Leaders Changing Organizations
by S. Trevis Certo, Samuel C. Certo
Modern Management: concepts and skills, 14/e
- Full-Circle Learning MyLab™: Learning Full Circle for Marketing, Management, Business Communication, Intro to Business, and MIS
- Modern Management concepts and skills
- Modern Management concepts and skills
- Brief Contents
- Contents
- Preface
- About the Authors
- Part 1 Introduction to Modern Management
- 1 Introducing Modern Management Concepts and Skills
- Part 2 Modern Management Challenges
- 2 Managers, Society, and SustainabilityManagers, Society, and Sustainability
- Target Skill
- Fundamentals of Social Responsibility
- Social Responsiveness
- The Social Audit Challenge
- The Philanthropy Challenge
- The Sustainable Organization Challenge
- Managers and Ethics
- Challenge Case Summary
- Developing Management Skill
- Class Preparation and Personal Study
- Management Skills Exercises
- Endnotes
- 3 Management and Diversity
- Target Skill
- Defining Diversity
- Advantages of Diversity in Organizations
- Challenges that Managers Face in Working with Diverse Populations
- Strategies for Promoting Diversity in Organizations
- How Managers Promote Diversity
- Challenge Case Summary
- Developing Management Skill
- Class Preparation and Personal Study
- Management Skills Exercises
- Endnotes
- 4 Managing in the Global Arena
- Target Skill
- Fundamentals of International Management
- Categorizing Organizations by Level of International Involvement
- Multinational Corporations
- The Workforce of Multinational Corporations
- Management Functions and Multinational Corporations
- Transnational Organizations
- International Management: Special Issues
- Challenge Case Summary
- Developing Management Skill
- Class Preparation and Personal Study
- Management Skills Exercises
- Endnotes
- 2 Managers, Society, and SustainabilityManagers, Society, and Sustainability
- Part 3 Planning
- 5 Plans and Planning Tools
- Target Skill
- General Characteristics of Planning
- Types of Plans
- Steps in the Planning Process
- Organizational Objectives: Planning’s Foundation
- Management by Objectives (MBO)
- Planning Tools
- Challenge Case Summary
- Developing Management Skill
- Class Preparation and Personal Study
- Management Skills Exercises
- Endnotes
- 6 Making Decisions
- 7 Strategic Planning Strategies, Tactics, and Competitive Dynamics
- Target Skill
- Strategic Planning and Strategy
- Strategic Management Process
- Environmental Analysis
- Establishing Organizational Direction
- Strategy Formulation: Tools
- Strategy Implementation
- Strategic Control
- Tactical Planning
- Competitive Dynamics
- Challenge Case Summary
- Developing Management Skill
- Class Preparation and Personal Study
- Management Skills Exercises
- Endnotes
- 5 Plans and Planning Tools
- Part 4 Organizing
- 8 Fundamentals of Organizing
- 9 Responsibility, Authority, and Delegation
- 10 Human Resource Management
- 11 Changing Organizations Stress, Conflict, and Virtuality
- Target Skill
- Fundamentals of Changing an Organization
- Factors to Consider When Changing An Organization
- Change and Stress
- Change and Conflict45
- Virtuality
- Challenge Case Summary
- Developing Management Skill
- Class Preparation and Personal Study
- Management Skills Exercises
- Endnotes
- Part 5 Influencing
- 12 Influencing and Communication
- Target Skill
- Fundamentals of Influencing
- Emotional Intelligence
- Communication
- Interpersonal Communication
- How Interpersonal Communication Works
- Successful and Unsuccessful Interpersonal Communication
- Barriers to Successful Interpersonal Communication
- Feedback and Interpersonal Communication
- Gathering and Using Feedback
- Achieving Communication Effectiveness
- Verbal and Nonverbal Interpersonal Communication
- The Importance of Nonverbal Communication
- Interpersonal Communication
- Interpersonal Communication in Organizations
- Encouraging Organizational Communication
- Challenge Case Summary
- Developing Management Skill
- Class Preparation and Personal Study
- Management Skills Exercises
- Endnotes
- 13 Leadership
- Target Skill
- Defining Leadership
- Early Approaches to Leadership
- More Recent Approaches to Leadership
- A Special Situation: How Leaders Make Decisions
- Leaders Changing Organizations
- Leaders Coaching Others
- Leadership: Emerging Concepts for Modern Times
- Challenge Case Summary
- Developing Management Skill
- Class Preparation and Personal Study
- Management Skills Exercises
- Endnotes
- 14 Motivation
- Target Skill
- Defining Motivation
- Process Theories of Motivation
- Content Theories of Motivation: Human Needs
- Importance Of Motivating Organization Members
- Strategies for Motivating Organization Members
- Challenge Case Summary
- Developing Management Skill
- Class Preparation and Personal Study
- Management SkillS Exercises
- Endnotes
- 15 Groups and Teams
- Target Skill
- Groups
- Kinds of Groups in Organizations
- Managing Work Groups
- Teams
- Stages of Team Development
- Challenge Case Summary
- Developing Management Skill
- Class Preparation and Personal Study
- Management Skills Exercises
- Endnotes
- 16 Managing Organization Culture
- Target Skill
- Fundamentals of Organization Culture
- Functions of Organization Culture
- Types of Organization Culture
- Building A High-Performance Organization Culture
- Keeping Organization Culture Alive and Well
- Challenge Case Summary
- Developing Management Skill
- Class Preparation and Personal Study
- Management Skills Exercises
- Experiential Exercises Exploring the Values of New Recruits
- You and Your Career
- Building Your Management Skills Portfolio
- Skills Activities
- Endnotes
- 12 Influencing and Communication
- Part 6 Controlling
- 17 Controlling, Information, and Technology
- 18 Production and Control
- Target Skill
- Production and productivity
- Quality and Productivity
- Operations Management
- Operations Control
- Operations Control Tools
- Challenge Case Summary
- Developing Management Skill
- Class Preparation and Personal Study
- Management Skills Exercises
- Endnotes
- Appendix 1 Managing History and Current Thinking
- Target Skill
- The Classical Approach
- The Behavioral Approach
- The Management Science Approach
- The Contingency Approach
- The System Approach
- Learning Organization: A New Approach?
- Challenge Case Summary
- Developing Management Skill
- Class Preparation and Personal Study
- Management Skills Exercises
- Experiential Exercises
- Appendix 2 Management and Entrepreneurship: Handling Start-Ups and New Ventures
- Target Skill
- Fundamentals of Entrepreneurship
- Types of Opportunities
- Opportunity Identification
- Opportunity Evaluation
- Opportunity Exploitation
- Financing Exploitation
- Corporate Entrepreneurship
- Social Entrepreneurship
- Challenge Case Summary
- Developing Management Skill
- Class Preparation and Personal Study
- Management Skills Exercises
- Experiential Exercises
- Appendix 3 Encouraging Creativity and Innovation
- Target Skill
- Creativity
- Creativity in Individuals
- Increasing Creativity in Organizations
- Innovation and Creativity
- The Innovation Process
- Catalyst for Creativity and Innovation: Total Quality Management
- The Quality Improvement Process
- Challenge Case Summary
- Developing Management Skill
- Class Preparation and Personal Study
- Management Skills Exercises
- Experiential Exercises
- Glossary
- Author Index
- Subject Index
Leaders Changing Organizations
Transformational leadership is leadership that inspires organizational success by profoundly affecting followers’ beliefs in what an organization should be as well as their values, such as justice and integrity.39 This style of leadership creates a sense of duty within an organization, encourages new ways of handling problems, and promotes learning for all organization members.40 Transformational leadership is closely related to concepts such as charismatic leadership and inspirational leadership.
Bennett Cohen and Jerry Greenfield, cofounders of the iconic Ben & Jerry’s ice cream brand, are an example of transformational leaders. From the outset, profitability was only one of their goals. They were equally interested in creating an enterprise that operated in environmentally responsible ways and gave back to the communities in which it did business. According to Greenfield, “We measured our success not just by how much money we made, but by how much we contributed to the community.”41
Perhaps transformational leadership is receiving more attention nowadays because of the dramatic changes many organizations are going through and the critical importance of transformational leadership in successfully “transforming” or changing organizations. In fact, recent studies have found evidence linking certain traits—hope, optimism, and resiliency—to the success of transformational leaders.42
The Tasks of Transformational Leaders
Transformational leaders perform several important tasks. First, they raise followers’ awareness of organizational issues and their consequences. Organization members must understand an organization’s high-priority issues and what will happen if those issues are not successfully resolved. Second, transformational leaders create a vision of what the organization should be, build commitment to that vision throughout the organization, and facilitate organizational changes that support the vision. In sum, transformational leadership is consistent with the strategy developed through an organization’s strategic management process.43
Managers of the future will continue to face the challenge of significantly changing their organizations, primarily because of the accelerating trend toward positioning organizations to be more competitive in a global business environment. Therefore, transformational leadership will probably get increasing attention in the leadership literature. Although the practical appeal of and interest in this style of leadership are strong, more research is needed to develop insights into how managers can become successful transformational leaders.
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