11.4a Women as Leaders 339 11.4b Is Leader Style Gender-Driven? 340 In the Lead 340 11.5 Global Diversity 341 11.5a The Sociocultural Environment 341 Leader’s Self-Insight 11.3 342 11.5b Social Value Systems 343 11.5c Developing Cultural Intelligence 344 11.5d Leadership Implications 345 11.6 Becoming an Inclusive Leader 346 In the Lead 347 11.7 Ways to Encourage the Advancement of Women and Minorities 349 11.7a Employee Affinity Groups 349 11.7b Minority Sponsorship 350 Leadership Essentials 351 Discussion Questions 352 Leadership at Work 352 Personal Diversity 352 Leadership Development: Cases for Analysis 353 True to Myself 353 The Trouble with Bangles 355 References 356 Chapter 12: Leadership Power and Influence 360 12.1 Four Kinds of Influential Leadership 362 12.1a Transformational Leadership 362 12.1b Charismatic Leadership 363 Leader’s Self-Insight 12.1 364 12.1c Coalitional Leadership 365 In the Lead 366 12.1d Machiavellian-Style Leadership 368 Leader’s Bookshelf 369 Leader’s Self-Insight 12.2 370 In the Lead 371 12.2 Using Hard versus Soft Power 371 12.2a Specific Types of Power 372 In the Lead 374 12.2b Follower Responses to the Use of Power 375 Consider This! 376 12.3 Increasing Power through Political Activity 376 12.3a Leader Frames of Reference 377 12.3b Political Tactics for Asserting Leader Influence 378 Leader’s Self-Insight 12.3 379 In the Lead 382 12.4 Don’t Take Power Personally 382 Leadership Essentials 384 Discussion Questions 385 Leadership at Work 386 Circle of Influence 386 Leadership Development: Cases for Analysis 387 The Suarez Effect 387 Waite Pharmaceuticals 388 References 390 PART 5: THE LEADER AS SOCIAL ARCHITECT 393 Chapter 13: Creating Vision and Strategic Direction 394 13.1 The Leader’s Job: Looking Forward 396 13.1a Stimulating Vision and Action 396 Consider This! 397 13.1b Strategic Leadership 398 In the Lead 399 x CONTENTS Copyright 2018 Cengage Learning. 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WCN 02-200-203 13.2 Leadership Vision 400 Leader’s Self-Insight 13.1 402 13.2a What Vision Does 402 Leader’s Self-Insight 13.2 404 13.2b Common Themes of Vision 404 In the Lead 406 13.2c Leader Steps to Creating a Vision 406 13.3 Mission 407 13.3a What Mission Does 407 Leader’s Bookshelf 408 13.3b A Framework for Noble Purpose 410 In the Lead 412 13.4 The Leader as Strategist-in-Chief 413 13.4a How to Achieve the Vision 413 13.4b How to Execute 415 In the Lead 415 Leader’s Self-Insight 13.3 416 Leadership Essentials 419 Discussion Questions 420 Leadership at Work 420 Future Thinking 420 Leadership Development: Cases for Analysis 422 The New Museum 422 The Visionary Leader 423 References 425 Chapter 14: Shaping Culture and Values 428 14.1 Organizational Culture 430 14.1a What Is Culture? 430 Leader’s Bookshelf 431 14.1b Importance of Culture 432 In the Lead 433 Consider This! 434 14.2 Culture Strength, Responsiveness, and Performance 435 14.2a Responsive Cultures 435 Leader’s Self-Insight 14.1 436 14.2b The High-Performance Culture 437 In the Lead 439 14.3 Cultural Leadership 440 14.3a Ceremonies 441 14.3b Stories 441 14.3c Symbols 441 14.3d Specialized Language 442 14.3e Selection and Socialization 442 14.3f Daily Actions 443 14.4 The Competing Values Approach to Shaping Culture 443 Leader’s Self-Insight 14.2 445 14.4a Adaptability Culture 446 In the Lead 446 14.4b Achievement Culture 446 14.4c Involvement Culture 447 14.4d Consistency Culture 447 14.5 Ethical Values in Organizations 448 In the Lead 448 14.6 Values-Based Leadership 449 14.6a Personal Values 449 In the Lead 449 14.6b Spiritual Values 450 Leader’s Self-Insight 14.3 451 Leadership Essentials 453 Discussion Questions 454 Leadership at Work 454 Walk the Talk 454 Leadership Development: Cases for Analysis 456 Culture Clash 456 5 Star and Amtech 457 References 458 Chapter 15: Leading Change 462 15.1 Leadership Means Leading Change 464 15.1a Resistance Is Real 464 15.1b The Leader as Change Agent 465 Leader’s Self-Insight 15.1 466 In the Lead 466 15.2 A Framework for Change 467 15.3 Using Appreciative Inquiry 469 15.3a Applying Appreciative Inquiry on a Large Scale 469 Leader’s Self-Insight 15.2 470 In the Lead 472 15.3b Applying Appreciative Inquiry Every Day 472 Leader’s Bookshelf 473 15.4 Leading Creativity for Change 473 CONTENTS xi Copyright 2018 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 15.4a Instilling Creative Values 474 15.4b Leading Creative People 475 Leader’s Self-Insight 15.3 477 15.5 Implementing Change 481 Consider This! 481 15.5a Helping People Change 482 15.5b The Keys That Help People Change 483 In the Lead 484 Leadership Essentials 486 Discussion Questions 486 Leadership at Work 487 Organizational Change Role Play 487 Leadership Development: Cases for Analysis 488 ‘‘From This Point On. . .’’ 488 Riverside Pediatric Associates 489 References 491 Name Index 494 Index of Organizations 498 Subject Index 502 xii CONTENTS Copyright 2018 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 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 Copyright 2018 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 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 Copyright 2018 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 • developing a global mindset • leading with humility • leadership courage as a skill • the influence of emotions on performance • the importance of self-awareness for leadership • entrepreneurial leadership • overcoming bias in the workplace • candid communication • how leaders use social media • leadership coaching • balancing conflict and cooperation • agile leadership • fostering a thriving workforce • team competencies • how to confront others during conflict • diversity of thought • co-creating a vision • building a high-performance culture through values and results • the mental transition required for people to change behavior • using a positive emotional attractor Some of the new examples of leaders and leadership within organizations that show practical applications of key concepts include: • Pope Francis • Mickey Drexler, J. Crew • Warren Buffett, Berkshire Hathaway • Satya Nadella, Microsoft • Laura Smith, Yola • Nancy Dubec, A&E Networks • Angela Ahrendts, Apple • Coach Ron Rivera, Carolina Panthers • Chade-Meng Tan, Google • Kip Tindell, Container Store • Gen. Stanley McChrystal, U. S. Army • Rich Gee, Rich Gee Group • Dan Price, Gravity Payments • Grant Reid, Mars Inc • Zingerman’s • Honda Engine Plant • Seattle Seahawks • Earl’s Restaurants • Mattel Toys • Chris Rufer, Morning Star • Golden State Warriors • Vivek Gupta, Zensar Technologies • Inga Beale, Lloyd’s of London • Intel • HealthFitness • Norman Seabrook, Riker’s Island • Dick Costolo, Twitter • BNSF Railway • Rui Sousa, Ronnie McKnight,Tom Camp, UPS • Natarajan Chandrasekaran, Tata Consultancy • Marvin …