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• Preface
• Acknowledgments
• About the Author
• About the Contributors
• Chapter 1 Introduction
• Leadership Defined
• Ways of Conceptualizing Leadership
• Definition and Components
• Leadership Described
• Trait Versus Process Leadership
• Assigned Versus Emergent Leadership
• Leadership and Power
• Leadership and Coercion
• Leadership and Morality
• Leadership Is a Neutral Process
• Leadership Is a Moral Process
• Leadership and Management
• Plan of the Book
• Case Study
• Case 1.1 Open Mouth . . .
• Leadership Instrument
• Conceptualizing Leadership Questionnaire
• Summary
• Chapter 2 Trait Approach
• Description
• Intelligence
• Self-Confidence
• Determination
• Integrity
• Sociability
• Five-Factor Personality Model and Leadership
• Strengths and Leadership
• Emotional Intelligence
• How Does the Trait Approach Work?
• Strengths
• Criticisms
• Application
• Case Studies
• Case 2.1 Choosing a New Director of Research
• Case 2.2 Recruiting for the Bank
• Case 2.3 Elon Musk
• Leadership Instrument
• Leadership Trait Questionnaire (LTQ)
• Summary
• Chapter 3 Skills Approach
• Description
• Three-Skill Approach
• Technical Skills
• Human Skills
• Conceptual Skills
• Summary of the Three-Skill Approach
• Skills Model
• Individual Attributes
• Competencies
• Influences on Skills Development
• Leadership Outcomes
• Summary of the Skills Model
• How Does the Skills Approach Work?
• Strengths
• Criticisms
• Application
• Case Studies
• Case 3.1 A Strained Research Team
• Case 3.2 Andy’s Recipe
• Case 3.3 2019 Global Teacher of the Year: Peter Tabichi
• Leadership Instrument
• Skills Inventory
• Summary
• Chapter 4 Behavioral Approach
• Description
• Task and Relationship Behaviors
• Task Orientation
• Relationship Orientation
• Historical Background of the Behavioral Approach
• The Ohio State Studies
• The University of Michigan Studies
• Blake and Mouton’s Managerial (Leadership) Grid
• Paternalism/Maternalism
• Opportunism
• Recent Studies
• How Does the Behavioral Approach Work?
• Strengths
• Criticisms
• Application
• Case Studies
• Case 4.1 A Drill Sergeant at First
• Case 4.2 We Are Family
• Case 4.3 Cheer Coach Monica Aldama
• Leadership Instrument
• Leadership Behavior Questionnaire
• Summary
• Chapter 5 Situational Approach
• Description
• Leadership Style
• Development Level
• How Does SLII® Work?
• Strengths
• Criticisms
• Application
• Case Studies
• Case 5.1 Marathon Runners at Different Levels
• Case 5.2 Getting the Message Across
• Case 5.3 Philosophies of Chinese Leadership
• Leadership Instrument
• SLII® Questionnaire: Sample Items
• Summary
• Chapter 6 Path–Goal Theory
• Description
• Leader Behaviors
• Directive Leadership
• Supportive Leadership
• Participative Leadership
• Achievement-Oriented Leadership
• Follower Characteristics
• Task Characteristics
• How Does Path–Goal Theory Work?
• Strengths
• Criticisms
• Application
• Case Studies
• Case 6.1 Three Shifts, Three Supervisors
• Case 6.2 Playing in the Orchestra
• Case 6.3 Row the Boat
• Leadership Instrument
• Path–Goal Leadership Questionnaire
• Summary
• Chapter 7 Leader–Member Exchange Theory
• Description
• Early Studies
• Later Studies
• Leadership Development
• Emotions and LMX Development
• How Does LMX Theory Work?
• Strengths
• Criticisms
• Application
• Case Studies
• Case 7.1 His Team Gets the Best Assignments
• Case 7.2 Working Hard at Being Fair
• Case 7.3 Pixar: Creating Space for Success
• Leadership Instrument
• LMX-7 Questionnaire
• Summary
• Chapter 8 Transformational Leadership
• Description
• Transformational Leadership Defined
• Transformational Leadership and Charisma
• A Model of Transformational Leadership
• Transformational Leadership Factors
• Transactional Leadership Factors
• Nonleadership Factor
• Transformational Leadership Measurements
• Other Transformational Perspectives
• Bennis and Nanus
• Kouzes and Posner
• How Does the Transformational Leadership Approach Work?
• Strengths
• Criticisms
• Application
• Case Studies
• Case 8.1 The Vision Failed
• Case 8.2 An Exploration in Leadership
• Case 8.3 Grandmothers and Benches
• Leadership Instrument
• Transformational Leadership Inventory
• Summary
• Chapter 9 Authentic Leadership
• Description
• Authentic Leadership Defined
• Approaches to Authentic Leadership
• Practical Approach
• Theoretical Approach
• How Does Authentic Leadership Work?
• Strengths
• Criticisms
• Application
• Case Studies
• Case 9.1 Am I Really a Leader?
• Case 9.2 Kassy’s Story
• Case 9.3 The Arena of Authenticity
• Leadership Instrument
• Authentic Leadership Self-Assessment Questionnaire
• Summary
• Chapter 10 Servant Leadership
• Description
• Servant Leadership Defined
• Historical Basis of Servant Leadership
• Ten Characteristics of a Servant Leader
• Building a Theory About Servant Leadership
• Model of Servant Leadership
• Antecedent Conditions
• Servant Leader Behaviors
• Outcomes
• Summary of the Model of Servant Leadership
• How Does Servant Leadership Work?
• Strengths
• Criticisms
• Application
• Case Studies
• Case 10.1 Global Health Care
• Case 10.2 Servant Leadership Takes Flight
• Case 10.3 Energy to Inspire the World
• Leadership Instrument
• Servant Leadership Questionnaire
• Summary
• Chapter 11 Adaptive Leadership
• Description
• Adaptive Leadership Defined
• A Model of Adaptive Leadership
• Situational Challenges
• Technical Challenges
• Technical and Adaptive Challenges
• Adaptive Challenges
• Leader Behaviors
• Adaptive Work
• How Does Adaptive Leadership Work?
• Strengths
• Criticisms
• Application
• Case Studies
• Case 11.1 Silence, Stigma, and Mental Illness
• Case 11.2 Taming Bacchus
• Case 11.3 Agonizing Options for Marlboro College
• Leadership Instrument
• Adaptive Leadership Questionnaire
• Summary
• Chapter 12 Inclusive Leadership
• Description
• Inclusion Defined
• A Model of Inclusive Leadership
• Antecedent Conditions
• Leader Characteristics
• Group Diversity Cognitions
• Organizational Policies and Practices
• Inclusive Leadership Behaviors
• Outcomes
• How Does Inclusive Leadership Work?
• Strengths
• Criticisms
• Application
• Assessment
• Challenge
• Support
• Case Studies
• Case 12.1 Difficult Decision
• Case 12.2 The Extraversion Advantage
• Case 12.3 Inclusive Leadership During a Crisis
• Leadership Instrument
• Inclusive Leadership Reflection Instrument
• Summary
• Chapter 13 Followership
• Description
• Followership Defined
• Role-Based and Relational-Based Perspectives
• Typologies of Followership
• The Zaleznik Typology
• The Kelley Typology
• The Chaleff Typology
• The Kellerman Typology
• Theoretical Approaches to Followership
• Reversing the Lens
• The Leadership Co-Created Process
• New Perspectives on Followership
• Perspective 1: Followers Get the Job Done
• Perspective 2: Followers Work in the Best Interest of the Organization’s Mission
• Perspective 3: Followers Challenge Leaders
• Perspective 4: Followers Support the Leader
• Perspective 5: Followers Learn From Leaders
• Followership and Destructive Leaders
• 1. Our Need for Reassuring Authority Figures
• 2. Our Need for Security and Certainty
• 3. Our Need to Feel Chosen or Special
• 4. Our Need for Membership in the Human Community
• 5. Our Fear of Ostracism, Isolation, and Social Death
• 6. Our Fear of Powerlessness to Challenge a Bad Leader
• How Does Followership Work?
• Strengths
• Criticisms
• Application
• Case Studies
• Case 13.1 Bluebird Care
• Case 13.2 Olympic Rowers
• Case 13.3 Penn State Sexual Abuse Scandal
• Leadership Instrument
• Followership Questionnaire
• Summary
• Chapter 14 Gender and Leadership
• Description
• The Glass Ceiling Turned Labyrinth
• Evidence of the Leadership Labyrinth
• Understanding the Labyrinth
• Gender Differences in Leadership Styles and Effectiveness
• Navigating the Labyrinth
• Strengths
• Criticisms
• Application
• Case Studies
• Case 14.1 The “Glass Ceiling”
• Case 14.2 Pregnancy as a Barrier to Job Status
• Case 14.3 Jacinda Ardern, Prime Minister of New Zealand
• Leadership Instrument
• Gender-Leader Bias Questionnaire
• Summary
• Chapter 15 Leadership Ethics
• Description
• Ethics Defined
• Level 1. Preconventional Morality
• Level 2. Conventional Morality
• Level 3. Postconventional Morality
• Ethical Theories
• Centrality of Ethics to Leadership
• Heifetz’s Perspective on Ethical Leadership
• Burns’s Perspective on Ethical Leadership
• The Dark Side of Leadership
• Principles of Ethical Leadership
• Ethical Leaders Respect Others
• Ethical Leaders Serve Others
• Ethical Leaders Are Just
• Ethical Leaders Are Honest
• Ethical Leaders Build Community
• Strengths
• Criticisms
• Application
• Case Studies
• Case 15.1 Choosing a Research Assistant
• Case 15.2 Reexamining a Proposal
• Case 15.3 Ship Shape
• Leadership Instrument
• Ethical Leadership Style Questionnaire (Short Form)
• Summary
• Chapter 16 Team Leadership
• Description
• Team Leadership Model
• Team Effectiveness
• Leadership Decisions
• Leadership Actions
• How Does the Team Leadership Model Work?
• Strengths
• Criticisms
• Application
• Case Studies
• Case 16.1 Team Crisis Within the Gates
• Case 16.2 Starts With a Bang, Ends With a Whimper
• Case 16.3 1980 U.S. Olympic Hockey Team
• Leadership Instrument
• Team Excellence and Collaborative Team Leader Questionnaire
• Summary
• References
• Author Index
• Subject Index