The Art of Leadership and Supervision Version 1.1

If purchased from FlatWorld, the publisher, this version includes Online Access, Homework and a Print copy via a redeemable code shipped with the print book. The Art of Leadership and Supervision presents an integrated overview of leadership, management, and supervision that is balanced between academic and applied perspectives. This integrated approach, combined with plentiful self assessments and situational examples, guides students to a better understanding of their own strengths as leaders and helps them uncover areas for improvement. Brief Contents Contents Author Bios Acknowledgments Dedications Preface Chapter 1: Introduction to Leadership, Management, and Followership 1.1: Defining Moments 1.2: Introduction to Leadership 1.3: Leadership Defining Leadership: A Baseline Leadership Art and Managerial Science Leadership Charisma 1.4: Management Distinction between Leadership and Management 1.5: Followers Defining the Employee and Subordinate 1.6: Chapter Summary and Case Endnotes Chapter 2: Developing Interpersonal Skills for Success 2.1: Getting Defensive to Prove Your Superiority or to Expose Your Insecurity? 2.2: Personality Types and Leadership Traits The Big 5 Emotional Intelligence The MBTI 2.3: Single- and Double-Loop Learning Single- versus Double-Loop Learning 2.4: Chapter Summary and Case Endnotes Chapter 3: Leadership Theories and Styles 3.1: Power and Leadership 3.2: Leadership Theories Approaches to Leadership Theory Trait Approach Behavioral Approach Power-Influence Approach Situational Approach Integrative Approach 3.3: Leadership Styles Autocratic Leadership Charismatic Leadership Democratic/Participative Leadership Inspirational Leadership Laissez-Faire Leadership Servant Leadership Transactional Leadership Transformational Leadership 3.4: Chapter Summary and Case 3.5: Chapter 3 Appendix Summing Character Behavioral and Cognitive Leadership Performance: Values, Attributes, and Skills Assessment Organizational Values Skills Traits Endnotes Chapter 4: Building Teams, Adaptive and Situational Leadership, and Leadership Power 4.1: Building Teams Creating a Leadership Climate for Team Building The Team Structure the Leader Inherits The Formation Stage The Enrichment Stage The Sustainment Stage 4.2: Adaptive and Situational Leadership 4.3: Power in Leadership Elements of Personal Power Elements of Position Power Leader Power: A Privilege or Right? The Leader-to-Follower Power Gap Preventing the Abuse of Power Leader and Management Power: Two Views The Politics of Power 4.4: Chapter Summary and Case Endnotes Chapter 5: The Leader’s Responsibility for Setting Organizational Direction 5.1: Communicating a Direction 5.2: Introduction to Vision, Mission, and Overarching-Goal (Intent) Statements 5.3: Vision Statement The Nature and Role of a Vision Statement The Vision Statement Development Process Communicating Your Vision Statement 5.4: Mission Statements The Nature and Role of Mission Statements Describe the Mission Analysis Process Components of the Mission Statement Writing and Evaluating Mission Statements 5.5: Intent Statement Leader’s Intent Defined and Purpose Leader’s Intent Development Process 5.6: Chapter Summary and Case Endnotes Chapter 6: Developing Employees as Followers 6.1: The Interview 6.2: Hiring Criteria Development Application and Résumé Review Interviewing Test Administration Making the Offer Attaining a Leadership Position Hiring and Union Considerations 6.3: Training Employee Orientation In-House Training Mentoring External Training Training Program Framework Development Career Development Programs and Succession Planning 6.4: Chapter Summary and Case Endnotes Chapter 7: Motivation as a Responsibility of Leadership 7.1: Human Motivation at Work Theories on Job Dissatisfaction Progression of Job Withdrawal Theories on Human Motivation Hawthorne Studies Maslow’s Hierarchy of Needs Herzberg Two-Factor Theory McGregor’s X-Y Theory Carrot and Stick Sources of Employee Satisfaction and Motivation Data 7.2: Strategies Used to Increase Motivation Salaries and Benefits Training and Development Performance Appraisals Succession Planning Flextime, Telecommuting, and Sabbaticals Leader-Member Exchange Management Training Conflict Management, Morale, and Fairness Job Design, Job Enlargement, and Empowerment Create a Compelling Company Culture Pay-for-Performance Strategies Effective Delegation Other Ways to Motivate 7.3: Chapter Summary and Case Endnotes Chapter 8: Effective Decision Making 8.1: Social Media Blues 8.2: Decision-Making Models Ethical Priorities in Decision Making Procedural Justice and Distributive Justice Rational Decision-Making Model Edward de Bono’s Six Thinking Hats Intuitive Decision Making Vroom-Jago Decision Model Assessment Model A Closer Look at the Seven Factors The Influence of Past Organizational Strategies Managerial/Leader Attitudes toward Risk Degree of Organizational Dependence on Environmental Factors and/or Regulators Organizational Culture and Power Relationships Impact of the Proposed Change on Lower-Level Managers and Other Staff Personnel Probable Actions and Reactions from Competitors (Both Internal and External) Timing of Change Strategy 8.3: Faulty Decision Making Overconfidence Effect Framing Bias Illusion of Control Sunk Cost Bias / Escalation of Commitment Status Quo Bias 8.4: Team Decision Making and Change Team Decision-Making Challenges Kotter’s Eight Stages of Change Groupthink Avoiding Groupthink Communicating the Decision 8.5: Chapter Summary and Case Endnotes Chapter 9: The Ethical Leader 9.1: Unethical or the “Way We Do Business”? 9.2: An Ethics Framework What Are Ethics? Levels of Ethics: An Organizational Framework Sources of Personal Ethics Sources of Company Ethics 9.3: Making Ethical Decisions The Twelve Questions Model Josephson Institute of Ethics Model Steps to Ethical Decision Making Philosopher’s Approach 9.4: Social Responsibility 9.5: Chapter Summary and Case Endnotes Chapter 10: Operational Leadership Considerations 10.1: Hiring Multiculturally 10.2: Company Culture 10.3: Diversity and Multiculturalism Power and Privilege 10.4: Employee Law Equal Employment Opportunity Commission (EEOC) EEOC Federal Legislation Age Disability Equal Pay / Compensation Genetic Information National Origin Pregnancy Race/Color Religion Sex and Sexual Harassment Retaliation Military Service 10.5: Understanding Employee Rights Job Protection Rights Privacy Rights Labor Unions 10.6: Stress 10.7: Power Positioning and Power Sources 10.8: Chapter Summary and Case Endnotes Chapter 11: Intervening and Aiding Employees with Performance Issues 11.1: Handling Performance Types of Performance Issues What Influences Performance? Defining Discipline Performance Issue Model Investigation of Performance Issues Options for Handling Performance Issues Employee Separation Rightsizing and Layoffs 11.2: Performance Evaluations Performance Appraisal Process Best Practices in Performance Appraisals Improvement Plans 11.3: Chapter Summary and Case Endnotes Chapter 12: Leading Change 12.1: Change at the Fruit Warehouse 12.2: What Is Change? What Is Change? Outcomes of Poor Change Management Change Management 12.3: Change Process Kotter’s Change Model Lewin’s Model Beer and Nohria’s Model 12.4: Guidelines for Change Implementation 12.5: Chapter Summary and Case Endnotes Chapter 13: The Leadership Development Process 13.1: A Shining Star 13.2: Personal Leadership Plans Applying the Self-Assessment Phase Application of Self-Assessment Goal-Setting Phase Reflection Phase 13.3: Career Growth: Impression Management Introductions Dining Out Clothing Technology Reputation Management General Etiquette for Career Success 13.4: Continual Learning and Feedback 13.5: Chapter Summary and Case Endnotes Index