Description
see attached doc for the assignment.+ The book is attached to help answer the assignment.
Unformatted Attachment Preview
For the February reflections I expect to see a separate section for each chapter we discuss.
There is some guidance of what to include in your reflection:
–
–
–
For Chapter 5: Do Questionnaires (SLII® Questionnaire: Sample Items) in page ( 199 till
203 ) and write your thoughts about your results for questionnaire.
For Chapter 6: Do Questionnaire (Path–Goal Leadership Questionnaire) in page ( 228 till
232 ) and write your thoughts about your results for questionnaire.
For Chapter 7 is about leader-member exchange theory, so you should brief chapter 7.
For Chapter 8:
1. Take the Transformational leadership inventory (page 298 till 299) (add the score
and your analysis to your February reflection journal due end of February)
2. Reflect on Chapter 8 and for your February reflection think of someone in your
life who was a Transformative leader and one that was a transactional leader.
How did the two differ and what did you learn from each? Do you think the
political leader from your home country is a transformative, transactional or
some other type of leader…and why.
For Chapter 9:
1. Go to Case 9.1 in page (320) questions, please answer them and include your
answers in the reflection.
2. Take the Authentic leadership self-assessment at the end of the chapter in page
(328 till 332 ) and determine if the assessment applies to technology leaders.
For Chapter 10: Include the following in chapter 10 slide:
1. Think about how you can personally become a servant leader in your
everyday life. When we think of managers and people we admire, what
qualities create positive images for you. Can an effective manager still apply
a Servant attitude approach. These are questions you should consider for
your last entry in your February reflections.
Format: use powerpoint.
LEADERSHIP
Ninth Edition
DEDICATION
To Madison, Isla, Sullivan, and Edison
LEADERSHIP
Theory and Practice
Ninth Edition
Peter G. Northouse
Western Michigan University
Los Angeles
London
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Singapore
Washington DC
Melbourne
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Printed in Canada
Library of Congress Cataloging-in-Publication Data
Names: Northouse, Peter Guy, author.
Title: Leadership : theory and practice / Peter G. Northouse, Western Michigan
University.
Description: Ninth Edition. | Thousand Oaks : SAGE Publishing, 2021. |
Revised edition of the author’s Leadership, [2019] | Includes bibliographical
references and index.
Identifiers: LCCN 2020045038 | ISBN 9781544397566 (paperback) | ISBN
9781071836149 | 9781071834466 (epub) | ISBN 9781071834473 (epub) |
ISBN 9781071834480 (pdf)
Subjects: LCSH: Leadership. | Leadership—Case studies.
Classification: LCC HM1261 .N67 2021 | DDC 303.3/4—dc23 LC record
available at https://lccn.loc.gov/2020045038
This book is printed on acid-free paper.
21 22 23 24 25 10 9 8 7 6 5 4 3 2 1
Acquisitions Editor: Maggie Stanley
Content Development Editor: Lauren Gobell
Editorial Assistant: Sarah Wilson
Production Editor: Tracy Buyan
Copy Editor: Melinda Masson
Typesetter: C&M Digitals (P) Ltd.
Proofreader: Jennifer Grubba
Indexer: Integra
Cover Designer: Gail Buschman
Marketing Manager: Jennifer Jones
BRIEF CONTENTS
Preface
Acknowledgments
About the Author
About the Contributors
Chapter 1 Introduction
Chapter 2 Trait Approach
Chapter 3 Skills Approach
Chapter 4 Behavioral Approach
Chapter 5 Situational Approach
Chapter 6 Path–Goal Theory
Chapter 7 Leader–Member Exchange Theory
Chapter 8 Transformational Leadership
Chapter 9 Authentic Leadership
Chapter 10 Servant Leadership
Chapter 11 Adaptive Leadership
Chapter 12 Inclusive Leadership
Chapter 13 Followership
Chapter 14 Gender and Leadership
Chapter 15 Leadership Ethics
Chapter 16 Team Leadership
References
Author Index
Subject Index
DETAILED CONTENTS
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
PREFACE
As this ninth edition of Leadership: Theory and Practice goes to
press, the number of confirmed deaths worldwide from the COVID19 pandemic is over 1 million. The horrific nature of this pandemic
has challenged societies on a global scale and highlights for all of us
the importance of understanding how leadership works and the value
of leadership in times of crisis. To that end, this edition is written with
the objective of bridging the gap between the often-simplistic popular
approaches to leadership and the more abstract theoretical
approaches. Like the previous editions, this edition reviews and
analyzes a selected number of leadership theories, giving special
attention to how each theoretical approach can be applied in realworld organizations. In essence, my purpose is to explore how
leadership theory can inform and direct the way leadership is
practiced.
NEW TO THIS EDITION
First and foremost, this edition includes a new chapter on inclusive
leadership, which examines the nature of inclusive leadership, its
underpinnings, and how it functions. Authored by two scholars in the
areas of diversity and inclusion, Donna Chrobot-Mason and Quinetta
Roberson, the chapter presents definitions, a model, and the latest
research and applications of this emerging approach to leadership.
Underscored in the chapter is how inclusion is an integration of two
factors: (1) an individual’s connectedness to others and (2) a
person’s uniqueness. Finally, this new chapter provides case studies
and leadership instruments to explore how to practice inclusive
leadership in a variety of contexts.
In addition to the discussion of inclusive leadership in Chapter 12,
this edition includes an expanded analysis of leadership and morality
—the “Hitler Question.” It discusses the perplexing question of
whether the process of leadership is inherently a moral process that
is concerned with the common good or whether it is a neutral
process that is not dependent on promoting the common good.
Another new feature in this edition is the inclusion of a real-world
case study in each chapter. Because it is important to acknowledge
and see real leaders exhibiting the behaviors and concepts behind
the leadership approaches discussed in the text, the third case study
in each chapter profiles a leader that epitomizes the chapter’s
concepts. These new real-world case studies include profiles from
across the globe including a mental health program utilizing
grandmothers in Africa, an Italian energy company, and New
Zealand prime minister Jacinda Ardern. In addition, there are profiles
of leaders responding to crisis including closing a college and
battling COVID-19 on a U.S. aircraft carrier.
This edition retains many special features from previous editions but
has been updated to include new research findings, figures and
tables, and everyday applications for many leadership topics
including leader–member exchange theory, transformational and
authentic leadership, team leadership, the labyrinth of women’s
leadership, and historical definitions of leadership. In addition, it
includes an expanded look at the relationship between emotional
intelligence and leadership. The format of this edition parallels the
format used in earlier editions. As with previous editions, the overall
goal of Leadership: Theory and Practice is to advance our
understanding of the many different approaches to leadership and
ways to practice it more effectively.
SPECIAL FEATURES
Although this text presents and analyzes a wide range of leadership
research, every attempt has been made to present the material in a
clear, concise, and interesting manner. Reviewers of the book have
consistently commented that clarity is one of its major strengths. In
addition to the writing style, several other features of the book help
make it user-friendly.
Each chapter follows the same format: It is structured to include
first theory and then practice.
Every chapter contains a discussion of the strengths and
criticisms of the approach under consideration, and assists
readers in determining the relative merits of each approach.
Each chapter includes an application section that discusses the
practical aspects of the approach and how it could be used in
today’s organizational settings.
Three case studies are provided in each chapter to illustrate
common leadership issues and dilemmas. Thought-provoking
questions follow each case study, helping readers to interpret
the case.
A questionnaire is provided in each of the chapters to help
readers apply the approach to their own leadership style or
setting.
Figures and tables illustrate the content of the theory and make
the ideas more meaningful.
Through these special features, every effort has been made to make
this text substantive, understandable, and practical.
AUDIENCE
This book provides both an in-depth presentation of leadership
theory and a discussion of how it applies to real-life situations. Thus,
it is intended for undergraduate and graduate classes in
management, leadership studies, business, educational leadership,
public administration, nursing and allied health, social work, criminal
justice, industrial and organizational psychology, communication,
religion, agricultural education, political and military science, and
training and development. It can also be utilized outside of academia
by small and large companies, as well as federal government
agencies, to aid in developing the learner’s leadership skills. It is
particularly well suited as a supplementary text for core
organizational behavior courses or as an overview text within MBA
curricula. This book would also be useful as a text in student
activities, continuing education, in-service training, and other
leadership-development programs.
TEACHING RESOURCES
This text includes an array of instructor teaching materials designed
to save you time and to help you keep students engaged. To learn
more, visit sagepub.com or contact your SAGE representative at
sagepub.com/findmyrep.
In the electronic edition of the book you have purchased,
there are several icons that reference links (videos, journal
articles) to additional content. Though the electronic edition
links are not live, all content referenced may be accessed at .
This URL is referenced at several points throughout your
electronic edition.
ACKNOWLEDGMENTS
Many people directly or indirectly contributed to the development of
the ninth edition of Leadership: Theory and Practice. First, I would
like to acknowledge my editor, Maggie Stanley, and her talented
team at SAGE Publications (Lauren Gobell and Sarah Wilson), who
have contributed in so many different ways to the quality and
success of this book. For their very capable work during the
production phase, I would like to thank the copy editor, Melinda
Masson, and the project editor, Tracy Buyan. In her own unique way,
each of these people made valuable contributions to the ninth
edition.
I would like to thank the following reviewers for their valuable
contributions to the development of this manuscript:
Sidney R. Castle, National University
Jason Headrick, Texas Tech University
Michelle Jefferson, Rutgers, The State University of New Jersey
Gary F. Kohut, The University of North Carolina at Charlotte
R. Jeffery Maxfield, Utah Valley University
Daniel F. Nehring, Morehead State University
Michael Pace, Texas A&M University
Heather I. Scott, Kennesaw State University
Charlotte Silvers, Texas Tech University
Elena Svetieva, University of Colorado Colorado Springs
Mark Vrooman, Utica College
Isaac Wanasika, University of Northern Colorado
Rosie Watwood, Concordia University Texas
I would like to thank the following reviewers for their valuable
contributions to the development of the eighth-edition manuscript:
Sandra Arumugam-Osburn, St. Louis Community College–
Forest Park
Rob Elkington, University of Ontario Institute of Technology
Abimbola Farinde, Columbia Southern University
Belinda S. Han, Utah Valley University
Deborah A. Johnson-Blake, Liberty University
Benjamin Kutsyuruba, Queen’s University
Chenwei Liao, Michigan State University
Heather J. Mashburn, Appalachian State University
Comfort Okpala, North Carolina A&T State University
Ric Rohm, Southeastern University
Patricia Dillon Sobczak, Virginia Commonwealth University
Victor S. Sohmen, Drexel University
Brigitte Steinheider, University of Oklahoma-Tulsa
Robert Waris, University of Missouri–Kansas City
Sandi Zeljko, Lake-Sumter State College
Mary Zonsius, Rush University
I would like to thank the following reviewers for their valuable
contributions to the development of the seventh-edition manuscript:
Hamid Akbari, Winona State University
Meera Alagaraja, University of Louisville
Mel Albin, Excelsior College
Thomas Batsching, Reutlingen University
Cheryl Beeler, Angelo State University
Julie Bjorkman, Benedictine University
Mark D. Bowman, Methodist University
Dianne Burns, University of Manchester
Eric Buschlen, Central Michigan University
Steven Bryant, Drury University
Daniel Calhoun, Georgia Southern University
David Conrad, Augsburg College
Joyce Cousins, Royal College of Surgeons in Ireland
Denise Danna, LSUHSC School of Nursing
S. Todd Deal, Georgia Southern University
Caroline S. Fulmer, University of Alabama
Brad Gatlin, John Brown University
Greig A. Gjerdalen, Capilano University
Andrew Gonzales, University of California, Irvine
Decker B. Hains, Western Michigan University
Amanda Hasty, University of Colorado–Denver
Carl Holschen, Missouri Baptist University
Kiran Ismail, St. John’s University
Irma Jones, University of Texas at Brownsville
Michele D. Kegley, University of Cincinnati, Blue Ash College
Jeanea M. Lambeth, Pittsburg State University
David Lees, University of Derby
David S. McClain, University of Hawaii at Manoa
Carol McMillan, New School University
Richard Milter, Johns Hopkins University
Christopher Neck, Arizona State University–Tempe
Keeok Park, University of La Verne
Richard Parkman, University of Plymouth
Lori M. Pindar, Clemson University
Chaminda S. Prelis, University of Dubuque
Casey Rae, George Fox University
Noel Ronan, Waterford Institute of Technology
Louis Rubino, California State University, Northridge
Shadia Sachedina, Baruch College (School of Public Affairs)
Harriet L. Schwartz, Carlow University
Kelli K. Smith, University of Nebraska-Lincoln
David Swenson, The College of St. Scholastica
Danny L. Talbot, Washington State University
Robert L. Taylor, University of Louisville
Precious Taylor-Clifton, Cambridge College
John Tummons, University of Missouri
Kristi Tyran, Western Washington University
Tamara Von George, Granite State College
Natalie Walker, Seminole State College
William Welch, Bowie State University
David E. Williams, Texas Tech University
Tony Wohlers, Cameron University
Sharon A. Wulf, Worcester Polytechnic Institute School of
Business
Alec Zama, Grand View University
Xia Zhao, California State University, Dominguez Hills
In addition, I would like to thank, for their exceptional work on the
leadership profile tool and the ancillaries, Isolde Anderson (Hope
College), John Baker (Western Kentucky University), and Eric
Buschlen.
A very special acknowledgment goes to Laurel Northouse who has
been my number-one critic and supporter from the inception of the
book in 1990 to the present. In addition, I am especially grateful to
Marie Lee for her exceptional editing and guidance throughout this
project. For her comprehensive literature reviews and chapter
updates, I would like to thank Terri Scandura.
For his review of and comments on the morality and leadership
section, I am indebted to Joseph Curtin (Northeastern University). I
would like to thank Kate McCain (University of Nebraska–Lincoln)
and Jason Headrick (University of Nebraska–Lincoln) for their
contributions to the adaptive leadership chapter, John Baker for his
contributions to the team leadership chapter, Jenny Steiner for her
case study on adaptive leadership, Jeff Brink for sharing his story
about transformational leadership, and Kassandra Gutierrez for her
case study on authentic leadership. In addition, I would like to
acknowledge Barbara Russell (Chemeketa Community College) for
her research and writing of many of the new real-world case studies.
Finally, I would like to thank the many undergraduate and graduate
students whom I have taught through the years. Their ongoing
feedback has helped clarify my thinking about leadership and
encouraged me to make plain the practical implications of leadership
theories.
ABOUT THE AUTHOR
Peter G. Northouse,
PhD, is Professor Emeritus of Communication in the School of Communication
at Western Michigan University. Leadership: Theory and Practice is the bestselling academic textbook on leadership in the world and has been translated
into 16 languages. In addition to authoring publications in professional journals,
he is the author of Introduction to Leadership: Concepts and Practice (now in its
fifth edition) and co-author of Leadership Case Studies in Education (now in its
third edition) and Health Communication: Strategies for Health Professionals
(now in its third edition). His scholarly and curricular interests include models of
leadership, leadership assessment, ethical leadership, and leadership and
group dynamics. For more than 30 years, he has taught undergraduate and
graduate courses in leadership, interpersonal communication, and
organizational communication on both the undergraduate and graduate levels.
Currently, he is a consultant and lecturer on trends in leadership research,
leadership development, and leadership education. He holds a doctorate in
speech communication from the University of Denver, and master’s and
bachelor’s degrees in communication education from Michigan State University.
ABOUT THE CONTRIBUTORS
Donna Chrobot-Mason,
PhD, is an associate professor and director of the Center for
Organizational Leadership at the University of Cincinnati (UC). She
is director of UC Women Lead, a 10-month executive leadership
program for high-potential women at UC. Her research and
consulting work has spanned two decades and centers on
leadership across differences and strategies for creating
organizations that support diversity, equity, and inclusion and foster
intergroup collaboration. She has published nearly 40 articles and
scholarly works in journals such as the Journal of Management, The
Leadership Quarterly, Journal of Organizational Behavior, and Group
and Organization Management. She has served on the editorial
review board for the Journal of Management, Personnel Psychology,
and the Journal of Business and Psychology. Her book (co-authored
with Chris Ernst), Boundary Spanning Leadership: Six Practices for
Solving Problems, Driving Innovation, and Transforming
Organizations, was published by McGraw-Hill Professional in 2010.
Dr. Chrobot-Mason has been invited to address numerous audiences
including the Brookings Institute, Federal Bureau of Investigation,
Environmental Protection Agency, Internal Revenue Service,
Catholic Health Partners, and the International Leadership
Association. She has consulted with numerous organizations
including Briggs and Stratton, Dayton Public Schools, BoehringerIngelheim, Emory University, Milacron, and Forest City Enterprises.
She holds a PhD and master’s degree in applied psychology from
the University of Georgia.
Crystal L. Hoyt
is a professor and associate dean for academic affairs, and holds the
Thorsness Endowed Chair in Ethical Leadership at the Jepson
School of Leadership Studies at the University of Richmond. Her
research explores the role of belief systems, such as mindsets, selfefficacy, stereotypes, and political ideologies, in a range of social
issues including stigma and discrimination, ethical failures in
leadership, leadership and educational achievement gaps, public
health, and wealth inequality. Dr. Hoyt’s research appears in journals
such as Psychological Science, Journal of Experimental and Social
Psychology, Personality and Social Psychology Bulletin, Group
Processes & Intergroup Relations, and The Leadership Quarterly.
She has published over 70 journal articles and book chapters and
has co-edited three books. Dr. Hoyt is an associate editor at the
Journal of Experimental Psychology: General, is on the editorial
boards at Leadership Quarterly and Sex Roles, and has served as a
reviewer for over 45 journals.
Susan E. Kogler Hill
(PhD, University of Denver, 1974) is Professor Emeritus and former
chair of the School of Communication at Cleveland State University.
Her research and consulting have been in the areas of interpersonal
and organizational communication. She specializes in group
leadership, teamwork, empowerment, and mentoring. She is author
of a text titled Improving Interpersonal Competence. In addition, she
has written book chapters and published articles in many
professional journals.
Quinetta Roberson,
PhD, is the John A. Hannah Distinguished Professor of Management
and Psychology at Michigan State University. Prior to her current
position, she was an Endowed Chair at Villanova University and a
tenured professor at Cornell University. She has been a visiting
scholar at universities on six continents and has more than 20 years
of global experience in teaching courses, facilitating workshops, and
advising organizations on diversity and inclusion, leadership, and
talent management. Dr. Roberson has published over 40 scholarly
journal articles and book chapters and edited a Handbook of
Diversity in the Workplace (2013). Her research and consulting work
focus on developing organizational capability and enhancing
effectiveness through the strategic management of people,
particularly diverse work teams, and is informed by her background
in finance, having worked as a financial analyst and small business
development consultant prior to obtaining her doctorate. She earned
her PhD in organizational behavior from the University of Maryland
and holds undergraduate and graduate degrees in finance.
Stefanie Simon
is an assistant professor in the Department of Psychology at Siena
College. She earned her PhD in social psychology from Tulane
University and was the Robert A. Oden Jr. Postdoctoral Fellow for
Innovation in the Liberal Arts at Carleton College before joining the
faculty at Siena. Her research centers on the psychology of diversity,
with a focus on prejudice, discrimination, and leadership. In her
work, she focuses on the perspective of the target of prejudice and
discrimination, as well as the perspective of the perpetrator of
prejudice and discrimination. She is particularly interested in how
leaders of diverse groups can promote positive intergroup relations
and reduce inequality in society. She has published articles in
various psychology and leadership journals including The
Leadership Quarterly, Group Processes & Intergroup Relations,
Social Psychological and Personality Science, and Sex Roles.
1 INTRODUCTION
Leadership is a highly sought-after and highly valued commodity. In the 25 years since the first edition of
this book was published, the public has become increasingly captivated by the idea of leadership.
People continue to ask themselves and others what makes good leaders. As individuals, they seek
more information on how to become effective leaders. As a result, bookstore shelves are filled with
popular b
