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Leadership: Research Findings, Practice, and Skills 10th Edition by Andrew J. DuBrin, ISBN-13: 978-0357716175

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Publisher: ‎ Cengage Learning; 10th edition (June 9, 2022)
Language: ‎ English
464 pages
ISBN-10: ‎ 0357716175
ISBN-13: ‎ 978-0357716175

Examine the keys to leadership success with the practical, skill-building approach found in DuBrin’s LEADERSHIP: RESEARCH FINDINGS, PRACTICE AND SKILLS, 10E. This edition balances current research and theories with the latest applications from successful practitioners in today’s business world. New and updated, popular self-assessment quizzes and the latest skill-building exercises help you inventory and strengthen your own leadership qualities and personal competencies. An engaging narrative highlights stories of leadership in familiar companies, such as UPS, Best Buy, Salesforce, Kohl’s and GM. This edition provides more opportunities than any other book of its kind to apply the principles you’ve just learned in cases and experiential exercises.

Table of Contents:

Cover Page
Title Page
Copyright Page
Dedication
Preface
Acknowledgments
About the Author
Chapter 1. The Nature and Importance of Leadership
The Meaning of Leadership
Leadership as Shared Responsibility and Collaboration
Leadership as a Relationship
The Impact of Leadership on Organizational Performance
Research and Opinion: Leadership Does Make a Difference
Research and Opinion: Formal Leadership Does Not Make a Difference
Leadership Roles
Tolerance for Ambiguity
The Satisfactions and Frustrations of Being a Leader
Satisfactions of Leaders
Dissatisfactions and Frustrations of Leaders
A Framework for Understanding Leadership
Skill Development in Leadership
Followership: Being an Effective Group Member
Types of Followers
Essential Qualities of Effective Followers
Collaboration Between Leaders and Followers
Summary
Key Terms
Guidelines for Action and Skill Development
Leadership Case Problem A
Leadership Case Problem B
Chapter 2. Traits, Motives, and Characteristics of Leaders
Personality Traits of Effective Leaders
General Personality Traits
Task-Related Personality Traits
Leadership Motives
The Motivation to Lead
The Power Motive
The Drive and Achievement Motive
Tenacity and Resilience
Cognitive Factors and Leadership
Cognitive (or Analytical) Intelligence
Knowledge of the Business or Group Task
Creativity
Insight into People and Situations
Farsightedness and Conceptual Thinking
The Influence of Heredity and Environment on Leadership
The Strengths and Limitations of the Trait Approach
Summary
Key Terms
Guidelines for Actions and Skill Developments
Leadership Case Problem A
Leadership Case Problem B
Chapter 3. Charismatic and Transformational Leadership
The Meanings of Charisma
Charisma: A Relationship Between the Leader, Group Members, and Other Stakeholders
The Effects of Charisma
Three Types of Charismatic Leaders
Characteristics of Charismatic Leaders
The Narcissism Component of Charismatic Leadership
The Vision Component of Charismatic Leadership
The Communication Style of Charismatic Leaders
Leadership by Inspiration
Eye-Directed Gazing
Leadership by Storytelling
Extensive Use of Social Networking
The Development of Charisma
Techniques for Developing Charisma
Transformational Leadership
How Transformations Take Place
Attributes of Transformational Leaders
The Impact of Transformational and Charismatic Leadership on Performance and Behavior
Concerns About Charismatic and Transformational Leadership
Challenges to the Validity of Charismatic Leadership
The Dark Side of Charismatic Leadership
Summary
Key Terms
Guidelines for Actions and Skill Developments
Leadership Case Problem A
Leadership Case Problem B
Chapter 4. Leadership Behaviors, Attitudes, and Styles
The Classic Dimensions of Consideration and Initiating Structure
Task-Related Attitudes and Behaviors
Relationship-Oriented Attitudes and Behaviors
Leadership Styles
Participative Leadership
Autocratic Leadership
The Servant Leadership Style
Entrepreneurial Leadership
Gender Differences in Leadership Style
360-Degree Feedback for Fine-Tuning a Leadership Approach
Selecting the Best Leadership Style
Summary
Key Terms
Guidelines for Actions and Skill Developments
Leadership Case Problem A
Leadership Case Problem B
Chapter 5. Contingency and Situational Leadership
Situational Influences on Effective Leadership Behavior
Fiedler’s Contingency Theory of Leadership Effectiveness
Measuring Leadership Style: The Least Preferred Coworker (LPC) Scale
Measuring the Leadership Situation
Overall Findings
Making the Situation More Favorable for the Leader
Evaluation of Fiedler’s Contingency Theory
The Path-Goal Theory of Leadership Effectiveness
Matching the Leadership Style to the Situation
Steps Leaders Can Take to Influence Performance and Satisfaction
Leader–Member Exchange and Contingency Theory
Leadership During a Crisis
Crisis Leadership Attributes and Behaviors with a Relationship Emphasis
Crisis Leadership Attributes and Behaviors with a Task Emphasis
Evidence-Based Leadership for the Contingency and Situational Approach
Summary
Key Terms
Guidelines for Actions and Skill Development
Leadership Case Problem A
Leadership Case Problem B
Chapter 6. Leadership Ethics and Social Responsibility
Principles and Practices of Ethical and Moral Leadership
Five Ethical Leadership Behaviors
Factors Contributing to Ethical Differences
The Ethical Mind for Leaders
Guidelines for Evaluating the Ethics of a Decision
A Sampling of Unethical Leadership Behaviors
Leadership, Social Responsibility, and Creating an Ethical Organizational Culture
Providing Strategic Leadership of Ethics and Social Responsibility
Recognizing the Triple Bottom Line of Profit, People, and Planet
Creating a Pleasant Workplace
Helping Build a Sustainable Environment
Engaging in Social Entrepreneurship
Engaging in Philanthropy
Working with Suppliers to Improve Working Conditions
Establishing Written Codes of Ethical Conduct
Developing Formal Mechanisms for Dealing with Ethical Problems
Accepting Whistleblowers
Providing Training in Ethics and Social Responsibility
Minimizing Abusive Supervision Throughout the Organization
Taking a Stand on Social Issues
Ethical and Socially Responsible Behavior and Organizational Performance
Summary
Key Terms
Guidelines for Actions and Skill Development
Leadership Case Problem A
Leadership Case Problem B
Chapter 7. Power, Politics, and Leadership
Sources and Types of Power
Position Power
Personal Power
Power Stemming from Ownership
Power Stemming from Dependencies
Power Derived from Capitalizing on Opportunity
Power Stemming from Managing Critical Problems
Power Stemming from Being Close to Power
Power and Self-Serving Behavior
Tactics for Becoming an Empowering Leader
The Nature of Empowerment
Empowering Practices
Effective Delegation and Empowerment
Factors That Contribute to Organizational Politics
Pyramid-Shaped Organization Structure
Subjective Standards of Performance
Environmental Uncertainty and Turbulence
Emotional Insecurity
Machiavellian Tendencies
Encouraging Admiration from Subordinates
Political Tactics and Strategies
Ethical Political Tactics and Strategies
Unethical Political Tactics and Strategies
Exercising Control over Dysfunctional Politics
Summary
Key Terms
Guidelines for Actions and Skill Development
Leadership Case Problem A
Leadership Case Problem B
Chapter 8. Influence Tactics of Leaders
A Model of Power and Influence
Description and Explanation of Influence Tactics
Essentially Ethical and Honest Tactics
Essentially Neutral Influence Tactics
Essentially Dishonest and Unethical Tactics
Leadership Influence for Organizational Change
Sequencing of Influence Tactics
Implicit Leadership Theories and Leadership Influence
Summary
Key Terms
Guidelines for Actions and Skill Developments
Leadership Case Problem A
Leadership Case Problem B
Chapter 9. Developing Teamwork
The Leader’s Role in the Team-Based Organization
Leader Actions That Foster Teamwork
Actions Leaders Can Take Using Their Own Resources
Actions Generally Requiring Organization Structure or Policy
Offsite Training and Team Development
Features of Outdoor and Offsite Training Programs
Evaluation of Offsite Training for Team Development
The Leader-Member Exchange Model and Teamwork
Different Quality Relationships
First Impressions
Summary
Key Terms
Guidelines for Actions and Skill Developments
Discussion Questions and Activities
Leadership Case Problem A
Leadership Case Problem B
Chapter 10. Motivation and Coaching Skills
Leadership and Employee Engagement
The Impact of Worker Engagement on Productivity
Meaningful Work for Employee Engagement
Relationship with the Leader and Employee Engagement
Expectancy Theory and Motivational Skills
Basic Components of Expectancy Theory
Leadership Skills and Behaviors Associated with Expectancy Theory
Goal Theory
Basic Findings of Goal Theory
The Importance of How Goals Are Attained and other Concerns
Using Recognition and Pride to Motivate Others
Appealing to the Recognition Need of Others
Recognizing Group Members by Thanking Them and Expressing Gratitude
Appealing to Pride
Coaching as an Approach to Motivation
Key Characteristics of Coaching
Coaching Skills and Techniques
Executive Coaching and Leadership Effectiveness
Specific Forms of Assistance Provided by Executive Coaches
Contributions of and Concerns About Executive Coaching
Summary
Key Terms
Guidelines for Actions and Skill Developments
Leadership Case Problem A
Leadership Case Problem B
Chapter 11. Creativity, Innovation, and Leadership
Steps in the Creative Process
Characteristics of Creative Leaders
Knowledge
Cognitive Abilities
Personality
Passion for the Task and the Experience of Flow
Overcoming Traditional Thinking as a Creativity Strategy
Organizational Methods to Enhance Creativity and Innovation
Systematically Collecting Fresh Ideas
Brainstorming
The Morality of Enhancing Creativity
Self-Help Techniques to Enhance Creative Problem Solving
Overcoming the Self-Perception That You Are Not Creative
Practicing Creativity-Enhancing Activities
Staying Alert to Opportunities
Maintaining an Enthusiastic Attitude, Including Being Happy
Maintaining and Using a Systematic Place for Recording Your Ideas
Getting Advice from Someone Outside Your Field
Playing the Roles of Explorer, Artist, Judge, and Lawyer
Engaging in Appropriate Physical Exercise
Soliciting Feedback on Your Performance
Establishing a Climate and Culture for Creative Thinking
Fostering a Culture of Originality
Leadership Practices for Enhancing Creativity and Innovation
Methods of Managing Creative Workers
Leadership Practices Focused Specifically on Enhancing Innovation
Summary
Key Terms
Guidelines for Actions and Skill Development
Leadership Case Problem A
Leadership Case Problem B
Chapter 12. Communication and Conflict Resolution Skills
Communication Networks for Leaders
Face-to-Face Communication Networks
Social Media Networks
Group Messaging Apps as Leadership Communication Network
Inspirational and Powerful Communication
Speaking and Writing
Basic Principles of Persuasion
Nonverbal Communication Including Videoconferencing and Telepresence
Listening as a Leadership Skill
Show Respect
Avoiding Selective Listening to Problems
Making the Rounds
Overcoming Cross-Cultural Communication Barriers
The Leader’s Role in Resolving Conflict and Negotiating
Conflict Management Styles
Resolving Conflict Between Two Group Members
Negotiating and Bargaining
Summary
Key Terms
Guidelines for Actions and Skill Development
Leadership Case Problem A
Leadership Case Problem B
Chapter 13. Strategic Leadership and Knowledge Management
Organizational Agility, Business Strategy, and Knowledge Management
The Development of Business Strategy
The Importance of Strategic Thinking
Maintaining a Human and Emotional Aspect
Gathering Multiple Inputs to Formulate Strategy
The Contribution of Artificial Intelligence (AI) to Business Strategy
Leadership Effectiveness and Strategy Implementation
Conducting a SWOT Analysis
Preparing for the Analysis
A Sampling of Business Strategies Formulated by Leaders
Knowledge Management and the Learning Organization
Knowledge Sharing
Knowledge Management
Servant Leadership and the Creation of Knowledge
The Learning Organization
Summary
Key Terms
Guidelines for Action and Skill Development
Leadership Case Problem A
Leadership Case Problem B
Chapter 14. International and Culturally Diverse Aspects of Leadership
The Advantages of Managing for Diversity
Cultural Factors Influencing Leadership Practice
Cultural Sensitivity
The English-Only Policy and Cultural Sensitivity
Global Leadership Skills
General Model of Global Leadership Skills
Success Factors in International Management Positions
Motivating and Inspiring Workers in Other Cultures
Resolving Cross-Cultural Conflict
Understanding Which Leadership and Management Practices Function Well in a Specific Culture
Leadership Initiatives for Achieving Cultural Diversity, Equity, and Inclusion
Hold Managers Accountable for Achieving Diversity
Establish Minority Recruitment, Retention, and Mentoring Programs
Conduct Diversity Training
Conduct Anti-Bias Training
Conduct Cross-Cultural Training
Avoid Group Characteristics When Hiring for Person–Organization Fit
Attain Diversity Among Organizational Leaders
Emphasize Inclusive Language
Be Aware of Potential Diversity Danger Zones
Summary
Key Terms
Guidelines for Action and Skill Development
Leadership Case Problem A
Leadership Case Problem B
Chapter 15. Leadership Development and Succession
Development Through Self-Awareness and Self-Discipline
Leadership Development Through Self-Awareness
Leadership Development Through Self-Discipline
Development Through Education, Experience, and Mentoring
Education
Experience
Mentoring
Leadership Development Programs
Types of Leadership Development Programs
Leadership Succession
How the Board Chooses a Successor
The Emotional Aspects of Leadership Succession
Developing a Pool of Successors
Promotion from Within
Characteristics of an Effective Leadership Development Program
Challenges of Being a New Leader
Summary
Key Terms
Guidelines for Action and Skill Development
Leadership Case Problem A
Leadership Case Problem B

Andrew J. DuBrin is professor emeritus of management in the E. Philip Saunders College of Business at the Rochester Institute of Technology, where he served as department chairman and team leader. Dr. DuBrin has taught courses and conducted research in leadership, management, organizational behavior and career management. He has presented at other colleges, career schools and universities. Dr. DuBrin received his Ph.D. in industrial psychology from Michigan State University. He has experience in human resource management and is a business and personal consultant in career management, leadership and management development. Dr. DuBrin is an established author of both textbooks and trade books, and he regularly contributes to professional journals and online media. He has written texts on leadership, management, human resource management, organizational behavior, human relations and political behavior in organizations. His trade books address management issues from charisma, team play and office politics to overcoming career self-sabotage and big-picture thinking.

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