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INTRODUCTION TO LEADERSHIP Fifth Edition

DEDICATION To Madison, Isla, Sullivan, and Edison

INTRODUCTION TO LEADERSHIP

Concepts and Practice

Fifth Edition

Peter G. Northouse

Western Michigan University

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This reprinted edition of Introduction to Leadership, Fifth Edition, has been revised to align with SAGE’s updated bias-free language guidelines. In addition, a new profile of Harriet Tubman supersedes the profile of George Washington

found in earlier versions of the text.

Printed in the United States of America

Library of Congress Cataloging-in-Publication Data

Names: Northouse, Peter Guy, author.

Title: Introduction to leadership: concepts and practice / Peter G. Northouse.

Description: Fifth edition. | Thousand Oaks, California: SAGE, [2021] | Includes bibliographical references and index.

Identifiers: LCCN 2019029354 | ISBN 9781544351599 (paperback; alk. paper) | ISBN 9781544351612 (epub) | ISBN 9781544351605 (pdf)

Subjects: LCSH: Leadership.

Classification: LCC HM1261 .N667 2021 | DDC 303.3/4—dc23

LC record available at https://lccn.loc.gov/2019029354

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BRIEF CONTENTS Preface About the Author CHAPTER 1 • Understanding Leadership CHAPTER 2 • Recognizing Your Traits CHAPTER 3 • Understanding Leadership Styles CHAPTER 4 • Attending to Tasks and Relationships CHAPTER 5 • Developing Leadership Skills CHAPTER 6 • Engaging Strengths CHAPTER 7 • Creating a Vision CHAPTER 8 • Establishing a Constructive Climate CHAPTER 9 • Embracing Diversity and Inclusion CHAPTER 10 • Listening to Out-Group Members CHAPTER 11 • Managing Conflict CHAPTER 12 • Addressing Ethics in Leadership CHAPTER 13 • Overcoming Obstacles CHAPTER 14 • Exploring Destructive Leadership Glossary Index

DETAILED CONTENTS Preface About the Author CHAPTER 1 • Understanding Leadership

Introduction Leadership Explained

“Leadership Is a Trait” “Leadership Is an Ability” “Leadership Is a Skill” “Leadership Is a Behavior” “Leadership Is a Relationship” “Leadership Is an Influence Process” Leadership vs. Management

Global Leadership Attributes The Dark Side of Leadership Leadership Snapshot: Michelle Obama Summary Glossary Terms Application

➨ 1.1 Case Study—King of the Hill ➨ 1.2 Case Study—Charity: Water ➨ 1.3 Conceptualizing Leadership Questionnaire ➨ 1.4 Observational Exercise ➨ 1.5 Reflection and Action Worksheet

References CHAPTER 2 • Recognizing Your Traits

Introduction Leadership Traits Explained

Intelligence Confidence Charisma Determination Sociability Integrity

Leadership Snapshot: Nelson Mandela Leadership Traits in Practice

Harriet Tubman (1820–1913) Winston Churchill (1874–1965) Mother Teresa (1910–1997) Bill Gates (1955– ) Oprah Winfrey (1954– ) LeBron James (1984– )

Summary Glossary Terms Application

➨ 2.1 Case Study—NorthTown Doulas ➨ 2.2 Case Study—The Three Bs ➨ 2.3 Leadership Traits Questionnaire ➨ 2.4 Observational Exercise ➨ 2.5 Reflection and Action Worksheet

References CHAPTER 3 • Understanding Leadership Styles

Introduction Leadership Philosophy Explained

Theory X Theory Y

Leadership Styles Explained Authoritarian Leadership Style Democratic Leadership Style Laissez-Faire Leadership Style

Leadership Snapshot: Victoria Ransom Leadership Styles in Practice Summary Glossary Terms Application

➨ 3.1 Case Study—Several Different Styles ➨ 3.2 Case Study—Leading the Robotics Team ➨ 3.3 Leadership Styles Questionnaire ➨ 3.4 Observational Exercise

➨ 3.5 Reflection and Action Worksheet References

CHAPTER 4 • Attending to Tasks and Relationships Introduction Task and Relationship Styles Explained

Task Style Relationship Style

Leadership Snapshot: Ai-jen Poo Task and Relationship Styles in Practice

Task Leadership Relationship Leadership

Summary Glossary Terms Application

➨ 4.1 Case Study—From Two to One ➨ 4.2 Case Study—Day and Night ➨ 4.3 Task and Relationship Questionnaire ➨ 4.4 Observational Exercise ➨ 4.5 Reflection and Action Worksheet

References CHAPTER 5 • Developing Leadership Skills

Introduction Administrative Skills Explained

Administrative Skills in Practice Interpersonal Skills Explained

Interpersonal Skills in Practice Leadership Snapshot: Coquese Washington Conceptual Skills Explained

Conceptual Skills in Practice Summary Glossary Terms Application

➨ 5.1 Case Study—Give Me Shelter ➨ 5.2 Case Study—Reviving an Ancient Art ➨ 5.3 Leadership Skills Questionnaire

➨ 5.4 Observational Exercise ➨ 5.5 Reflection and Action Worksheet

References CHAPTER 6 • Engaging Strengths

Introduction Strengths-Based Leadership Explained

Historical Background Identifying and Measuring Strengths

Strengths-Based Leadership in Practice Discovering Your Strengths Developing Your Strengths Addressing Your Weaknesses

Leadership Snapshot: Steve Jobs Recognizing and Engaging the Strengths of Others Fostering a Positive Strengths-Based Environment

Summary Glossary Terms Application

➨ 6.1 Case Study—Ready to Be CEO? ➨ 6.2 Case Study—The Strength to Stand Out ➨ 6.3 Leadership Strengths Questionnaire ➨ 6.4 Observational Exercise ➨ 6.5 Reflection and Action Worksheet

References CHAPTER 7 • Creating a Vision

Introduction Vision Explained

A Picture A Change Values

Leadership Snapshot: Rosalie Giffoniello A Map A Challenge

Vision in Practice Articulating a Vision Implementing a Vision

Summary Glossary Terms Application

➨ 7.1 Case Study—A Clean Slate ➨ 7.2 Case Study—Kakenya Ntaiya ➨ 7.3 Leadership Vision Questionnaire ➨ 7.4 Observational Exercise ➨ 7.5 Reflection and Action Worksheet

References CHAPTER 8 • Establishing a Constructive Climate

Introduction Constructive Climate Explained Climate in Practice

Providing Structure Clarifying Norms Building Cohesiveness Promoting Standards of Excellence

Leadership Snapshot: Nancy Dubuc Summary Glossary Terms Application

➨ 8.1 Case Study—A Tale of Two Classes ➨ 8.2 Case Study—Challenging Courtroom Culture ➨ 8.3 Organizational Climate Questionnaire ➨ 8.4 Observational Exercise ➨ 8.5 Reflection and Action Worksheet

References CHAPTER 9 • Embracing Diversity and Inclusion

Introduction Diversity and Inclusion Explained

Definitions Inclusion Framework Leadership Snapshot: Ursula Burns Diversity and Inclusion in Practice

Model of Inclusive Practices

Leader Practices That Advance Diversity and Inclusion Barriers to Embracing Diversity and Inclusion

Summary Glossary Terms Application

➨ 9.1 Case Study—What’s in a Name? ➨ 9.2 Case Study—Mitch Landrieu: Symbolic Progress ➨ 9.3 Cultural Diversity Awareness Questionnaire ➨ 9.4 Observational Exercise ➨ 9.5 Reflection and Action Worksheet

References CHAPTER 10 • Listening to Out-Group Members

Introduction Out-Group Members Explained

How Out-Groups Form The Impact of Out-Group Members

Out-Group Members in Practice Strategy 1: Listen to Out-Group Members Strategy 2: Show Empathy to Out-Group Members Strategy 3: Recognize the Unique Contributions of Out- Group Members Strategy 4: Help Out-Group Members Feel Included Strategy 5: Create a Special Relationship With Out- Group Members

Leadership Snapshot: Abraham Lincoln Summary Glossary Terms Application

➨ 10.1 Case Study—Next Step ➨ 10.2 Case Study—Unhappy Campers ➨ 10.3 Building Community Questionnaire ➨ 10.4 Observational Exercise ➨ 10.5 Reflection and Action Worksheet

References

CHAPTER 11 • Managing Conflict Introduction Conflict Explained

Communication and Conflict Conflict on the Content Level

Leadership Snapshot: Humaira Bachal Conflict on the Relational Level

Managing Conflict in Practice Fisher and Ury Approach to Conflict Communication Strategies for Conflict Resolution Kilmann and Thomas Styles of Approaching Conflict

Summary Glossary Terms Application

➨ 11.1 Case Study—Office Space ➨ 11.2 Case Study—High Water Mark ➨ 11.3 Conflict Style Questionnaire ➨ 11.4 Observational Exercise ➨ 11.5 Reflection and Action Worksheet

References CHAPTER 12 • Addressing Ethics in Leadership

Introduction Leadership Ethics Explained Leadership Ethics in Practice

1. The Character of the Leader 2. The Actions of the Leader 3. The Goals of the Leader 4. The Honesty of the Leader 5. The Power of the Leader 6. The Values of the Leader

Culture and Leadership Ethics Summary Glossary Terms Application

➨ 12.1 Case Study—The Write Choice ➨ 12.2 Case Study—In Good Company

➨ 12.3 Sample Items From the Ethical Leadership Style Questionnaire ➨ 12.4 Observational Exercise ➨ 12.5 Reflection and Action Worksheet

References CHAPTER 13 • Overcoming Obstacles

Introduction Obstacles Explained Overcoming Obstacles in Practice

Obstacle 1: Unclear Goals Obstacle 2: Unclear Directions Obstacle 3: Low Motivation

Leadership Snapshot: Bill Courtney Obstacle 4: Complex Tasks Obstacle 5: Simple Tasks Obstacle 6: Low Involvement Obstacle 7: Lack of a Challenge

Summary Glossary Terms Application

➨ 13.1 Case Study—Student Maid ➨ 13.2 Case Study—The Improbable Kodiak Bears ➨ 13.3 Path–Goal Styles Questionnaire ➨ 13.4 Observational Exercise ➨ 13.5 Reflection and Action Worksheet

References CHAPTER 14 • Exploring Destructive Leadership

Introduction Destructive Leadership Explained

Definition Toxic Triangle

Confronting Destructive Leadership in Practice Leaders Followers Context

Leadership Snapshot: Elizabeth Holmes

Summary Glossary Terms Application

➨ 14.1 Case Study—Dr. Chen Likes Power ➨ 14.2 Case Study—Breaking the Silence ➨ 14.3 Abusive Leadership Questionnaire ➨ 14.4 Observational Exercise ➨ 14.5 Reflection and Action Worksheet

References Glossary Index

PREFACE Leadership is a highly valued commodity. Given the volatility in world affairs and our national political climate, the public’s desire for constructive leadership is higher than it has ever been. People continue to be fascinated by who leaders are and what leaders do. They want to know what accounts for good leadership and how to become good leaders. Despite this strong interest in leadership, very few books clearly describe the complexities of practicing leadership. I have written Introduction to Leadership: Concepts and Practice to fill this void.

Each chapter describes a fundamental principle of leadership and how it relates in practice to becoming an effective leader. These fundamentals are illustrated through examples, profiles of effective leaders, and case studies. The text comprises 14 chapters: Chapter 1, “Understanding Leadership,” analyzes how different definitions of leadership have an impact on the practice of leadership. Chapter 2, “Recognizing Your Traits,” examines leadership traits found to be important in social science research and explores the leadership traits of a select group of historical and contemporary leaders. Chapter 3, “Understanding Leadership Styles,” explores how a person’s view of people, work, and human nature forms a personal philosophy of leadership and how this relates to three commonly observed styles of leadership: authoritarian, democratic, and laissez-faire. Chapter 4, “Attending to Tasks and Relationships,” describes how leaders can integrate and optimize task and relationship behaviors in their leadership role. Chapter 5, “Developing Leadership Skills,” considers three types of leadership skills: administrative, interpersonal, and conceptual. Chapter 6, “Engaging Strengths,” discusses the emerging field of strengths-based leadership, looking at how several assessment tools can help one to recognize their own strengths and those of others and then put those strengths to work as an effective leader. Chapter 7, “Creating a Vision,” explores the characteristics of a vision and how a vision is expressed and implemented. Chapter 8, “Establishing a Constructive Climate,” focuses on how important it is for leaders who are running groups or organizations to provide structure, clarify norms, build cohesiveness, and promote standards of excellence. Chapter 9, “Embracing Diversity and Inclusion,” discusses the importance of inclusive leadership and best practices for creating inclusive environments. Chapter 10, “Listening to Out-Group Members,” explores the nature of out-groups, their impact, and ways leaders should respond to out-group members. Chapter 11, “Managing Conflict,” addresses the question of how we can manage conflict and produce positive change. Chapter 12, “Addressing Ethics in Leadership,” explores six factors that are related directly to ethical leadership: character, actions, goals, honesty,

power, and values. Chapter 13, “Overcoming Obstacles,” addresses seven obstacles that followers may face and how a leader can help them to overcome these. Finally, Chapter 14, “Exploring Destructive Leadership,” analyzes the causes of toxic leadership and discusses practical ways to confront and nullify it.

NEW TO THIS EDITION This edition retains the chapters of the previous edition but has been expanded and enhanced in several ways:

First, a new chapter on destructive leadership has been added. This chapter examines the nature of destructive leadership using a framework called the Toxic Triangle, which describes how destructive leadership emerges from a complex set of interactions between the leader, susceptible followers, and the environment. To combat destructive leadership, the chapter provides practical guidelines that followers and organizations can employ when toxic leaders seize power and act destructively.

Second, this edition includes 18 new case studies that illustrate the chapter content and challenge the reader to use this information to solve “real world” leadership challenges.

Third, it includes 5 new leadership snapshots on leaders, including Michelle Obama, Jasmine Crowe, and Elizabeth Holmes, which use stories of the successes and failures of leaders in a variety of fields to illustrate chapter concepts.

Fourth, this edition includes a new questionnaire on abusive leadership that helps students understand the dimensions of destructive leadership as well as their own destructive leadership tendencies.

NEW TO THE SAGE VANTAGE EDITION The May 2021 Update for Introduction to Leadership: Concepts and Practice, Fifth Edition, contains the following changes:

The reprinted edition has been revised to align with SAGE’s updated bias- free language guidelines.

A new profile of Harriet Tubman supersedes the profile of George Washington in earlier versions of the text.

25 new Video Activities feature a diverse group of business and nonprofit leaders.

Replacement of multi-select questions throughout the assessments.

More than 80 new Knowledge Check questions.

More than 170 new Chapter Test questions.

Updated student assessment feedback at the end of all Knowledge Checks and Chapter Tests.

Improvements to photo resolution and appearance.

An updated LMS cartridge reflecting the addition of the Harriet Tubman profile and other bias-free language updates to the text.

SPECIAL FEATURES Introduction to Leadership: Concepts and Practice is designed to help the reader understand how to become a better leader. While the book is grounded in leadership theory, it describes the basics of leadership in an understandable and user-friendly way. Each chapter focuses on a fundamental aspect of leadership, discusses how it can be applied in real leadership situations, and provides a relevant profile of a leader.

Perhaps the most notable features of this book are the four applied activities included in every chapter, which allow the reader to explore leadership concepts and real-world applications:

Case studies illustrate the leadership concepts discussed in the chapter. At the end of each case, thought-provoking questions help the reader analyze the case using ideas presented in the chapter.

Self-assessment questionnaires help the reader determine their own leadership style and preferences. Students may want to complete this

questionnaire before reading the chapter’s content. By completing the questionnaire first, the reader will be more aware of how the chapter’s content specifically applies to their leadership tendencies.

Observational exercises guide the reader in examining behaviors of leaders from their own life experiences.

Reflection and action worksheets stimulate the reader to reflect on their leadership style and identify actions to take to become more effective.

AUDIENCE A practice-oriented book, Introduction to Leadership: Concepts and Practice is written in a user-friendly style appropriate for introductory leadership courses across disciplines. Specifically, it is well suited for programs in leadership studies and leadership courses in schools of agriculture, allied health, business, communication, education, engineering, management, military science, nursing, political science, public administration, religion, and social work. In addition, this book is appropriate for programs in continuing education, corporate training, executive development, in-service training, and government training. It is also useful for student extracurricular activities.

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