Table of Contents

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

About the Author

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.