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Instructor Manual
Daft, The Leadership Experience, 8e, 9780357716304; Chapter 1: What Does It Mean to Be a
Leader?
Table of Contents
Purpose and Perspective of the Chapter..................................................................................... 2
Chapter Objectives ........................................................................................................................ 2
Key Terms ....................................................................................................................................... 2
What's New in This Chapter .......................................................................................................... 3
Chapter Outline ............................................................................................................................. 3
Additional Resources..................................................................................................................... 8
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Purpose and Perspective of the Chapter
This chapter introduces the concept of leadership and discuss how individuals can grow
and become leaders. First, we explore the meaning of leadership and the importance of
effective leadership. We then review leadership differences from management and the
evolution of leadership through major researched theories. Next, we explore the biggest
challenges facing the leaders today by turning historical leadership theories into best
practices. Finally, we explore the making of a leader and how one can acquire leadership
skills through development and experience.
Chapter Objectives
The following objectives are addressed in this chapter:
01.01
Explain the full meaning of leadership and see the leadership potential in yourself
and others.
01.02
Describe the five fundamental transformations facing today’s leaders and
organizations.
01.03
Summarize the fundamental differences between leadership and management.
01.04
Explain how leadership has evolved and how historical approaches apply to the
practice of leadership today.
01.05
Identify the primary reasons for leadership derailment and the new paradigm
skills that can help you avoid it.
01.06
Discover how to use this textbook to learn the most about leadership.
[return to top]
Key Terms
Leadership: an influence relationship among leaders and followers who intend real
changes and outcomes that reflect their shared purposes.
Paradigm: a shared mindset that represents a fundamental way of thinking about,
perceiving, and understanding the world.
Humility: being unpretentious and modest rather than arrogant and prideful.
Will: having a very strong intention about the organziation’s future
Management: the attainment of organizational goals in an effective and efficient manner
through planning, organizing, staffing, directing, and controlling organizational resources.
Vision: a picture of an ambitious, desirable future for the organization or team.
Enlightened leadership: giving up control in the traditional sense and encouraging the growth
and development of others to ensure organizational flexibility, responsiveness, and inclusivity.
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Derailment: a phenomenon in which a manager with an impressive track record reaches a
certain level but goes off track and can’t advance because of a mismatch between job
needs and personal skills and qualities.
[return to top]
What's New in This Chapter
The following elements are improvements in this chapter from the previous edition:
•
New examples to support the need for effective leadership with the current
challenges.
•
New focus on Level 5 leadership qualities that demonstrate practical application.
•
New examples to summarize fundamental differences between leadership and
management.
•
New examples that demonstrate good leadership behaviors and best practices.
•
New Put It Into Practice sections.
[return to top]
Chapter Outline
Abraham Lincoln was a highly visible leader who had a significant influence on people
across the United States and around the world. Yet the leadership qualities Lincoln
exemplified are especially relevant to the many leaders who quietly go about the business
of leading teams, companies, and communities’ day after day. Every company, sports team,
government agency, family, nonprofit organization, social cause, and community group
needs good leadership to succeed.
I.
Why We Need Effective Leadership (01.01, PPT Slides 4-9)
People think that they will recognize a good leader when they see one. Sometimes,
though, charismatic people are perceived to be leaders, regardless of whether
leadership skills back up the charisma. Today, people are beginning to expect more
than a charismatic smile and a firm handshake from leaders.
a. Defining Leadership
Leadership is an influence relationship among leaders and followers who intend
real changes and outcomes that reflect their shared purposes. Exhibit 1.1
identifies the key components of leadership.
Leadership includes six components:
•
Influence
•
Intention
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•
Personal responsibility and integrity
•
Change
•
Shared purpose
•
Followers
Leading and following are activities that require other people. Effective leaders
and followers require similar skills so they can switch roles if needed to
accomplish a goal.
b. Emergent Leadership
Anyone can be a leader. To become a leader, you must look for opportunities
around you.
Discussion Question #1: Search online for examples of leaders. Identify one leader who seems
to illustrate the “leader-as-hero” mindset and one who seems more typical of the humble Level 5
leader described in the chapter. Describe their differing characteristics. Which was easier to find?
Discussion Question #2: What do you consider your own strengths and weaknesses regarding
leadership? Discuss your answer with another student.
Discussion Question #3: Of the elements in the leadership definition as illustrated in Exhibit 1.1,
which is the easiest for you? Which is hardest? Explain.
II.
The New Reality for Leaders (01-02, PPT Slide 10)
Changes in the world and the technology we use to experience it have altered what we
expect from our leaders. A paradigm is a shared mindset that represents a
fundamental way of thinking about, perceiving, and understanding the world. Exhibit
1.2 identifies how our new paradigm affects our expectations of a good leader.
The rest of this section examines the differences between an old paradigm leader
and a new paradigm leader shown in Exhibit 1.2.
a. From Stabilizer to Crisis Manager
Today’s best leaders accept that change is inevitable. They have learned to
adapt quickly to new situations. Adaptability is required for success.
b. From Controller to Facilitator
In the past, things, such as land and machines, were the critical assets a
company could own. Today, information is a company’s most important asset.
This makes employees more important than the equipment they use. To go
with the change from objects to information as assets, leaders no longer
“control.” Instead, they “facilitate,” making a process, such as the use of
information, easier.
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Discussion Question #4: How might the paradigm shift from competition to collaboration
make the job of a leader more difficult? Could it also make the leader’s job easier? Discuss
Discussion Question #5: Describe the best leader you have known. How did this leader
acquire competence?
c. From Competitor to Collaborator
In the past, leaders competed with other leaders and groups. Today, leaders
work with, not against, others.
Discussion Question #4: How might the paradigm shift from competition to collaboration
make the job of a leader more difficult? Could it also make the leader’s job easier? Discuss.
d. From Diversity Avoider to Diversity Promoter
Diversity in the workplace is a natural result of diversity in our world. Working
with people who act and think differently than us can be challenging. A good
leader seeks diversity so the group has a wide range of talents that can help the
group meet its goals.
e. From Hero to Humble
The shift from hero to humble is similar to the shift from controlling to
collaborating. A hero controls others and takes credit for the group’s successes.
A humble leader collaborates works with the group and shares the credit.
Discussion Question #7: Discuss some recent events and societal changes that might have
contributed to a shift “from hero to humble.” Do you agree or disagree that humility is important
for good leadership?
III. How Leadership Differs from Management (01-03, PPT Slide 12)
Management is the attainment of organizational goals in an effective, efficient
manner through planning, organizing, staffing, directing, and controlling
organizational resources. Exhibit 1.3 compares management to leadership in five
areas—providing direction, aligning followers, building relationships, developing
personal qualities, and creating leader outcomes.
a. Providing Direction and Purpose
Management focuses on schedules and resources. Leadership focuses on a
vision of the future. A vision is a picture of an ambitious, desirable future for
the organization or team.
b. Aligning Followers
Managers tell others what to do. Leaders inspire others to take action.
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c. Building Relationships
People follow and report to managers based on the manager’s job in the
organization. People follow leaders based on the leader’s influence.
d. Developing Personal Leadership Qualities
Leaders must know who they are, know what they stand for, and have the
courage to act. Leadership skills can be learned.
e. Creating Outcomes
Managers maintain stability. Leaders create change. The differences between
management and leadership create two different outcomes.
Discussion Question #6: Why do you think that so few people succeed at both management
and leadership? Is it reasonable to believe someone can be good at both? Discuss.
Discussion Question #7: Discuss some recent events and societal changes that might have
contributed to a shift “from hero to humble.” Do you agree or disagree that humility is important
for good leadership?
IV. Evolving Theories of Leadership (01-04, PPT Slides 14-16)
Our understanding of leadership has changed over time because our
understanding of the world has changed.
a. Historical Overview of Major Approaches
Leadership theories include six basic approaches:
•
Great Man theories
•
Trait theories
•
Behavior theories
•
Contingency theories
•
Influence theories
•
Relational theories
b. A Model of Leadership Evolution
•
Leadership Era 1- Great Person Leadership
•
Leadership Era 2- Rational Management
•
Leadership Era 3- Team or Lateral Leadership
•
Leadership Era 4- Enlightened Leadership
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Exhibit 1.4 provides a framework for examining the evolution of leadership over
time.
Evolution is divided into four eras. Each era reflects the stability of the world, the
business environment, and the role of leaders at the time.
We are currently in Era 4, which represents enlightened leadership. Enlightened
leadership is giving up control in the traditional sense and encouraging the growth
and development of others to ensure organizational flexibility, responsiveness, and
inclusivity.
Discussion Question #8: “Leadership is more concerned with people than is management.” Do
you agree? Discuss.
V.
Leadership Can Be Learned (01-05, PPT Slides 17-20)
Many organizations and their leaders have not made changes to succeed in today’s
world. Organizations can evolve, and leaders can learn new skills to succeed.
a. Leader Fatal Flaws
Derailment is a phenomenon in which a manager with an impressive track
record reaches a certain level but goes off track and can’t advance because of a
mismatch between job needs and personal skills and qualities. Exhibit 1.5
identifies five flaws that can cause derailment for leaders.
The causes of derailment shown in Exhibit 1.5 are related to skills in dealing
with other people, not technical skills dealing with the product or service the
organization sells.
b. Good Leader Behaviors
Interest in other people and the ability to communicate effectively can inspire
others to perform well. Soft skills are emphasized more than technical skills.
Discussion Question #9: What personal competencies should a person develop to be a good
leader versus those developed to be a good manager?
Discussion Question #10: Why is practice considered important for learning leadership?
VI. How to Use This Book to Learn Leadership Competencies (01-06, PPT Slide 21)
Are leaders born or made? While some inborn qualities and personality
characteristics may provide a foundation for being a good leader, most people can
learn to be an effective leader.
Self-Awareness and Skill Building Increase Leadership Competence
•
Stage 1: unconsciously incompetent
•
Stage 2: consciously incompetent
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•
Stage 3: consciously competent
•
Stage 4: unconsciously competent
How to Use This Book to Learn Leadership
1: Active conceptual learning.
2: Leadership practice: know yourself.
3: Put It into practice in your everyday life.
4: Expand your leadership skills.
5: Apply your leadership skills.
VII. Organization of This Book
Part 1: Introduction to Leadership
Part 2: Research Perspectives on Leadership
Part 3: The Personal Side of Leadership
Part 4: The Leader as a Relationship Builder
Part 5: The Leaders as Social Architect
[return to top]
Additional Resources
Primary Sources
1.
2.
Doris Kearns Goodwin, “Lincoln and the Art of Transformative Leadership,” Harvard
Business Review (September–October 2018), pp. 126–134; Nancy F. Koehn, “Lincoln’s
School of Management,” The New York Times, January 26, 2013; Catherine L.
Moreton, “10 Qualities That Make Abraham Lincoln a Great Leader,” HR and
Employment Law White Papers, Business and Legal Resources (June 25, 2008),
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“Lessons in Leadership: How Lincoln Became America’s Greatest President,” Inc.com
(February 12, 2012), www.inc.com/hitendra-wadhwa/lessons-in-leadership-howabraham-lincoln-became-americas-greatest-president.html (accessed March 4,
2013); and Richard Brookhiser, “What Would Lincoln Do? Modern-Day Leaders
Could Learn a Lot from Our 16th President,” The Wall Street Journal (February 14,
2014), http://online.wsj.com/news/articles/SB10001424052702303704304579382
882084406374?-mod=WSJ_hppMIDDLENexttoWhats-NewsSecond (accessed
October 5, 2015).
Thanks to Doug Moran, “Great Leadership,” Leadership Excellence (September 2011),
p. 18, for this analogy.
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3.
Minda Zetlin, “Here’s How 3 of the World’s Worst CEOs Almost Killed Their Companies
by Creating a Toxic Culture,” Inc. (July 31, 2019), www.inc.com/minda-zetlin/worst-ceostoxic-culture-uber-papa-johns-wells-fargo.html (accessed January 5, 2020); Pete
Williams, “Wells Fargo to Pay $3 Billion to Settle Civil Lawsuit Over Fake Account
Scandal,” NBC News (February 21, 2020), www.nbcnews.com/news/all/wells-fargo-pay3-billion-over-fake-account-scandal-n1140541 (accessed February 21, 2020); and Frank
J. Cavico and Bahaudin G. Mujtaba, “Wells Fargo’s Fake Accounts Scandal and Its Legal
and Ethical Implications for Management,” SAM Advanced Management Journal (Spring
2017), pp. 4-19.
4. David Gelles, “C.E.O.s Are Not Here to Save Us,” The New York Times (September 28,
2019), www.nytimes.com/2019/09/28/business/wework-juul-ebay-ceo.html
(accessed February 9, 2021); and Sanjana Karanth, “Away CEO Steps Down
After Bombshell Report Reveals Staff Mistreatment,” HuffPost
(December 9, 2019), www.huffpost.com/entry/away-ceo-steps-down-stephkorey_n_5deedc5be4b00563b856635c (accessed February 11, 2021).
5. Gary Cohen, “Defining Leadership,” Leadership Excellence (August 2009), pp. 16–17;
Warren Bennis and Burt Nanus, Leaders: The Strategies for Taking Charge (New York:
Harper & Row, 1985), p. 4; and James MacGregor Burns, Leadership (New York:
Harper & Row, 1978), p. 2.
6. Katrin Muff, Anna Liechti, and Thomas Dyllick, “How to Apply Responsible
Leadership Theory in Practice: A Competency Tool to Collaborate on the
Sustainable Development Goals,” Corporate Social Responsibility and Environmental
Management 27, no. 5 (September-October 2020), pp. 2254–2274; and Joseph C.
Rost and Richard A. Barker, “Leadership Education in Colleges: Toward a 21st
Century Paradigm,” The Journal of Leadership Studies 7, no. 1 (2000), pp. 3–12.
7. Peter B. Smith and Mark F. Peterson, Leadership, Organizations, and Culture: An Event
Management Model (London: Sage Publications, 1988), p. 14.
8. Reid J. Epstein and Astead W. Herndon, “Stacey Abrams 10-Year Project to Flip
Georgia Is Near Fruition,” The New York Times (January 6, 2021),
www.nytimes.com/2021/01/05/us/politics/stacey-abrams-georgia.html (accessed
January 29, 2021).
9. Robert E. Kelley, “In Praise of Followers,” Harvard Business Review (November–
December 1988), pp. 142–148.
10. Andrew A. Hanna, Troy A. Smith, Bradley L. Kirkman, and Ricky W. Griffin, “The
Emergence of Emergent Leadership: A Comprehensive Framework and Directions
for Future Research,” Journal of Management 47, no. 1 (January 2021), pp. 76–104.
11. “Greta Thunberg,” segment in “World’s 50 Greatest Leaders,” Fortune (May 1, 2019),
p. 57.
12. Jon Katzenbach, Augusto Giacoman, and Paolo Morley-Fletcher, “Why Authentic
Informal Leaders Are Key to an Organization’s Emotional Health,” Strategy + Business
(May 27, 2020), www.strategy-business.com/article/Why-authentic-informalleaders-are-key-to-an-organizations-emotional-health?gko=17a76 (accessed
January 26, 2021).
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Instructor Manual: Daft, The Leadership Experience, 8e, 9780357716304; Chapter 1: What Does It Mean to Be a Leader?
13. C. Dean Pielstick, “Formal vs. Informal Leading: A Comparative Analysis,” Journal of
Leadership and Organization Studies (September 1, 2020), https://journals.sagepub.com
/doi/10.1177/107179190000700307 (accessed July 16, 2020).
14. Center for Creative Leadership survey reported in Andre Martin, “What Is Effective
Leadership Today? A New Study Finds Collaboration Prized over Heroics,” Chief
Executive (July–August 2006), p. 24.
15. This discussion is based on Dominic Barton, Andrew Grant, and Michelle Horn,
“Leading in the 21st Century,” McKinsey Quarterly, no. 3 (2012), pp. 30–47; Olivia Parr
Rud, “Book Highlight— Adaptability: A Key to Business Intelligence Success,” Global
Business and Organizational Excellence (January–February 2010), pp. 76–85; Ken
Shelton, “Reinventing Leadership,” Leadership Excellence (July 2012), p. 9; Fahri
Karakas, “The Twenty-First Century Leader: Social Artist, Spiritual Visionary, and
Cultural Innovator,” Global Business and Organizational Excellence (March/April 2007),
pp. 44–50; Daniel C. Kielson, “Leadership: Creating a New Reality,” The Journal of
Leadership Studies 3, no. 4 (1996), pp. 104–116; and Mark A. Abramson, “Leadership
for the Future: New Behaviors, New Roles, and New Attitudes,” The Public Manager
(Spring 1997).
16. Natalie Kitroeff and David Gelles, “At Boeing, C.E.O.’s Stumbles Deepen a Crisis,” The
New York Times (December 22, 2019), www.nytimes.com/2019/12/22/business/
boeing-dennis-muilenburg-737-max.html#:~:text=Dennis%20Muilenburg%27s%
20handling%20of%20 the,%2C%20regulators%20and%20victims%27%20families.&
text=UPDATE%3A%20Boeing%20 said%20Monday%20it,Muilenburg (accessed
January 27, 2021); and David Gelles, “As Boeing Confronted a Swelling Crisis, It Had
Little to Say,” The New York Times, March 27, 2019.
17. Stephen Wilmot, “The Long-Term Cost of Volkswagen’s Emissions Scandal,” The Wall
Street Journal, September 24, 2019; William Boston, “New CEO Vows to Improve
Volkswagen’s Culture and Brand,” The Wall Street Journal, May 3, 2018; and Jack
Ewing, “Inside VW’s Campaign of Trickery,” The New York Times, May 6, 2017.
18. Quoted in Barton et al., “Leading in the 21st Century.”
19. Darrell Rigby and Barbara Bilodeau, Management Tools and Trends (Bain &
Company, April 5, 2018), www.bain.com/insights/management-tools-and-trends2017/ (accessed January 20, 2020).
20. Katzenbach, et al., “Why Authentic Informal Leaders Are Key to an Organization’s
Emotional Health.”
21. Charles Handy, The Age of Paradox (Boston: Harvard Business School Press, 1994),
pp. 146–147; and Geoff Colvin, “Leader Machines,” Fortune (October 1, 2007),
pp. 98–106.
22. Herminia Ibarra and Morten T. Hansen, “Are You a Collaborative Leader?” Harvard
Business Review (July–August 2011), pp. 69–74.
23. Jackie Krentzman, “Not in My Backyard,” Diversity Woman (September 24, 2019),
www.diversity-woman.com/not-in-my-backyard/ (accessed January 27, 2021).
24. Ibarra and Hansen, “Are You a Collaborative Leader?”; and Sally Helgesen, “Leading
in 24/7: What Is Required?” Leader to Leader (Summer 2012), pp. 38–43.
© 2022 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible
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25. Brooks Barnes, “Amazon Resets Its Film Operation After Rough Year at the Box
Office,” The New York Times (February 18, 2019), www.nytimes.com/2019/02/18/
business/media/amazon-movies-jennifer-salke.html (accessed June 20, 2020); and
Christina Binkley, “How Jennifer Salke Turned/movies-tv/a29461367/jennifer-salkeamazon/ (accessed June 20, 2020).
26. Vanessa Romo, “Oscars: Future Films Must Meet Diversity and Inclusion Rules,” NPR
(June 12, 2020), www.npr.org/sections/live-updates-protests-for-racialjustice/2020/06/12/876481972/oscars-future-films-must-meet-diversity-andinclusion-rules (accessed June 15, 2020); and Ben Fritz, “Hollywood Wrestles with
Diversity,” The Wall Street Journal (February 24, 2016), www.wsj.com/articles/
hollywood-wrestles-with-diversity-1456354526 (accessed May 9, 2016).
27. Kiri O’Brien, “5 Diversity & Inclusion Milestones over the Past Decade,” Druthers
Search (March 3, 2020), www.drutherssearch.com/5-diversity-inclusion-milestonesover-the-past-decade/ (accessed March 20, 2020).
28. See Sue Shellenbarger, “The Best Bosses Are Humble Bosses,” The Wall Street
Journal, October 10, 2018; James Collins, Good to Great: Why Some Companies Make
the Leap . . . and Others Don’t (New York: HarperCollins, 2001); Charles A. O’Reilly III
and Jeffrey Pfeffer, Hidden Value: How Great Companies Achieve Extraordinary Results
with Ordinary People (Boston: Harvard Business School Press, 2000); Rakesh
Khurana, Searching for a Corporate Savior: The Irrational Quest for Charismatic CEOs
(Princeton, NJ: Princeton University Press, 2002); Joseph Badaracco, Leading Quietly
(Boston: Harvard Business School Press, 2002); Ryan Underwood, “The CEO Next
Door,” Fast Company (September 2005), pp. 64–66; and Linda Tischler, “The CEO’s
New Clothes,” Fast Company (September 2005), pp. 27–28.
29. David Brooks, “The Humble Hound,” The New York Times (April 10, 2010): A27;
Charalambos A. Vlachoutsicos, “How to Cultivate Engaged Employees,” Harvard
Business Review (September 2011), pp. 123–126; and Rob Nielsen, Jennifer A.
Marrone, and Holly S. Slay, “A New Look at Humility: Exploring the Humility Concept
and Its Role in Socialized Charismatic Leadership,” Journal of Leadership and
Organizational Science 17, no. 1 (2010), pp. 33–43.
30. Studies cited in Shellenbarger, “The Best Bosses Are Humble Bosses.”
31. Jim Collins, “Level 5 Leadership: The Triumph of Humility and Fierce Resolve,”
Harvard Business Review (January 2001), pp. 67–76; Jim Collins, “Good to Great,” Fast
Company (October 2001), pp. 90–104; Edward Prewitt, “The Utility of Humility,” CIO
(December 1, 2002), pp. 104–110; A. J. Vogl, “Onward and Upward” (an interview
with Jim Collins), Across the Board (September–October 2001), pp 29–34; and Stefan
Stern, “A New Leadership Blueprint,” Management Today (October 1, 2010),
www.managementtoday.co.uk/features/1032244/a-new-blueprint-leaders/
(accessed March 13, 2013).
32. Jim Collins, “Enduring Greatness,” Leadership Excellence (January 2011), p. 8.
33. Adam Lashinsky, “Business-Person of the Year,” Fortune (December 2019),
pp. 75–78; and Harry McCracken, “Microsoft Rewrites the Code,” Fast Company
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website, in whole or in part.
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(September 18, 2017), www.fastcompany.com/40457458/satya-nadella-rewritesmicrosofts-code (accessed July 16, 2020).
34. This discussion is based on Jim Fisher, “A Model of Integrated Leadership,”
Organizational Dynamics 47 (2018), pp. 70–77; Philip A. Dover and Udo Dierk, “The
Ambidextrous Organization: Integrating Managers, Entrepreneurs, and Leaders,”
Journal of Business Strategy 31, no. 5 (2010), pp. 49–58; Gary Yukl and Richard
Lepsinger, “Why Integrating the Leading and Managing Roles Is Essential for
Organizational Effectiveness,” Organizational Dynamics 34, no. 4 (2005), pp. 361–375;
Henry Mintzberg, Managing (San Francisco: Berrett-Koehler, 2009); John Kotter,
“Change Leadership: How Can You Accelerate Results?” Leadership Excellence
(January 2013), pp. 6–7; and Alan Murray, “What Is the Difference Between
Management and Leadership?” The Wall Street Journal (2009),
http://guides.wsj.com/management/developing-a-leadership-style/what-is-thedifference-between-management-and-leadership/ (accessed June 28, 2009).
35. This section is based on John P. Kotter, A Force for Change: How Leadership Differs
from Management (New York: The Free Press, 1990), pp. 3–18; John P. Kotter, “What
Leaders Really Do,” Harvard Business Review (December 2001), pp. 85–96; and ideas
in Kevin Cashman, “Lead with Energy: Apply the Resilience Principle,” Leadership
Excellence (December 2010), p. 7; Henry Mintzberg, Managing (San Francisco:
Berrett-Koehler, 2009); and Mike Maddock, “The One Talent That Makes Good
Leaders Great,” Forbes (September 26, 2012), www.forbes.com/sites/mikemaddock
/2012/09/26/the-one-talent-that-makes-good-leaders-great/ (accessed March 7,
2013).
36. Ann Carrns, “Inventing New Ways to Solve Old Problems,” The New York Times (May
24, 2018), www.nytimes.com/2018/05/24/business/inventing-new-ways-to-solveold-problems.html (accessed February 9, 2021).
37. Stephen Wright, “New Zealand Prime Minister Jacinda Ardern Wins Landslide
Re-Election,” The Wall Street Journal (October 17, 2020), www.wsj.com/articles/newzealand-prime-minister-jacinda-ardern-on-track-for-landslide-re-election11602925740 (accessed January 28, 2021).
38. ‘There’s a Job To Be Done’: New Zealand’s Leader Explains Success Against COVID-19,”
Politico (December 16, 2020), www.politico.com/news/2020/12/16/new-zealandcoronavirus-success-446192 (accessed February 9, 2021).
39. Adam Bryant, “Michel Feaster of Usermind on How to Unlock Employee Potential”
(Corner Office column), The New York Times (August 4, 2017),
www.nytimes.com/2017/08/04/business/corner-office-michel-feasterusermind.html (accessed July 17, 2020).
40. Warren Bennis, Why Leaders Can’t Lead (San Francisco: Jossey Bass, 1989).
41. Chip Cutter, “A Law-Firm Veteran Who Leads by Listening,” The Wall Street Journal
(June 24, 2019), www.wsj.com/articles/a-law-firm-veteran-who-leads-by-listening11561176001#:~:text=Chip %20Cutter,-Biography&text=Andrew%20Glincher%20
never%20expected%20to,employee%20 firm%2C%20began%20in%201987
(accessed July 27, 2020); and Chris Batz, “Andrew Glincher on Leadership and
© 2022 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
12
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Instructor Manual: Daft, The Leadership Experience, 8e, 9780357716304; Chapter 1: What Does It Mean to Be a Leader?
Values,” The Law Firm Leadership Podcast, Episode 23 (May 29, 2018), Lion Group,
https://liongrouprecruiting.com/ep-23-andrew-glincher-ceo-managing-partner-ofnixon-peabody-leadership-values/ (accessed July 21, 2020).
42. Abraham Zaleznik, “Managers and Leaders: Are They Different?” Harvard Business
Review (March–April 1992), pp. 126–135; David Rooke and William R. Torbert, “7
Transformations of Leadership,” Harvard Business Review (April 2005), pp. 67–76;
and Rooke and Torbert, Action Inquiry: The Secret of Timely and Transforming
Leadership (San Francisco: Berrett-Koehler, 2004).
43. Adam Bryant, “Leaders Are Building New Muscles to Deal with the Pandemic,”
Strategy + Business (June 17, 2020), www.strategy-business.com/blog/Leaders-arebuilding-new-muscles-to-deal-with-the-pandemic?gko=7a303 (accessed February
9, 2021).
44. Jared Council, “Capital One Gets the Entire Bank Involved in AI,” The Wall Street
Journal (October 30, 2019), www.wsj.com/articles/capital-one-gets-the-entire-bankinvolved-in-ai-11572427802 (accessed January 28, 2021).
45. Jim Boneau and Gregg Thompson, “Leadership 4.0: It’s a Brave New Approach,”
Leadership Excellence (January 2013), p. 6.
46. Susan R. Komives, Nance Lucas, and Timothy R. McMahon, Exploring Leadership: For
College Students Who Want to Make a Difference (San Francisco: Jossey-Bass
Publishers, 1998); and Shann R. Ferch and Matthew M. Mitchell, “Intentional
Forgiveness in Relational Leadership: A Technique for Enhancing Effective
Leadership,” The Journal of Leadership Studies 7, no. 4 (2001), pp. 70–83.
47. This discussion draws ideas from Boneau and Thompson, “Leadership 4.0: It’s a
Brave New Approach.”
48. Craig L. Pearce, “The Future of Leadership: Combining Vertical and Shared
Leadership to Transform Knowledge Work,” Academy of Management Executive 18,
no. 1 (2004), pp. 47–57.
49. Joann S. Lublin, “Know Enough Not to Act Like a Know-It-All,” The Wall Street Journal
(January 9, 2019), www.wsj.com/articles/know-enough-not-to-act-like-a-know-it-all11547047800 (accessed February 2, 2021).
50. Yi Zhang, Jean Brittain Leslie, and Kelly M. Hannum, “Trouble Ahead: Derailment
Is Alive and Well,” Thunderbird International Business Review 55, no. 1
(January–February 2013), pp. 95–102.
51. See studies reported in Joyce Hogan, Robert Hogan, and Robert B. Kaiser, “Management
Derailment: Personality Assessment and Mitigation,” Hogan Assessment Systems,
www.hoganassessments.com/sites/default/files/Management%20Derailment%205-1l2009%20%282%29_0.pdf (accessed February 12, 2021).
52. Yi Zhang et al., “Trouble Ahead: Derailment Is Alive and Well”; and Morgan W.
McCall Jr. and Michael M. Lombardo, “Off the Track: Why and How Successful
Executives Get Derailed” (Technical Report No. 21) (Greensboro, NC: Center for
Creative Leadership, January 1983).
53. Hogan et al., “Management Derailment: Personality Assessment and Mitigation”;
George Kohlrieser, “People Mistakes: These 10 Are Very Dangerous,” Leadership
© 2022 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible
website, in whole or in part.
13
Get all Chapter’s Instant download by email at etutorsource@gmail.com
Get all Chapter’s Instant download by email at etutorsource@gmail.com
Instructor Manual: Daft, The Leadership Experience, 8e, 9780357716304; Chapter 1: What Does It Mean to Be a Leader?
Excellence (October 2012), p. 16; Clinton O. Longenecker and Laurence S. Fink,
“Fixing Management’s Fatal Flaws,” Industrial Management (July–August 2012),
pp. 12–17; E. Van Velsor and J. B. Leslie, “Why Executives Derail: Perspectives Across
Time and Cultures,” Academy of Management Executive 9, no. 4 (1995), and McCall
and Lombardo, “Off the Track: Why and How Successful Executives Get Derailed.”
54. Melissa Harrell and Lauren Barbato, “Great Managers Still Matter: The
Evolution of Google’s Project Oxygen,” Google Blog (February 27, 2018),
https://rework.withgoogle.com/blog/the-evolution-of-project-oxygen/ (accessed
January 8, 2019); Adam Bryant, “The Quest to Build a Better Boss,” The New York
Times, March 13, 2011; and David A. Garvin, “How Google Sold Its Engineers on
Management,” Harvard Business Review (December 2013), pp. 74–82.
55. “Are Leaders Born or Made? Perspectives from the Executive Suite,” Center for
Creative Leadership (May 2020), www.ccl.org/articles/quickview-leadershiparticles/are-leaders-born-or-made-perspectives-from-the-executive-suite/ (accessed
February 10, 2021).
56. Based on comments by A. G. Lafley, CEO of Procter & Gamble, in Nancy Koehn, “The
Leadership Journey of Abraham Lincoln,” McKinsey Quarterly (May 29, 2018),
www.mckinsey.com/featured-insights/leadership/the-leadership-journey-ofabraham-lincoln (accessed February 4, 2021).
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