The Leadership Experience, 5e Richard L. Daft Owen Graduate School of Management Vanderbilt University With the assistance of Patricia G. Lane The Leadership Experience, Fifth Edition Richard L. Daft With the assistance of Patricia G. Lane Vice President of Editorial, Business: Jack W. Calhoun Vice President/Editor-in-Chief: Melissa Acuña Executive Editor: Scott Person Developmental Editor: Erin Guendelsberger Marketing Manager: Clinton Kernen Marketing Coordinator: Julia Tucker Senior Content Project Manager: Colleen A. 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For your course and 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 the United States of America 1 2 3 4 5 6 7 13 12 11 10 09 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 35 2. Traits, Behaviors, and Relationships 36 3. Contingency Approaches to Leadership 64 FM-2 Daft Part 3: The Personal Side of Leadership 97 4. The Leader as an Individual 98 5. Leadership Mind and Heart 132 6. Courage and Moral Leadership 164 7. Followership 194 Part 4: The Leader as a Relationship Builder 223 8. Motivation and Empowerment 224 9. Leadership Communication 260 10. Leading Teams 292 11. Developing Leadership Diversity 328 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 426 15. Leading Change 456 Name Index 491 Index of Organizations 495 Subject Index 499 CONTENTS Part 1: Introduction to Leadership 1 Chapter 1: What Does It Mean to Be a Leader? 2 The Nature of Leadership 4 Definition of Leadership 5 Leadership and the Business of Living 6 The New Reality for Today’s Organizations 7 From Stability to Change and Crisis Management 8 From Control to Empowerment 9 From Competition to Collaboration 9 Leader’s Bookshelf 10 Leader’s Self-Insight 1.1 11 Daft FM-3 From Uniformity to Diversity 12 From Self-Centered to Higher Ethical Purpose 12 Consider This! 13 From Hero to Humble 13 In the Lead 13 Leadership and the Wall Street Meltdown 14 Comparing Management and Leadership 15 Providing Direction 15 Aligning Followers 16 Building Relationships 16 Leader’s Self-Insight 1.2 17 Developing Personal Leadership Qualities 18 In the Lead 18 Creating Outcomes 19 Evolving Theories of Leadership 19 Historical Overview of Major Approaches 19 A Model of Leadership Evolution 20 Leadership Is Intentional 22 Leader’s Self-Insight 1.3 24 Learning the Art and Science of Leadership 25 Organization of the Rest of the Book 26 Leadership Essentials 27 Discussion Questions 28 Leadership at Work 28 Leadership Right–Wrong 28 Leadership Development: Cases for Analysis 29 Sales Engineering Division 29 Studer International 30 References 31 Part 2: Research Perspectives on Leadership 35 FM-4 Daft Chapter 2: Traits, Behaviors, and Relationships 36 Know Your Strengths 38 The Trait Approach 38 Leader’s Bookshelf 39 Leader’s Self-Insight 2.1 41 In the Lead 43 Behavior Approaches 43 Consider This! 44 Autocratic versus Democratic Leadership 44 In the Lead 45 Ohio State Studies 46 Leader’s Self-Insight 2.2 47 In the Lead 47 University of Michigan Studies 48 The Leadership Grid 49 In the Lead 50 Theories of a “High-High” Leader 50 Individualized Leadership 51 Vertical Dyad Linkage Model 52 Leader–Member Exchange 53 Partnership Building 53 Leader’s Self-Insight 2.3 54 Entrepreneurial Leadership 55 Matching Leaders with Roles 55 Leadership Essentials 57 Discussion Questions 57 Leadership at Work 58 Your Ideal Leader Traits 58 Leadership Development: Cases for Analysis 59 Consolidated Products 59 Daft FM-5 D. L. Woodside, Sunshine Snacks 60 References 61 Chapter 3: Contingency Approaches to Leadership 64 The Contingency Approach 66 Leader’s Bookshelf 67 Fiedler’s Contingency Model 68 Leader’s Self-Insight 3.1 69 Leadership Style 69 Situation 70 Contingency Theory 70 In the Lead 72 Hersey and Blanchard’s Situational Theory 73 Leader Style 73 Follower Readiness 73 Leader’s Self-Insight 3.2 76 In the Lead 77 Path–Goal Theory 77 Leader Behavior 78 In the Lead 79 Consider This! 80 Situational Contingencies 80 Use of Rewards 81 The Vroom–Jago Contingency Model 82 Leader Participation Styles 82 Diagnostic Questions 83 Selecting a Decision Style 84 In the Lead 87 Substitutes for Leadership 88 Leader’s Self-Insight 3.3 90 Leadership Essentials 91 FM-6 Daft Discussion Questions 91 Leadership at Work 92 Task versus Relationship Role Play 92 Leadership Development: Cases for Analysis 93 Alvis Corporation 93 Finance Department 94 References 95 CONTENTS Part 3: The Personal Side of Leadership 97 Chapter 4: The Leader as an Individual 98 Personality and Leadership 100 A Model of Personality 100 Leader’s Self-Insight 4.1 101 In the Lead 102 Personality Traits and Leader Behavior 104 In the Lead 105 Leader’s Self-Insight 4.2 106 Values and Attitudes 107 Instrumental and End Values 107 Leader’s Self-Insight 4.3 108 Consider This! 109 In the Lead 109 How Attitudes Affect Leadership 110 Leader’s Bookshelf 111 Social Perception and Attribution Theory 112 Perceptual Distortions 113 Attribution Theory 114 In the Lead 115 Cognitive Differences 116 Patterns of Thinking and Brain Dominance 116 Daft FM-7 Leader’s Self-Insight 4.4 117 In the Lead 119 Problem-Solving Styles: The Myers–Briggs Type Indicator 119 Working with Different Personality Types 121 Leader’s Self-Insight 4.5 122 Leadership Essentials 125 Discussion Questions 125 Leadership at Work 126 Past and Future 126 Leadership Development: Cases for Analysis 127 International Bank 127 Environmental Designs International 128 References 130 Chapter 5: Leadership Mind and Heart 132 Leader Capacity versus Competence 134 Mental Models 135 Assumptions 136 In the Lead 136 Changing Mental Models 137 Developing a Leader’s Mind 138 Independent Thinking 138 Leader’s Bookshelf 139 Open-Mindedness 140 Leader’s Self-Insight 5.1 141 Consider This! 142 Systems Thinking 142 Personal Mastery 144 Emotional Intelligence—Leading with Heart and Mind 145 What Are Emotions? 146 The Components of Emotional Intelligence 147 FM-8 Daft In the Lead 149 Leader’s Self-Insight 5.2 150 The Emotionally Competent Leader 150 The Emotional Intelligence of Teams 152 Leading with Love versus Leading with Fear 152 Leader’s Self-Insight 5.3 153 Fear in Organizations 153 Bringing Love to Work 154 In the Lead 156 Why Followers Respond to Love 156 Leadership Essentials 157 Discussion Questions 158 Leadership at Work 158 Mentors 158 Leadership Development: Cases for Analysis 159 The New Boss 159 The USS Florida 160 References 161 Chapter 6: Courage and Moral Leadership 164 Moral Leadership Today 166 The Ethical Climate in U.S. Business 167 What Leaders Do to Make Things Go Wrong 167 Leader’s Self-Insight 6.1 169 Acting Like a Moral Leader 170 In the Lead 171 Becoming a Moral Leader 172 Servant Leadership 174 Authoritarian Management 175 Participative Management 175 Stewardship 175 Daft FM-9 The Servant Leader 176 In the Lead 177 Leader’s Self-Insight 6.2 179 Leadership Courage 180 What Is Courage? 180 Consider This! 180 In the Lead 182 Leader’s Self-Insight 6.3 183 How Does Courage Apply to Moral Leadership? 184 Finding Personal Courage 185 Leader’s Bookshelf 186 Leadership Essentials 187 Discussion Questions 188 Leadership at Work 189 Scary Person 189 Leadership Development: Cases for Analysis 189 Sycamore Pharmaceuticals 189 The Boy, the Girl, the Ferryboat Captain, and the Hermits 190 References 191 Chapter 7: Followership 194 The Role of Followers 196 In the Lead 196 Styles of Followership 197 Leader’s Self-Insight 7.1 199 In the Lead 200 Demands on the Effective Follower 201 Consider This! 201 In the Lead 203 Developing Personal Potential 203 From Dependence to Independence 204 FM-10 Daft Effective Interdependence 205 What Leaders Want from Followers 206 Leader’s Bookshelf 207 Strategies for Managing Up 207 Leader’s Self-Insight 7.2 208 Be a Resource for the Leader 209 Help the Leader Be a Good Leader 210 Build a Relationship with the Leader 210 In the Lead 210 View the Leader Realistically 211 What Followers Want from Leaders 211 Clarity of Direction 212 Frequent, Specific, and Immediate Feedback 212 Leader’s Self-Insight 7.3 213 Coaching to Develop Potential 215 Leadership Essentials 217 Discussion Questions 218 Leadership at Work 218 Follower Role Play 218 Leadership Development: Cases for Analysis 219 General Products Britain 219 Jake’s Pet Land 220 References 221 Chapter 8: Motivation and Empowerment 224 Leadership and Motivation 226 Intrinsic and Extrinsic Rewards 227 Higher versus Lower Needs 228 Needs-Based Theories of Motivation 229 Hierarchy of Needs Theory 229 Two-Factor Theory 230 Daft FM-11 Leader’s Self-Insight 8.1 232 In the Lead 232 Acquired Needs Theory 233 Other Motivation Theories 234 Reinforcement Perspective on Motivation 234 Expectancy Theory 235 In the Lead 237 Equity Theory 237 Leader’s Self-Insight 8.2 238 The Carrot-and-Stick Controversy 239 In the Lead 240 Consider This! 242 Empowering People to Meet Higher Needs 243 Elements of Empowerment 243 Empowerment Applications 244 Leader’s Self-Insight 8.3 246 Employee Engagement Programs 246 Giving Meaning to Work Through Engagement 246 Leader’s Bookshelf 248 In the Lead 248 Other Approaches 249 Leadership Essentials 251 Discussion Questions 252 Leadership at Work 253 Should, Need, Like, Love 253 Leadership Development: Cases for Analysis 254 Montego Bay 254 Cub Scout Pack 81 255 References 256 Chapter 9: Leadership Communication 260 FM-12 Daft How Leaders Communicate 262 Management Communication 263 Leader’s Self-Insight 9.1 264 The Leader as Communication Champion 265 Consider This! 265 Leading Strategic Conversations 266 Creating an Open Communication Climate 267 In the Lead 267 Asking Questions 268 Listening 269 Leader’s Self-Insight 9.2 270 Discerning Hot Topics 270 In the Lead 271 Dialogue 272 The Johari Window 273 Leader’s Bookshelf 274 Communicating to Persuade and Influence 276 Selecting Rich Communication Channels 277 The Continuum of Channel Richness 277 Leader’s Self-Insight 9.3 279 Effectively Using Electronic Communication Channels 280 In the Lead 280 Nonverbal Communication 281 Communicating in a Crisis 283 In the Lead 284 Leadership Essentials 285 Discussion Questions 285 Leadership at Work 286 Listen Like a Professional 286 Leadership Development: Cases for Analysis 287 Daft FM-13 The Superintendent’s Directive 287 The Saddle Creek Deli 288 References 290 Chapter 10: Leading Teams 292 Teams in Organizations 294 What Is a Team? 294 Consider This! 295 The Dilemma of Teams 296 Leader’s Bookshelf 297 How Teams Develop 298 Team Types and Characteristics 299 Traditional Types of Teams 300 In the Lead 300 Understanding Team Characteristics 303 In the Lead 304 Team Effectiveness 305 Team Cohesiveness and Effectiveness 306 Leader’s Self-Insight 10.1 307 Meeting Task and Socioemotional Needs 307 The Team Leader’s Personal Role 308 Recognize the Importance of Shared Purpose and Values 309 Build Consensus 309 Admit Your Mistakes 309 Leader’s Self-Insight 10.2 310 Provide Support and Coaching to Team Members 310 The Leader’s New Challenge: Virtual and Global Teams 311 Virtual Teams 312 In the Lead 313 Global Teams 314 Handling Team Conflict 315 FM-14 Daft Causes of Conflict 316 In the Lead 316 Styles to Handle Conflict 317 Other Approaches 318 Leader’s Self-Insight 10.3 319 Leadership Essentials 320 Discussion Questions 321 Leadership at Work 321 Team Feedback 321 Leadership Development: Cases for Analysis 322 Valena Scientific Corporation 322 Devereaux-Dering Group 324 References 325 Chapter 11: Developing Leadership Diversity 328 Leading People Who Aren’t Like You 330 Leader’s Self-Insight 11.1 331 Diversity Today 331 Definition of Diversity 332 Changing Attitudes Toward Diversity 333 In the Lead 333 The Value of Organizational Diversity 333 Consider This! 335 Challenges Minorities Face 335 Leader’s Self-Insight 11.2 336 Prejudice, Stereotypes, and Discrimination 336 Unequal Expectations 337 The Glass Ceiling 338 Leader’s Bookshelf 339 The Opportunity Gap 340 In the Lead 340 Daft FM-15 Ways Women Lead 341 Women as Leaders 341 Is Leader Style Gender-Driven? 342 In the Lead 343 Global Diversity 344 The Sociocultural Environment 344 Leader’s Self-Insight 11.3 345 Social Value Systems 346 Developing Cultural Intelligence 347 Leadership Implications 348 Becoming an Inclusive Leader 349 Stages of Personal Diversity Awareness 349 Ways to Enhance Personal Diversity Awareness 350 Personal Qualities for Leading Diverse People 351 In the Lead 352 Leadership Essentials 353 Discussion Questions 353 Leadership at Work 354 Personal Diversity 354 Leadership Development: Cases for Analysis 355 Northern Industries 355 The Trouble with Bangles 356 References 357 Chapter 12: Leadership Power and Influence 360 Three Kinds of Influential Leadership 362 Transformational Leadership 362 Charismatic Leadership 364 Coalitional Leadership 365 Leader’s Self-Insight 12.1 366 Leader’s Self-Insight 12.2 367 FM-16 Daft In the Lead 367 Power, Influence, and Leadership 369 Hard Versus Soft Power 369 In the Lead 371 Follower Responses to the Use of Power 372 Consider This! 372 Sources of Leader Power 373 Dependency 373 Control over Resources 374 Control over Information 375 Increasing Power Through Political Activity 375 Leader Frames of Reference 376 Political Tactics for Asserting Leader Influence 377 Leader’s Self-Insight 12.3 378 Leader’s Bookshelf 379 In the Lead 381 In the Lead 382 Ethical Considerations in Using Power and Politics 383 Leadership Essentials 384 Discussion Questions 385 Leadership at Work 386 Circle of Influence 386 Leadership Development: Cases for Analysis 387 The Unhealthy Hospital 387 Waite Pharmaceuticals 388 References 389 Part 5: The Leader as Social Architect 393 Chapter 13: Creating Vision and Strategic Direction 394 Strategic Leadership 396 Leadership Vision 397 Daft FM-17 Leader’s Self-Insight 13.1 398 What Vision Does 400 Leader’s Self-Insight 13.2 401 In the Lead 402 Common Themes of Vision 402 Consider This! 403 A Vision Works at Multiple Levels 404 In the Lead 404 Mission 405 What Mission Does 406 Leader’s Bookshelf 407 A Framework for Noble Purpose 408 In the Lead 409 Strategy in Action 410 Deciding How to Achieve the Vision 410 Deciding How to Execute 412 The Leader’s Contribution 414 In the Lead 414 Stimulating Vision and Action 415 Leader’s Self-Insight 13.3 416 How Leaders Decide 417 Leadership Essentials 418 Discussion Questions 418 Leadership at Work 419 Future Thinking 419 Leadership Development: Cases for Analysis 421 Metropolis Police Department 421 The Visionary Leader 421 References 423 Chapter 14: Shaping Culture and Values 426 FM-18 Daft Organizational Culture 428 What Is Culture? 428 Leader’s Self-Insight 14.1 430 Importance of Culture 430 In the Lead 431 Consider This! 432 Culture Strength, Adaptation, and Performance 432 Adaptive Cultures 433 The High-Performance Culture 434 Leader’s Self-Insight 14.2 435 Cultural Leadership 436 Ceremonies 437 Stories 437 Symbols 438 Specialized Language 438 Selection and Socialization 438 Daily Actions 439 The Competing Values Approach to Shaping Culture 440 Adaptability Culture 440 In the Lead 441 Leader’s Self-Insight 14.3 442 Achievement Culture 443 Clan Culture 443 Leader’s Bookshelf 444 Bureaucratic Culture 444 Ethical Values in Organizations 445 In the Lead 445 Values-Based Leadership 446 Personal Ethics 446 Spiritual Values 447 Daft FM-19 Leader’s Self-Insight 14.4 448 In the Lead 450 Leadership Essentials 451 Discussion Questions 452 Leadership at Work 452 Walk the Talk 452 Leadership Development: Cases for Analysis 453 Lisa Benavides, Forest International 453 5 Star and Amtech 455 References 456 Chapter 15: Leading Change 458 Change or Perish 460 In the Lead 461 Leader’s Self-Insight 15.1 462 A Framework for Leading Change 462 Appreciative Inquiry 465 Leader’s Self-Insight 15.2 466 Leading a Major Change 466 Leading Everyday Change 468 In the Lead 468 Leading for Innovation 469 The Creative Organization 469 Leader’s Bookshelf 472 Leading Creative People 472 Leader’s Self-Insight 15.3 474 Implementing Change 478 Consider This! 478 Tools for Implementation 479 In the Lead 480 The Two Faces of Change 481 FM-20 Daft Leadership and Downsizing 481 Leadership Essentials 482 Discussion Questions 483 Leadership at Work 483 Organizational Change Role Play 483 Leadership Development: Cases for Analysis 485 American Tool & Die 485 Riverside Pediatric Associates 486 References 488 Name Index 491 Index of Organizations 495 Subject Index 499 ABOUT THE AUTHOR Richard L. Daft, Ph.D., is the Brownlee O. Currey, Jr., Professor of Management in the Owen Graduate School of Management at Vanderbilt University. Professor Daft specializes in the study of leadership and organization 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 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 13 books, including Organization Theory and Design (SouthWestern, 2010), Management (South-Western, 2010), and What to Study: Generating and Developing Research Questions (Sage, 1982). He coauthored, with Robert Lengel, Fusion Leadership: Unlocking the Subtle Forces That Change People and Organizations (Berrett-Koehler, 2000). His most recent book, The Executive and the Elephant, will be available in 2010 (Jossey-Bass). He has also authored dozens of scholarly articles, papers, and chapters. His work has been published in Administrative Science Quarterly, Academy of Management Journal, Academy of Management Review, Strategic Management Journal, Journal of Management, Accounting Organizations and Society, Management Science, MIS Quarterly, California Management Review, and Organizational Behavior Teaching Review. Professor Daft has been awarded several government research grants to pursue studies of organization design, organizational innovation and change, strategy implementation, and organizational information processing. Dr. Daft also is an active teacher and consultant. He has taught management, leadership, organizational change, organizational theory, and organizational behavior. He has served as associate dean, 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 American Banking Association, AutoZone, Bell Canada, Nortel, Bridgestone, TVA, Pratt & Whitney, Allstate Insurance, State Farm Insurance, the United States Air Force, the U.S. Army, J. C. Bradford & Co., Central Parking System, USAA, Bristol-Myers Squibb, First American National Bank, and the Vanderbilt University Medical Center. PREFACE Daft FM-21 Many leaders have recently had their assumptions challenged about how organizations work. The crisis in the housing, mortgage, and finance industries and resulting recession, the failures of several large long-standing organizations and the government bailout of others, volatile oil prices, ethical scandals, political turmoil, and other events have dramatically shifted the organizational and economic landscape. Leaders are struggling to make sense of the shifting environment and learn how to lead effectively and successfully in the midst of turmoil. This edition of The Leadership Experience addresses themes and issues that are directly relevant to the current turbulent environment. My vision for the fifth 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 applications with established scholarly research in a way that makes the topic of leadership 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 emergence of e-business, the use of virtual teams, globalization, 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 leadership to students and managers, and working with leaders to change their organizations, 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 importance 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 Fifth Edition A primary focus for revising The Leadership Experience, fifth edition, has been to relate leadership concepts and theories to events in today’s turbulent environment. Each chapter has been thoroughly revised and updated to bring in current issues that leaders face. Sections that are particularly relevant to fast-shifting current events have been marked with a “Turbulent Times” icon. Topics that have been added or expanded in the fifth edition include the Wall Street meltdown; developing leadership courage as a skill; appreciative inquiry; soft versus hard power; leadership coaching; operational, collaborative, and advisory leadership roles; coalitional leadership; understanding one’s leadership strengths; entrepreneurial leadership; leading diverse people and people with varied personalities; enhancing emotional intelligence; the Johari Window framework; nonverbal communication; the dilemma of teamwork; the team leader’s role in shaping norms; leading virtual teams; leader frames of reference; open innovation; and building ethical corporate cultures. The book also includes several new cases for analysis that are related to current issues. 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 selfunderstanding, and the fifth edition provides numerous opportunities for this 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 are innovation, networking, personality traits, leading diverse people, developing a personal vision, spiritual leadership, leadership courage, 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. Organization FM-22 Daft 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 leadership, 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. Turbulent Times This new feature calls attention to examples, book reviews, or topics that are related to current issues leaders face in today’s fast-shifting and uncertain world. 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 spotlight 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 Each chapter also 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. Action Memo This margin feature helps students apply the chapter concepts in their own lives and leadership activities, as well as directs students to self-assessments related to various chapter topics. Leader’s Self-Insight boxes provide self-assessments for learners and an opportunity to experience leadership issues in a personal way. These exercises take the form of questionnaires, scenarios, and activities. Student Development Each chapter ends with Discussion Questions and then two activities 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 inclass learning with the Leadership at Work exercises. Leadership Development—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. Ancillaries Daft FM-23 This edition offers a wider range than previous editions of instructor ancillaries to fully enable instructors to bring the leadership experience into the classroom. These ancillaries include: Instructor’s Manual with Test Bank (ISBN: 1-1110-5882-2) A comprehensive Instructor’s Manual and Test Bank is available to assist in lecture preparation. Included in the Instructor’s Manual are the chapter outlines, suggested answers to end-of-chapter materials, and suggestions for further study. The Test Bank includes approximately 60 questions per chapter to assist in writing examinations. Types of questions include true/false, multiple choice, completion, short-answer, and essay. For this edition, we’ve doubled the number of multiple-choice questions. Instructor’s Resource CD-ROM (ISBN: 1-1110-5881-4) Key instructor ancillaries (Instructor’s Manual, Test Bank, ExamView, and PowerPoint slides) are provided on CD-ROM, giving instructors the ultimate tool for customizing lectures and presentations. ExamView Available on the Instructor’s Resource CD, ExamView contains all of the questions in the printed test bank. This program is an easy-to-use test creation software compatible with Windows or Macintosh. Instructors can add or edit questions, instructions, and answers, and select questions (randomly or numerically) by previewing them on the screen. PowerPoint Lecture Presentation An asset to any instructor, the lectures provide outlines for every chapter, graphics of the illustrations from the text, and additional examples providing instructors with a number of learning opportunities for students. Videos (ISBN: 0-538-46970-6) Videos compiled specifically to accompany The Leadership Experience, fifth edition, use real-world companies to illustrate international business concepts as outlined in the text. Focusing on both small and large businesses, the videos give students an inside perspective on the situations and issues that global corporations face. Companion Web site (www.cengage.com/management/daft) The Leadership Experience’s Web site provides a multitude of resources for both instructors and students. Premium Web site (www.cengage.com/login) This new optional Premium Web site features text-specific resources that enhance student learning by bringing concepts to life. Dynamic interactive learning tools include online quizzes, flashcards, PowerPoint slides, learning games, and more. 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, Barbara Haselton, for the tremendous volume and quality of work she accomplished on my behalf that gave me time to write. Jim Bradford, the Dean at Owen, and Dawn Iacobucci, the Senior 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 FM-24 Daft support from friends and colleagues at the Owen School—Bruce Barry, Ray Friedman, Neta Moye, Rich Oliver, David Owens, Ranga Ramanujam, Bart Victor, and Tim Vogus. I want to acknowledge the reviewers who provided feedback. Their ideas helped me improve the book in many areas: Thomas H. Arcy Janey Ayres University of Houston—Central Campus Purdue University Kristin Backhaus Bill Bommer SUNY New Paltz Georgia State University William Russell Brown Jared Caughron Navarro College University of Oklahoma Glenn K. Cunningham Ron Franzen Duquesne University Saint Luke’s Hospital Delia J. Haak Nell Hartley John Brown University Robert Morris College Ann Horn-Jeddy Ellen Jordan Medaille College Mount Olive College Gregory Manora Joseph Martelli Auburn University–Montgomery The University of Findlay Richard T. Martin Mark Nagel Washburn University Normandale Community College Ranjna Patel Chad Peterson Bethune Cookman College Baylor University Gordon Riggles Bill Service University of Colorado Samford University Dan Sherman Bret Simmons University of Alabama at Huntsville North Dakota State University Shane Spiller Shand H. Stringham University of Montevallo Duquesne University Ahmad Tootonchi Mary L. Tucker Frostburg State University Ohio University Joseph W. Weiss Xavier Whitaker Daft FM-25 Bentley University Baylor University Donald D. White Jean Wilson University of Arkansas The College of William and Mary George A. Wynn University of Tampa The editors at South-Western also deserve special mention. Scott Person and Joe Sabatino, Executive Editors, supported the concept for this book and obtained the resources necessary for its completion. Erin Guendelsberger, Developmental Editor, provided terrific support for the book’s writing, reviews, and production. Colleen Farmer, Senior Content Project Manager, smoothly took the book through the production process. Tippy McIntosh, Art Director, created the design for the fifth edition. Clinton Kernen, Marketing Manager, led the marketing efforts for the book. I also thank Bob Lengel, at the University of Texas at San Antonio. Bob’s enthusiasm 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 collaboration on the book Fusion Leadership: Unlocking the Subtle Forces That Change People and Organizations. I thank Bob for keeping our shared leadership dream alive, which in time enabled me to pursue my dream of writing this leadership textbook. Finally, I want to acknowledge my loving family. I received much love and support from my wife, Dorothy Marcic, and 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 grandchildren. On occasion, we have been able to travel, ski, watch a play, or just be together—all of which reconnect me to the things that really count. FM-26 Daft