Achievement, drive traits, 74
Affiliative leader, 113, 114
Agapao Love, 127
Ambition drive traits, 74–75
Attempted leadership, 21
Authoritative leader, 113–114
Autonomous leadership, 123
“Be” groups, 84
Benevolent authoritative system, 95
Benevolent dictatorship system, 95
Blake and Mouton’s grid theory
country club leadership, 97
impoverished leadership, 98
middle-of-the-road leadership, 98
produce/perish leadership, 98
team leadership, 98–99
Building self-confidence, 49
Business knowledge, 69, 74, 80–81
Charismatic/value-based leadership/leaders, 122, 124. See also Transformational leadership
Coaching leader, 113, 116
Coercive leader, 113
Coercive style, 118
Cognitive ability, 69, 74, 79–80
Collaborative group behavior, 27
Collective leadership network, 86
Commanding leader, 113
Conceptions
as an “act” and a “person,” 26–27
Bass, Barnard
attempted leadership, 21
as differentiated role, 19–20
as emerging effect of interaction, 17
as exercise of influence, 20–21
heavy-handed authoritarian leadership techniques, 18–19
as initiation of structure, 19
as instrument of goal achievement, 17
one-way effect, 18
personality theorists, 17–18
power and authoritarianism, 18
scholars and pundit, 16
styles, 19
successful leadership, 21
transformational leadership, 16, 20
Day and Antonakis, 21–22, 24
power and management, 24–26
Zaccaro and Klimoski (see Zaccaro and Klimoski’s leadership conceptions)
Conceptualization, 27
Consultative system, 96
Context of choice, leadership acts, 57
Country club leadership, 97
Creation and achievement, 27
Crucial leadership dimensions, 52
Culture and leadership, 2–3, 137
in developing countries, 141–143
authoritarian/paternalistic people orientation, 142
cultural profiles, 142
downward, indirect, and nonconfrontational communication patterns, 141, 146–147
family orientation, 141, 144–145
harmony and individual performance orientation, 141, 145–146
leader authority and power, 141, 147–148
leader expectations and assumptions, 141–142
low sense of control and self-efficacy, 141, 146
relationship orientation and paternalism, 141, 143–144
Definitions
Bennis, 30
Bolden, 29
Burns, James MacGregor, 99
chronology of, 8–11
culturally contingent, 7
Dickson, 3–4
Drucker’s observation, 30
Eckmann, 4–5
Eisenhower, 83
GLOBE project, 4
Jago, 20
leadership theories, 3
Lyne de Ver, 26–28
Montgomery, 83
Muczyk and Holt, 5–6
Nash’s view, 28
Rost, 29
statements from managers, 7
Stogdill, 26, 28
Tichy and Devanna, 20
Van Vugt, 29
Yuki and Van Fleet, 28–29
Zaleznik, 29
Delegating authority, 49–50
Democratic leader, 113–115
Developing countries
culture and leadership in,
141–143
authoritarian/paternalistic people orientation, 142
cultural profiles, 142
downward, indirect, and nonconfrontational communication patterns, 141, 146–147
family orientation, 141, 144–145
harmony and individual performance orientation, 141, 145–146
leader authority and power, 141, 147–148
leader expectations and assumptions, 141–142
low sense of control and self-efficacy, 141, 146
relationship orientation and paternalism, 141, 143–144
development leaders perspectives, 160–162
de Ver findings, 138–139
effective leadership practices
characteristics, ideal leader profile, 150
charismatic/value-based leaders, 152–155
GLOBE study, 151–152
good leadership qualities, 150–151
humane-oriented leaders, 159–160
opportunities and challenges, 149
participative leaders, 158–159
team-oriented leaders,
155–158
leadership styles, research on, 162–163
networking responsibilities, 148–149
social and economic progress, 138
western cultural hegemony, 140
Directive autocrat, 108–109, 111
Directive democrat, 110
Directive leader, 113
“Do” groups, 84
Dysfunctional leaders, 65
Effective leaders, 65, 67
Effective use of power, 76–77
Emotional intelligence, 69, 70, 72
Empathy, 70
Energy, drive traits, 75
Executive leaders, 14
Exploitive authoritative system, 95
Farkas and Wetlaufer’s “approaches to leadership,” 118–119
box approach, 120
change approach, 120–121
expertise approach, 120
human-assets approach, 119–120
strategy approach, 119
Field-policy leadership network, 86
Formal authority, 49
Foster listening, leadership acts, 56–57
Genetic traits, 66
Global corporate culture, 137
Globalization, 137
Global Leadership and Organizational Effectiveness (GLOBE) project, 4, 59
Goals setting, 50
“Great man” theory, 65–66
Hierarchical context, 15
Honesty/integrity, 74, 77–78
Humane-oriented leadership, 122
Idealized influence, 105
“Ill-defined” problems, 13
Impoverished leadership, 98
Individual consideration, 105
Initiative, drive traits, 75
Inspirational motivation, 105
Intellectual stimulation, 105
Job satisfaction, 2
Kegan’s six stage developmental theory, 100–101
“Know” groups, 84
Knowledge of job, leadership acts, 55–56
Leaders
behavior, 21
bridging/brokerage connections, 87
completer, 22
dispositional characteristics, 21
effects of, 21
executive, 14
as focus of group processes, 16
responsibilities and challenges, 13
Leadership cycle, 111
Leadership Grid, 97
Leadership motivation, 76–77
Leadership opportunities, democratization of, 65
Leadership styles
Blake and Mouton’s grid theory
concern for people, 97
concern for production, 97
country club leadership, 97
impoverished leadership, 98
Managerial Grid, 97
middle-of-the-road leadership, 98
produce/perish leadership, 98
team leadership, 98–99
coping with change, 90
definitions and descriptions, 89, 91–92
in developing countries, 162–163
directive autocrat, 108–109
directive democrat, 110
emotional intelligence and, 112
affiliative leader, 113, 114
authoritative/visionary leader, 113–114
coaching leader, 113, 116
coercive/directive/commanding leader, 113
democratic leader, 113–115
organizational climate, 116–117
pacesetting leader, 113,
115–116, 118
personal relationships with employees, 118
style repertories, 117
evolution of, 111–112
Farkas and Wetlaufer’s “approaches to leadership,” 118–119
box approach, 120
change approach, 120–121
expertise approach, 120
human-assets approach, 119–120
strategy approach, 119
feasibility, 90
GLOBE project, 121–124
group maintenance, 89
Lewin’s three styles
authoritarian/autocratic leadership, 92–93
delegative/laissez faire leadership, 93–94
participative/democratic leadership, 93
Likert’s system four model
benevolent authoritative system, 95
consultative system, 96
exploitive authoritative system, 95
fundamental characteristic of, 94–95
participative system, 96
Muczyk and Reimann’s directive/participatory leadership model, 106–107
permissive autocrat, 109–110
permissive democrat, 110–111
servant leadership
accompanying attributes, 127
behaviors, 126
characteristics, 125–126
Dean Smith as, 127–130
definition, 124–125
functional attributes, 126
Silicon Valley leadership styles, 130–133
sustainable leadership, 133–136
transformational and transactional leadership
distinctions, 101–104
ethical aspiration, 99
interrelated components by Homrig, 104–106
Kegan’s six stage developmental theory, 100–101
Levels of leadership, 16, 22–23
big (transformational) leadership, 43
communicating, 46
crisis situation, 45
definition, 44
dramatic acts, 45
dynamic personality, 45
enthusiasm, commitment, and compliance, 48
inspirational vision, 45
managing information, 47
motivating, 47
motivation procedures, 48–51
organizational strengths and weaknesses, 45
promoting change and innovation, 48
selecting and training, 46–47
structuring, 46
team building, 47–48
vision-setting, 45–46
mid-range leadership, 43
definition, 51
dimensions, 52–54
downward and upward influences, 51
leaders and subordinates relationship, 52
small leadership, 44
awesome challenge/overwhelming task, response for, 54–55
goal-directed behavior, 54
“little” acts of leadership, 55–57
Lewin’s three styles
authoritarian/autocratic leadership, 92–93
delegative/laissez faire leadership, 93–94
participative/democratic leadership, 93
Likert’s system four model
benevolent authoritative system, 95
consultative system, 96
exploitive authoritative system, 95
fundamental characteristic of, 94–95
participative system, 96
Management implications, 81–82
Managerial Grid, 97
Middle-of-the-road leadership, 98
Mid-range leadership, 23, 43
definition, 51
dimensions, 52–54
downward and upward influences, 51
leaders and subordinates relationship, 52
Military leadership, principles and attributes of, 82–85
Motivation, 70
Muczyk and Reimann’s directive/participatory leadership model, 106–107
Non-routine events, 13
Organizational climate, 116–117
Organizational hierarchy, 41–42
Organizational leadership. See also Leadership
network, 85–86
patterns of, 41
Organizational performance, 1
Organizational purpose, 11–12
Pacesettering style, 118
Pacesetting leader, 113, 115–116, 118
Participation and direction dimensions, 54
Participative leadership, 122
Participative system, 96
Peer leadership network, 85
People orientation, Leadership styles, 97
Permissive autocrat, 109–110
Permissive democrat, 110–111
Power and influence theories, 80
Principles of leadership, 83
Produce/perish leadership, 98
Production orientation, Leadership styles, 97
Rewards and punishments, 50–51
Role modeling, 49
Roles and activities
cognitive imperative, 37
core leadership, 32–33
cross-cultural competencies, global leaders, 58–59
communication methods, 61
cultural diversity, 62
employee training programs, 61
ethnocentric stage, 63
ethnocentrism, 60
ethnorelative stage, 63
foreign subsidiaries, activities of, 62
information gathering, 61
intercultural sensitivity, 62
racial prejudice, 60
societal culture, 60
transcultural creative leader, 59
financial imperative, 40
four-factor theory
goal emphasis, 31
interaction facilitation, 31
support, 31
work facilitation, 31
organizational level and, 41–43
performance imperatives, senior organizational leaders, 34–37
personal imperative, 38
political imperative, 38–39
senior staffing imperative, 40–41
social imperative, 37–38
technological imperative, 39
Say and do, leadership acts, 56
Self-awareness, 68, 70, 71
Self-confidence, 74, 78–79
Self-management, 68, 71
Self-protective leadership, 123
Self-regulation, 70
Self-sacrifice, 124
Servant leadership
accompanying attributes, 127
behaviors, 126
characteristics, 125–126
Dean Smith as, 127–130
definition, 124–125
functional attributes, 126
Silicon Valley leadership styles, 130–133
Small leadership, 23, 44
awesome challenge/overwhelming task, response for, 54–55
goal-directed behavior, 54
“little” acts of leadership, 55–57
Social awareness, 68–69, 71
Social skill, 69–71
Styles and behaviors, leadership, 2
Subordinates performance, 2
Successful leaders, 67
Sustainable leadership, 133–136
Task orientation, Leadership styles, 97
Team leadership, 98–99
Team-oriented leadership/leaders, 122, 123
Aycan’s suggestions, 157–158
egalitarian relationships, 156
“in-group” relationships, 155, 156
interpersonal harmony, 155
“out-group” members, 156
performance feedback, 156
self-representation, 157
social loafing, 157
sociocultural profile, 155
task-related knowledge and competencies, 155
team cohesion, 156
team integrator, 155, 157
Tenacity, drive traits, 75
Threshold capabilities, 72
Traits and attributes
business knowledge, 69
cognitive ability, 69
drive, 68
dysfunctional leaders, 65
effective leaders, 65, 67
genetic traits, 66
Goffee and Jones, 72–73
Goleman, 69–72
“great man” theory, 65–66
intelligence and dominance, 66
Kirkpatrick and Locke, 73
business knowledge, 74, 80–81
cognitive ability, 74, 79–80
desire to lead, 74
drive, 74–75
honesty/integrity, 74, 77–78
leadership motivation and effective use of power,
76–77
management implications, 81–82
self-confidence, 74, 78–79
leadership motivation and effective use of power, 68
military leadership, principles and attributes of, 82–85
Muczyk and Adler, 82
networking and leadership development, 85–87
self-awareness, 68
self-management, 68
social awareness, 68–69
social skill, 69
successful leaders, 67
Trait school of leadership, 65–66
Transactional leadership, 89
Transformational and transactional leadership
distinctions, 101–104
ethical aspiration, 99
interrelated components by Homrig, 104–106
Kegan’s six stage developmental theory, 100–101
Transformational leadership, 16, 20, 23, 43, 89
charisma and idealized consideration, 154
communicating, 46
components, 153
crisis situation, 45
definition, 44, 152–153
dramatic acts, 45
dynamic personality, 45
enthusiasm, commitment, and compliance, 48
inspirational vision, 45
managing information, 47
motivating, 47
motivation procedures, 48–51
operationalization, 154–155
organizational strengths and weaknesses, 45
promoting change and innovation, 48
selecting and training, 46–47
structuring, 46
team building, 47–48
vision-setting, 45–46
Visionary leader, 113–114
Zaccaro and Klimoski’s leadership conceptions
elements, 11–12
levels of leadership, 16, 22–23
nonroutine influence, 13–14
and organizational context, 15–16
organizational purpose, 12–13
social and cognitive phenomena, 14–15