Introduction Preface to the Fifth Edition Acknowledgments About the Authors Chapter 1: Leadership: What is it? Trait Versus Process Assigned Versus Emergent Leadership and Power Leadership and Coercion Leadership and Management The Cases The Reading Case 1.1 Leadership at Research in Motion Case 1.2 House, Hearth and Home: Managing Leadership Change Reading 1.1 Great Leadership is Good Leadership Chapter 2: Leadership Trait Approach Intelligence Self-Confidence Determination Integrity Sociability The Five-Factor Personality Model Emotional Intelligence How Does the Trait Approach Work? The Cases The Reading Case 2.1 London Health Sciences Centre: Talent Development (A) Case 2.2 Invictus: Introducing Leadership Competencies, Character and Commitment Reading 2.1 Leadership Character and Corporate Governance Chapter 3: Leadership Skills Approach Katz's Three-Skills Approach Leadership Skills Model Leadership Outcomes How Does the Leadership Style Work? The Cases The Reading Case 3.1 Skills for Tomorrow: A Management Team in Crisis Case 3.2 Performance Coaching: Darcy Gallagher Role Reading 3.1 Negotiate Your Way to Better Leadership Chapter 4: Leadership Style Approach The Ohio State Studies The University of Michigan Studies The Blake and Mouton Grid How Does Leadership Style Work? The Cases The Reading Case 4.1 Leadership Crisis at Steel Works' Xiamen Plant Case 4.2 Huo's Group: A Professional Manager in a Family Firm in China Reading 4.1 The Ideal Leader Chapter 5: Followership The Origins of Followership A Practitioner Perspective on Followership Recent Work on Followership The Cases The Reading Case 5.1 Jones Schilling Employee Coaching Workshop Case 5.2 Sarah Vickers: Post Acquisition Career Management Reading 5.1 Followership: The Other Side of Leadership Chapter 6: The Leader-Member Exchange Theory of Leadership The Early Studies The Later Studies Leadership Making First Impressions How Does the LMX Theory of Leadership Work? The Cases The Reading Case 6.1 Carnegie Industrial: The Leadership Development Centre Case 6.2 Goran Kapicic at Actavis China Reading 6.1 How to Build a Healthy Leadership Pipeline Chapter 7: Transformational Leadership Charismatic Leadership A Transformational Leadership Model Transformational Leadership Factors Transactional Leadership Factors The Nonleadership Factor Other Perspectives of Transformational Leadership How Does the Transformational Leadership Approach Work? The Cases The Reading Case 7.1 Bank of Baroda: Leadership Challenges Case 7.2 Transforming Icrisat: The Leadership of Dr. William Dar Reading 7.1 Transformational Performance-Based Leadership: Addressing Non-Routine Adaptive Challenges Chapter 8: Servant Leadership How Does Servant Leadership Work? Criticisms and Observations about Servant Leadership The Cases The Reading Case 8.1 Veja: Sneakers with a Conscience Case 8.2 St. John the Compassionate Mission: Organizational Culture and Leadership Reading 8.1 Learning from Gandhi on His Birthday Chapter 9: Authentic Leadership Authentic Leadership Defined Theoretical Approaches Practical Approaches How Does Authentic Leadership Work? The Cases The Reading Case 9.1 Ing Direct Canada: Are You Suffering? Case 9.2 The Awethu Project: Values-Driven Decisions for Profit and Social Impact Reading 9.1 Leadership Perfected: Leading from the Whole You Chapter 10: Adaptive Leadership Practicing Adaptive Leadership Leadership in the New Reality The Cases The Reading Case 10.1 Schneider Electric India: Leadership Challenges Case 10.2 Carmichael Outreach: A New Leader Takes Charge Reading 10.1 Good Leaders Never Stop Learning Chapter 11: Team Leadership The Team Leadership Model How Does the Team Leadership Model Work? The Cases The Reading Case 11.1 Scotiabank: Collaboration across Business Lines Case 11.2 Nedbank: Coaching Capabilities for Growth Strategy Execution Reading 11.1 Nine Ways that Business Leaders Can Put Out any Fire Chapter 12: Strategic Leadership Six Components of Strategic Leadership Strategic Leadership Versus Leadership Positional Versus Behavioral The Cases The Reading Case 12.1 Constructing the Medupi Power Station Case 12.2 Ratan Tata: Ethical Leadership Reading 12.1 Strategic Leadership: Short-Term Stability and Long-Term Viability Chapter 13: Women and Leadership Gender: Examining Leadership Style and Effectiveness The Glass Ceiling Turned Labyrinth Explaining the Labyrinth Navigating the Labyrinth The Cases The Reading Case 13.1 Calvert Investments: Environmental, Social, and Governance Sustainability Case 13.2 Women Board Directors: Championing The Tough Issues Reading 13.1 Gender Equality: Coming Soon to Emerging Markets Near You Chapter 14: Culture and Leadership Culture, Diversity, Ethnocentrism, and Prejudice Cultural Dimensions Leadership Behavior and Culture Clusters The Cases The Reading Case 14.1 Tata: Leadership with Trust Case 14.2 Working Cross Culturally: Forget "Business as Usual" Reading 14.1 Taking the Leadership Leap: Developing an Executive Pipeline for India's Future Chapter 15: Ethical Leadership A Definition of Ethics Ethical Theories The Centrality of Ethics to Leadership Ethical Leadership: The Perspectives of Several Leadership Scholars Ethical Leadership Principles How Does Ethical Leadership Work? The Cases The Reading Case 15.1 ORNGE: A Crisis at Ontario's Air Ambulance Service Case 15.2 Sibanye: Changing Mindsets in Mining Through Contextual Leadership Reading 15.1 Ethical Leadership Then and Now References
W. Glenn Rowe served in the Canadian Navy for 22 years. While still in the navy, he completed his MBA degree at Memorial University of Newfoundland part-time (1983-1986) and taught on a part-time basis for 2 years (1986-1988) in Memorial's Faculty of Business Administration. In 1990, he retired from the navy and became a full-time lecturer in the Faculty of Business Administration at Memorial. In 1992, he began studying leadership within the context of strategic management at Texas A&M University, where he completed his PhD in 1996. He rejoined the Faculty of Business Administration at Memorial in September 1995, where he taught strategic management and strategic leadership. Professor Rowe joined the Ivey Business School on July 1, 2001. He served as the faculty adviser for the PhD program in general management (including strategy) from January 2002 to July 2009. From July 2009 to June 2012, he served as the director of Ivey's Executive MBA Program. He currently serves as the coordinator for the General Management Area Group. He has taught strategy and strategic leadership to undergraduate business students, MBAs and EMBAs. He taught a strategy doctoral seminar from 2003 to 2009. In January 2016, he was appointed as the Executive Director, Ivey Publishing where he oversees Ivey's case publishing operation and the Ivey Business Journal. Professor Rowe serves as an ad hoc reviewer for several academic journals and is active in the community. He has facilitated strategic-thinking sessions for several organizations including a couple of banks, a fish farming company, and others such as the Alliance for the Control of Tobacco (Newfoundland and Labrador), the Newfoundland and Labrador Medical Association, Fishery Products International, Gros Morne National Park, and Sir Wilfred Grenfell College. He was the coauthor of a strategic management textbook and its associated casebook, both of which went to a their third edition. He is a co-author on a second strategic management textbook having joined the author team for the 9th edition. His research is published in journals such as the Strategic Management Journal, the Journal of Management Studies, the Journal of Management, the Leadership Quarterly, the Journal of World Business, the Journal of Business Ethics and the Journal of Management Inquiry. Laura Guerrero is an Assistant Professor of Management in the College of Business at the University of Houston.