Index
accountability, and team discipline, 178, 185–186
affiliative leadership style
authoritative leadership style used with, 13–14
correlations between aspects of climate and, 10
description of, 12–14
emotional intelligence competencies and, 26
example of leader using, 12–13
impact of, 13
need for mastery of several styles including, 21, 22
situations in which best used, 4–5, 13–14
summary (“At a Glance” chart) of, 15
switching between styles and, 5, 13–14, 22
affirmative action policies, 173
Alberding, Dick, 175
Argyris, Chris, 133–155
Armor, David, 157
authoritative leadership style
affiliative leadership style used with, 13–14
correlations between aspects of climate and, 10
description of, 7–11
effectiveness of, 10
emotional intelligence competencies and, 26
example of leader using, 7–11
impact of, 11
need for mastery of several styles including, 21, 22–23
situations in which best used, 4, 11
summary (“At a Glance” chart) of, 14
switching between styles and, 5, 13–14, 22–23
authority
managing your boss and attitudes toward, 205
Banaji, Mahzarin R., 157–173
Bandura, Albert, 103
Barsoux, Jean-Louis, 51–74
Bazerman, Max H., 157–173, 165, 166
behavioral science, and motivation, 40–41
Bethlehem Steel Corporation, 126–130
bias
auditing decisions for, 159, 164, 169
conflict of interest and, 166–167
data collection on, 168–170
environmental cues and, 159, 170–171
implicit prejudice from unconscious beliefs and, 158–162
in-group favoritism and, 162–165
overclaiming credit as, 165–166
bosses
managing relationships with. See managing your boss
new managers and support from, 82–84
set-up-to-fail syndrome and intervention by, 69–71
Brosius, Scott, 12
Buckingham, Marcus, 91–110
Burlington Northern, 175, 182, 184
business performance
coaching leadership style and, 20
emotional intelligence components and, 4
Calloway, Wayne, 191
Camus, Albert, 61
Caruso, Eugene, 165
“Checklist for Managing Your Boss,” 206, 207
Chugh, Dolly, 157–173
clarity
authoritative leadership style and, 11
coaching leadership style and, 20
correlations between leadership style and, 10
organizational climate and, 5
climate
coercive leadership style and, 6–7
financial performance influenced by, 4, 5–6
impact of leadership style on, 4, 5, 10
key factors in, 4–5
research on, 3–4
switching between leadership styles and, 5
coaching
great managers and learning styles in, 93, 95, 107–109
growing emotional intelligence using, 24–25
coaching leadership style
correlations between aspects of climate and, 10
description of, 18–21
effectiveness of, 20
example of leader using, 18–19
impact of, 19
need for mastery of several styles including, 21, 22
situations in which best used, 5, 19–20
summary (“At a Glance” chart) of, 15
switching between styles and, 5, 22
coercive leadership style
correlations between aspects of climate and, 10
description of, 6–7
effectiveness of, 6
example of leader using, 6
impact of, 6–7
situations in which best used, 4, 7
summary (“At a Glance” chart) of, 14
collaboration, and democratic leadership style, 26
commitment
authoritative leadership style and, 11
coaching leadership style and, 20
correlations between leadership style and, 10
organizational climate and, 5
pacesetting leadership style and, 17
communication
affiliative leadership style and, 12, 13, 26
democratic leadership style and, 26
feedback from new managers and, 81, 88–90
motivation and, 35–36
confidence, of new managers, 80–81, 84–86
conflict of interest, and ethical managers, 158, 166–167
consensus, compared with fair process, 121
controlling insight, and new managers, 100–101
counseling, and motivation, 36–37
counterdependent behavior, and bosses, 205
credit, overclaiming, 158, 160
culture, and leadership, 1
data collection on bias and, 168–170
defensive reasoning, and learning, 142–148
delegation, by new managers, 78–82, 90
democratic leadership style
correlations between aspects of climate and, 10
description of, 14–16
emotional intelligence competencies and, 26
example of leader using, 14–16
impact of, 14–16
need for mastery of several styles including, 21, 22
situations in which best used, 5, 16
summary (“At a Glance” chart) of, 15
switching between styles and, 5, 22
dependability, and managing your boss, 198, 210
distributive justice, 125–126, 130
double-loop learning, 134–135
Drucker, Peter, 207
Eli Lilly Peripheral Systems Division, 181
emotional intelligence components
effectiveness of leadership and critical mass of, 4–5
enhancing and growing, 24–25, 26
expanding repertory of leadership styles and, 26
fundamental capabilities of, 8–9
leadership styles related to, 2, 3, 4
emotions, and affiliative leadership style, 12, 13
empathy, and leadership styles, 3, 26
engagement, and fair process, 114, 121, 122
environmental cues, and bias, 159, 170–171
Epley, Nick, 165
ethical managers, 157–173
auditing decisions for bias and, 159, 164
broadening decision making and, 171–173
conflict of interest and, 166–167
data collection on bias and, 168–170
ethics training and, 167–168
guidelines to counteract biases and, 161
Implicit Association Test (IAT) used by, 159–160,170
implicit prejudice and, 158–162
in-group favoritism and, 162–165
overclaiming credit and, 165–166
research on bias and, 164
shaping environment and, 159, 170–171
sources of unintentional unethical decision making and, 158
expectation clarity, and fair process, 114, 121, 122
expectations
managing your boss and, 198, 208–209
of new managers, 83
explanation, and fair process, 114, 121, 122
failure of employees, and great managers, 104
fair process, 111–132
benefits of, 113
consensus compared with, 121
example of failure from lack of, 112–117, 122–123
example of success of, 123–124
expectation clarity and, 114, 121
importance of, to managers, 112, 120
irrational behavior theory and, 118–119
knowledge-based organizations and, 113, 125–131
mental barriers to, 131–132
price of unfairness and, 124, 126
research on, 117–120
fear, and delegation by new managers, 79, 80
feedback
team performance and, 193
financial performance, impact of organizational climate on, 4, 5–6
First Call, 167
Fiske, Susan, 162
flexibility aspect of climate
affiliative leadership style and, 12
authoritative leadership style and, 11
coaching leadership style and, 20
coercive leadership style and, 6
impact of leadership style on, 4, 10
pacesetting leadership style and, 17
flexibility of leaders
need for mastery of several styles and, 21–23
focus, of new managers, 81, 86–88
Fontaine, Mary, 3
fringe benefits, and motivation, 34
Gabarro, John J., 195–211
gender stereotypes, and hiring decisions, 161–162
Gesell, Gerhard, 162
Girl Scouts, 176
Glick, Peter, 161
goals
great managers and, 103–104
new managers and, 87–88
team discipline and, 178, 180–182, 193
Goldman Sachs, 191
Goleman, Daniel, 1–27
great managers, 91–110
example of, 92–99
great leaders compared with, 92
learning styles and, 107–109
performance of employees and, 106–107
single controlling insight and, 100–101
strengths of employees and, 102–105
three things to know about direct reports, 102, 103
uniqueness of employees and, 99–101, 110
groups
favoritism of, 158, 160, 162–165
set-up-to-fail syndrome and categorization of, 54, 57–59, 60
Haas, Robert D., 191
Haas, Walter A., Jr., 191
Hardin, Curtis, 170
Hardy, Maurice, 181
Hewlett, Bill, 191
Hewlett-Packard (HP), 176, 186, 191
Hewlett-Packard Medical Products Group, 175
hiring decisions, and gender stereotypes, 161–162
Holmes, Ben, 175
honesty, and managing your boss, 198, 210
Hopkins, Ann, 162
HSBC, 107
Herzberg, Frederick, 29–50
horizontal job loading, and motivation, 41–42, 49
human relations training, 34–35
illusion of objectivity, 157
Implicit Association Test (IAT), 159–160, 169, 170
industrial engineering, and motivation, 40, 41
information flow, and managing your boss, 198, 209–210
in-group favoritism, 158, 160, 162–165
in-groups, in set-up-to-fail syndrome, 54, 57–59, 60
irrational behavior theory, 118–119
Jacobs, Ruth, 3
job attitudes, and motivation, 37–40
job enrichment
experiment example involving, 42–45
motivation and, 32
steps for, 46–50
use of term, 41
job participation, and motivation, 36
job satisfaction and job dissatisfaction, and motivation, 37–40
Jordan, Michael, 100
Katzenbach, Jon R., 175–194
Kawashima, Jim, 99
Kendall, Donald M., 191
Knight Ridder, 175, 181, 182, 191
knowledge economy
fair process and, 113, 125–131
teaching smart people how to learn in, 135–136
Koepp, David, 99
Kotter, John P., 195–211
Krasnoff, Abraham, 191
layoffs, and new managers, 86
leadership, 1–27
getting results and, 1
measuring impact of, 4–6
quantitative research on behaviors in, 1–2
styles of, 2
leadership styles
correlations between drivers of climate and, 10
description of, 6–21
emotional intelligence components related to, 2, 3, 4–5
expanding repertory of, 23–26
need for mastery of several styles, 21–23
number of styles, 2
performance and results affected by, 2
quantitative research on, 2
summary (“At a Glance” chart) of, 14–15
switching between styles, 2, 5, 21, 22–23
learning by smart people, 133–155
defensive reasoning and, 142–148
governing values in, 136
reasoning productively and, 148–155
reasons for avoidance of learning and, 136–141
single-loop and double-loop, 134–135
learning style, and coaching, 93, 95, 107–109
Levi Strauss, 191
Lind, E. Allan, 120
Litwin, George, 4
Loewenstein, George, 166
managing your boss, 195–211
checklist for, 206
compatible work styles and, 198, 207–208
dependability and honesty in, 198, 210
as essential aspect of management, 195
example of importance of, 195–199
information flow and, 198, 209–210
mutual expectations and, 198, 208–209
reading the relationship in, 199–200
understanding your boss in, 200–203
understanding yourself in, 203–206
use of time and resources in, 198, 210–211
Manzoni, Jean-François, 51–74
meetings
with new managers, 84
team performance and, 192
Messick, David, 163
mission, and leadership, 1
Moore, Don, 166
Morton, Dean, 175
motivation, 29–50
affiliative leadership style and, 12
coercive leadership style and, 6
enriching employees’ jobs and, 32
extrinsic incentives in, 31
horizontal job loading and, 41–42, 49
hygiene theory of job attitudes and, 37–40
intrinsic rewards in, 31
job attitude factors and, 37, 38, 39–40
job enrichment experiment example involving, 42–45
job enrichment steps and, 46–50
job satisfaction and job dissatisfaction and, 37–40
KITA approach to, 29–33
myths about, 33–37
personnel management theories and, 40–41
set-up-to-fail syndrome and, 58
vertical job loading and, 42, 43, 45, 49
mutual accountability, and team discipline, 178, 185–186
myths about motivation, 33–37
new managers, 77–90
basic elements of management and, 79, 90
changing roles of, 78, 79–80, 87, 89
confidence of, 84–86
delegating by, 78–82
example of, 77–78
feedback given by, 88–90
focusing on the big picture by, 86–88
insecurities of, 78
support from bosses for, 82–84
Nixdorf Computer Company, 118
Nosek, Brian, 160
objectivity, illusion of, 157
O’Neill, Paul, 12–13
One Thing You Need to Know, The (Buckingham), 98
Operation Desert Storm, 176
organizational climate
coercive leadership style and, 6–7
financial performance influenced by, 4, 5–6
impact of leadership style on, 4, 5, 10
key factors in, 4–5
research on, 3–4
switching between leadership styles and, 5
organizational theory, and motivation, 40, 41
out-groups, in set-up-to-fail syndrome, 54, 57–59, 60
Outward Bound, 181
pacesetting leadership style
correlations between aspects of climate and, 10
description of, 16–18
emotional intelligence competencies and, 26
example of leader using, 17–18
impact of, 17
situations in which best used, 5, 18
summary (“At a Glance” chart) of, 15
Packard, David, 191
Pall, David, 191
Pall Corporation, 191
partnering employees, 104–105
Pearson, Andrall E., 191
Pepsi, 191
performance
emotional intelligence components and, 4
great managers and, 106–107
leadership style and impact on, 1, 2, 5
new managers and feedback on, 81, 88–89
organizational climate and, 4, 5–6
performance goals, and team discipline, 178, 180–182
personality, and leadership style, 3
personnel management theories, and management, 40–41
Platt, Lew, 175
positive reinforcement, and teams, 193
prejudice, implicit, 158–162
Price Waterhouse v. Hopkins, 162
procedural justice, 125–126, 130
Project Implicit, 164
purpose, and team discipline, 178, 179–180
racial stereotypes, 170–171
racism, 158–159
reasoning, and learning by smart people, 148–155
recognition, and team performance, 193
recommendations, and teams, 187–188
recreation programs, and motivation, 33–34
relationship building, and affiliative leadership style, 26
resources use, and managing your boss, 198, 210–211
responsibility
authoritative leadership style and, 22–23
coaching leadership style and, 20
coercive leadership style and, 6
correlations between leadership style and, 10
organizational climate and, 4
pacesetting leadership style and, 17
retributive justice, 125
rewards
authoritative leadership style and, 11
coercive leadership style and, 7
correlations between leadership style and, 10
organizational climate and, 5
pacesetting leadership style and, 17
team performance and, 193
Ridder, P. Anthony, 191
roles of employees
authoritative leadership style and, 23
coaching leadership style and, 19
great managers and tweaking of, 93, 96–97
implicit biases as barriers to, 161–162
set-up-to-fail syndrome and, 55, 69
roles of new managers, 78, 79–80, 87, 89
rookie managers. See new managers
Rudman, Laurie, 161
Schulmeyer, Gerhard, 119
self-assurance, of employees, 103
self-awareness
emotional intelligence and traits of, 8
employees and, 103
leadership styles and, 3
managing your boss and, 203–204
self-management, and emotional intelligence, 8
self-regulation, and leadership styles, 3
senior managers
support for new managers from, 80, 82–84
training of new managers and, 78
sensitivity training, 35
set-up-to-fail syndrome, 51–74
benefits of intervention in, 71–72
boss’s role in intervention in, 69–71
categorization of in-groups and out-groups in, 54, 57–59, 60
description of behavior in, 52–53
example of, 53–56
intervention steps in, 65–69
prevention of, 72–74
research on, 58
self-fulfilling and self-reinforcing aspects of, 53, 65
shutting down by employees in, 60–61
steps in, 59
sexism, 158–159
Siemens-Nixdorf Informationssysteme (SNI), 118–119
single-loop learning, 134–135
size of teams, 182–183
skills, and team discipline, 178, 183–185, 192
Smith, Douglas K., 175–194
social awareness, and emotional intelligence, 9
social skill
emotional intelligence and traits of, 9
leadership styles and, 3
standards
authoritative leadership style and, 11, 13
correlations between leadership style and, 10
organizational climate and, 4
team performance and, 192
stereotypes
environmental cues and, 159, 161, 170–171
hiring decisions and, 161–162
implicit prejudice and, 158, 160, 162
strategic thinking, and new managers, 79, 81, 87–88, 90
strategy, and leadership, 1
strengths of employees, and great managers, 93, 94–95, 102–105
Stringer, Richard, 4
support for new managers, 80, 82–84
Tallahassee Democrat, 175
task forces, 187–188
Taylor, Frederick Winslow, 125
Teaching Tolerance, 164
team-building programs, 181
teams, 175–194
building performance of, 192–193
challenges for, 179
characteristics of discipline of, 178–179
classification of, 187–191
as discrete units of performance, 177–178
making or doing things by, 188–189
mutual accountability and, 178, 185–186
performance goals and, 178, 180–182
recommendations from, 187–188
research on, 175–176
size of, 182–183
skills requirements of, 183–185
teams at the top and, 190–191
teams that run things, 189–191
working groups compared with, 176–177, 184, 189–190
Thibaut, John W., 117
Thomas v. Kodak, 162
time use, and managing your boss, 198, 210–211
Torre, Joe, 12–13
training
for employees, from great managers, 104
for new managers, 78
trust
fair process and, 112, 113, 114, 115, 116, 117–118, 120, 121, 123, 125, 126, 128, 130, 131
leadership styles and, 12, 13, 17, 22
set-up-to-fail syndrome and, 52, 56, 57, 58
team discipline and, 186
Tyler, Tom R., 120
uniqueness of employees, and great managers, 99–101, 110
vertical job loading, and motivation, 42, 43, 45, 49
vision
authoritative leadership style and, 2, 10, 11, 13, 22–23
coaching leadership style and, 20
democratic leadership style and, 16
pacesetting leadership style and, 19
social skill and, 9
Volkswagen (VW), 118
wages, and motivation, 34
Walker, Carol A., 77–90
Walker, Laurens, 117
weaknesses, identification of, 102–103
Weinberg, John, 191
Western Electric Company, 36
Whitehead, John C., 191
“Why Good Accountants Do Bad Audits” (Bazerman, Loewenstein, and Moore), 166
Wisdom of Teams, The (Katzenbach and Smith), 175–176