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

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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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