Type:
Solution Manual
Resource:
Art and Science of Leadership
Edition:
5th Edition
Author(s):
Afsaneh Nahavandi
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
INTRODUCTION ______________________________________________________________________________
The topic of leadership is challenging and stimulating for students and faculty. Whether the course is offered as part of an undergraduate curriculum, as a graduate business elective, in an educational leadership program, or in a public administration program, it is always popular. The newfound practitioner interest in the topic, which has led to the publication of many widely available books, is further bringing students back to leadership classrooms. It is easy for them to get frustrated and disappointed. Leadership may appear easy to define and interesting to write about, but it is difficult to teach. It is a field that contains many well-developed theories, is replete with empirical challenges, and continues to be highly divided. The goal of the “Art and Science of Leadership” is to move beyond the differences and the divisions and to provide students with a theory-based, integrative, hands-on, practical view of leadership. The fifth edition of the book builds on the strengths of the first four editions and introduces some new emphasis and new features. The many debates and controversies within the field of leadership are presented in this fifth edition as they were in the first four. I continue to emphasize integration of the concepts and distilling useful and practical concepts from each theory while taking a cross-cultural perspective. The guiding philosophy and assumptions remain the same. These include: •
Leadership can be learned.
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An application focus to help student apply what they learn.
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A cross-cultural focus that emphasizes that leadership is not a culture-free process.
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Looking at the future by addressing the dramatic changes that organizations are undergoing.
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Exercises and self-assessments with some revisions and additions.
There have been several changes in the structure of this edition that has led to new chapters and changes in the numbering of other chapters: • I have changed to structure of the book. Part I continues to present building block and now includes the first five chapters that cover introduction, cultural contexts, history, individual characteristics, and power. Part II, chapters 6 and 7 focuses on contemporary concepts of neo-charismatic leadership, and upper echelon and non-profit leadership. Part III is application focused with a chapter on team leadership and two new chapters on change and leader development. • I have added a separate chapter to address the global and cultural contexts (Chapter 2). Part of the chapter includes updated material regarding cultural models found in chapter 1 in previous editions. New material related to gender differences and managing diversity have been added. • The material related to early theories of leadership which were presented in chapter 5 and 6 in previous editions has been combined with the history of leadership to form a new chapter 3 that includes both history and the early theories (e.g., Fiedler, the Normative Decision Model, Substitutes, etc.) that lay the foundations of modern leadership.
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Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall • Part II of the book now includes current theories of leadership including charismatic and transformational leadership in chapter 6 which also presents new material about spiritual and authentic leadership. • Upper echelon leadership is addressed in chapter 7 (was chapter 9 in the previous edition) along with new material about leadership of non-profit organizations. • Finally, two new chapters have been added to address leading change (chapter 9), and leader development (chapter 10).
In addition to the major changes described above and updates to all the mateiral I have added several key areas including: •
Detailed presentation of gender differences in leadership and the role of diversity (chapter 2).
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Discussion of narcissism and destructive leadership (chapter 4)
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Discussion of spiritual and authentic leadership (chapter 6)
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Three new “Leadership in Action” cases (Chapter 2: Indra Nooyi; Chapter 9: Best Buy; Chapter 10: Colleen Barrett)
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Seven new “Leading Change” profiles; the other three are updated.
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An “almost new” pedagogical feature: “Applying what you Learn” replaces “Leading from the Grassroots” in each chapter and provides examples of leadership at all levels of organizations emphasizing the theme that leadership is not the exclusive domain of those in top organizational levels.
Regardless of the level at which leadership is taught, it is generally taught as an elective. Therefore, the content of the course remains very much up to the instructor. Most faculty who teach a leadership course have some degree of expertise in the topic. They are likely to have their own favorite materials and lectures. I developed the contents of this handbook based on those assumptions. In addition to the multiple choice and true/false questions that are provided for this edition, you will find potential assignments throughout the handbook. I also provide a summary and detailed outline of every chapter for quick review. I focused on providing the instructor with directions and ideas for the exercises and other activities presented in the text. I have tested all of the exercises at the end of the chapters in my classes over the past 25 years. Many are appropriate for all students; some work better with students with more work experience. However, in spite of some differences, they are all accessible and relatively easy to use. The clear majority is designed to be used as a brief supplement to a topic; a few are lengthy enough to take up a whole class. I provide two brief course outlines along with a table of activities to help instructors design their courses and decide which activities are appropriate for their class.
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Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
SAMPLE COURSE OUTLINES ______________________________________________________________________________
Sample course outline for 15 weeks with one 150 minute period a week Week
Topic
Reading and other assignments
Class activities
1.
Introduction: Definitions and Significance of leadership
Chapter 1
Exercise 1.1: What is leadership? Exercise 1.2: Images of leadership Exercise 1.3: Understanding the leadership context Case analysis: JetBlue
2.
3.
The global context: National culture
Chapter 2
The cultural context: Gender and diversity
Chapter 2
Exercise 2.1: Proverbs Exercise 2.2: Narian bridges
Self-assessment 2.1: Exploring views of women
Exercise 2.3: Leadership and gender Exercise 2.4: Is this sexual harassment? Case analysis: Indra Nooyi
4.
History and foundations
Chapter 3
Exercise 3.1: The toy factory
Self-assessment 3.1: Determining your LPC
Exercise 3.2: Using the normative decision model
Self-assessment 3.2: Assessing a leadership situation
5.
Early theories
Self-assessment 3.3: Identifying your ingroup and out-group
Case analysis: The caring dictator
6.
Individual differences and traits
Chapter 4
Exercise 4.1: Your ideal organization
Self-assessments 4.1 to 4.8
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Case analysis: IKEA
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Week
Topic
Reading and other assignments
Class activities
7.
Power
Chapter 5
Exercise 5.1 Recognizing blocks to empowerment
Self-assessment 5.1: Views of power 8.
Midterm exam
9.
Current approaches:
Chapter 6
Charismatic leadership
Case analysis: Dick Grasso of NYSE
Exercise 6.1: Do you a charismatic leader Exercise 6.2: Charismatic speech
10.
11.
Current approaches:
Chapter 6
Transformational leadership, spiritual and authentic leadership
Self-assessment 6.1: Authentic leadership
Upper echelon and non-profit leadership
Chapter 7 Self-assessment 7.1: Strategic leadership type
Case analysis: Andrea Jung of Avon
Exercise 7.1: Understanding strategic forces Exercise 7.2: Your organization Exercise 7.3: The influence process Case analysis: A.G. Lafley of P&G
12.
Participative management and teams
Chapter 8 Self-assessment 8.1: Delegation Self-assessment 8.2: Are you a team leader
13.
Leading change
Chapter 9 Self-assessment 9.1: Building credibility Self-assessment 9.2: Creativity
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Exercise 8.1: To delegate or not to delegate Exercise 8.2: Strategies for becoming a self-leader Case analysis: Whole Foods
Case analysis: Best Buy