2 leadershipeighth edition3to madis

1. 2
Leadership
Eighth Edition
3
To Madison, Isla, and Sullivan
4
Leadership
Theory and Practice
Eighth Edition
Peter G. Northouse
Western Michigan University
5

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Printed in the United States of America
Library of Congress Cataloging-in-Publication Data
Names: Northouse, Peter Guy, author.
Title: Leadership : theory and practice / Peter G. Northouse,
Western Michigan University.
Description: Eighth Edition. | Thousand Oaks : SAGE
Publications, [2018] | Revised edition of the author’s
Leadership, 2015. | Includes index.
Identifiers: LCCN 2017049134 | ISBN 9781506362311 (pbk. :
alk. paper)
Subjects: LCSH: Leadership. | Leadership—Case studies.
6
Classification: LCC HM1261 .N67 2018 | DDC 303.3/4—dc23
LC record available at
https://lccn.loc.gov/2017049134
This book is printed on acid-free paper.

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7
https://lccn.loc.gov/2017049134
Brief Contents
1. Preface
2. Acknowledgments
3. About the Author
4. About the Contributors
5. 1. Introduction
6. 2. Trait Approach
7. 3. Skills Approach
8. 4. Behavioral Approach

5. 9. 5. Situational Approach
10. 6. Path–Goal Theory
11. 7. Leader–Member Exchange Theory
12. 8. Transformational Leadership
13. 9. Authentic Leadership
14. 10. Servant Leadership
15. 11. Adaptive Leadership
16. 12. Followership
17. 13. Leadership Ethics
18. 14. Team Leadership
19. 15. Gender and Leadership
20. 16. Culture and Leadership
21. Author Index
22. Subject Index
8
Detailed Contents
Preface
Acknowledgments
About the Author
About the Contributors
1. Introduction
Leadership Defined
Ways of Conceptualizing Leadership
Definition and Components
Leadership Described
Trait Versus Process Leadership
Assigned Versus Emergent Leadership
Leadership and Power

6. Leadership and Coercion
Leadership and Management
Plan of the Book
Summary
References
2. Trait Approach
Description
Intelligence
Self-Confidence
Determination
Integrity
Sociability
Five-Factor Personality Model and Leadership
Strengths and Leadership
Emotional Intelligence
How Does the Trait Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 2.1 Choosing a New Director of Research
Case 2.2 A Remarkable Turnaround
Case 2.3 Recruiting for the Bank
Leadership Instrument
Leadership Trait Questionnaire (LTQ)
Summary
References
9

7. 3. Skills Approach
Description
Three-Skill Approach
Technical Skills
Human Skills
Conceptual Skills
Summary of the Three-Skill Approach
Skills Model
Competencies
Individual Attributes
Leadership Outcomes
Career Experiences
Environmental Influences
Summary of the Skills Model
How Does the Skills Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 3.1 A Strained Research Team
Case 3.2 A Shift for Lieutenant Colonel Adams
Case 3.3 Andy’s Recipe
Leadership Instrument
Skills Inventory
Summary
References

8. 4. Behavioral Approach
Description
The Ohio State Studies
The University of Michigan Studies
Blake and Mouton’s Managerial (Leadership) Grid
Authority–Compliance (9,1)
Country-Club Management (1,9)
Impoverished Management (1,1)
Middle-of-the-Road Management (5,5)
Team Management (9,9)
Paternalism/Maternalism
Opportunism
How Does the Behavioral Approach Work?
Strengths
Criticisms
Application
10
Case Studies
Case 4.1 A Drill Sergeant at First
Case 4.2 Eating Lunch Standing Up
Case 4.3 We Are Family
Leadership Instrument
Leadership Behavior Questionnaire
Summary
References

9. 5. Situational Approach
Description
Leadership Style
Development Level
How Does the Situational Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 5.1 Marathon Runners at Different Levels
Case 5.2 Why Aren’t They Listening?
Case 5.3 Getting the Message Across
Leadership Instrument
Situational Leadership® Questionnaire: Sample Items
Summary
References
6. Path–Goal Theory
Description
Leader Behaviors
Directive Leadership
Supportive Leadership
Participative Leadership
Achievement-Oriented Leadership
Follower Characteristics
Task Characteristics
How Does Path–Goal Theory Work?
Strengths

10. Criticisms
Application
Case Studies
Case 6.1 Three Shifts, Three Supervisors
Case 6.2 Direction for Some, Support for Others
Case 6.3 Playing in the Orchestra
Leadership Instrument
11
Path–Goal Leadership Questionnaire
Summary
References
7. Leader–Member Exchange Theory
Description
Early Studies
Later Studies
Leadership Making
How Does LMX Theory Work?
Strengths
Criticisms
Application
Case Studies
Case 7.1 His Team Gets the Best Assignments
Case 7.2 Working Hard at Being Fair
Case 7.3 Taking on Additional Responsibilities
Leadership Instrument

11. LMX 7 Questionnaire
Summary
References
8. Transformational Leadership
Description
Transformational Leadership Defined
Transformational Leadership and Charisma
A Model of Transformational Leadership
Transformational Leadership Factors
Transactional Leadership Factors
Nonleadership Factor
Other Transformational Perspectives
Bennis and Nanus
Kouzes and Posner
How Does the Transformational Leadership Approach Work?
Strengths
Criticisms
Application
Case Studies
Case 8.1 The Vision Failed
Case 8.2 An Exploration in Leadership
Case 8.3 Her Vision of a Model Research Center
Leadership Instrument
Sample Items From the Multifactor Leadership Questionnaire
(MLQ)
Form 5X-Short
12

12. Summary
References
9. Authentic Leadership
Description
Authentic Leadership Defined
Approaches to Authentic Leadership
Practical Approach
Theoretical Approach
How Does Authentic Leadership Work?
Strengths
Criticisms
Application
Case Studies
Case 9.1 Am I Really a Leader?
Case 9.2 A Leader Under Fire
Case 9.3 The Reluctant First Lady
Leadership Instrument
Authentic Leadership Self-Assessment Questionnaire
Summary
References
10. Servant Leadership
Description
Servant Leadership Defined
Historical Basis of Servant Leadership

13. Ten Characteristics of a Servant Leader
Building a Theory About Servant Leadership
Model of Servant Leadership
Antecedent Conditions
Servant Leader Behaviors
Outcomes
Summary of the Model of Servant Leadership
How Does Servant Leadership Work?
Strengths
Criticisms
Application
Case Studies
Case 10.1 Everyone Loves Mrs. Noble
Case 10.2 Doctor to the Poor
Case 10.3 Servant Leadership Takes Flight
Leadership Instrument
Servant Leadership Questionnaire
Summary
13
References
11. Adaptive Leadership
Description
Adaptive Leadership Defined
A Model of Adaptive Leadership
Situational Challenges

14. Technical Challenges
Technical and Adaptive Challenges
Adaptive Challenges
Leader Behaviors
Adaptive Work
How Does Adaptive Leadership Work?
Strengths
Criticisms
Application
Case Studies
Case 11.1 Silence, Stigma, and Mental Illness
Case 11.2 Taming Bacchus
Case 11.3 Redskins No More
Leadership Instrument
Adaptive Leadership Questionnaire
Summary
References
12. Followership
Description
Followership Defined
Role-Based and Relational-Based Perspectives
Typologies of Followership
The Zaleznik Typology
The Kelley Typology
The Chaleff Typology
The Kellerman Typology
Theoretical Approaches to Followership
Reversing the Lens

15. The Leadership Co-Created Process
New Perspectives on Followership
Perspective 1: Followers Get the Job Done
Perspective 2: Followers Work in the Best Interest of the
Organization’s Mission
Perspective 3: Followers Challenge Leaders
Perspective 4: Followers Support the Leader
Perspective 5: Followers Learn From Leaders
14
Followership and Destructive Leaders
1. Our Need for Reassuring Authority Figures
2. Our Need for Security and Certainty
3. Our Need to Feel Chosen or Special
4. Our Need for Membership in the Human Community
5. Our Fear of Ostracism, Isolation, and Social Death
6. Our Fear of Powerlessness to Challenge a Bad Leader
How Does Followership Work?
Strengths
Criticisms
Application
Case Studies
Case 12.1 Bluebird Care
Case 12.2 Olympic Rowers
Case 12.3 Penn State Sexual Abuse Scandal
Leadership Instrument
Followership Questionnaire
Summary

16. References
13. Leadership Ethics
Description
Ethics Defined
Level 1. Preconventional Morality
Level 2. Conventional Morality
Level 3. Postconventional Morality
Ethical Theories
Centrality of Ethics to Leadership
Heifetz’s Perspective on Ethical Leadership
Burns’s Perspective on Ethical Leadership
The Dark Side of Leadership
Principles of Ethical Leadership
Ethical Leaders Respect Others
Ethical Leaders Serve Others
Ethical Leaders Are Just
Ethical Leaders Are Honest
Ethical Leaders Build Community
Strengths
Criticisms
Application
Case Studies
Case 13.1 Choosing a Research Assistant
Case 13.2 How Safe Is Safe?
15
Case 13.3 Reexamining a Proposal

17. Leadership Instrument
Ethical Leadership Style Questionnaire (Short Form)
Summary
References
14. Team Leadership
Description
Team Leadership Model
Team Effectiveness
Leadership Decisions
Leadership Actions
How Does the Team Leadership Model Work?
Strengths
Criticisms
Application
Case Studies
Case 14.1 Can This Virtual Team Work?
Case 14.2 Team Crisis Within the Gates
Case 14.3 Starts With a Bang, Ends With a Whimper
Leadership Instrument
Team Excellence and Collaborative Team Leader Questionnaire
Summary
References
15. Gender and Leadership
Description
The Glass Ceiling Turned Labyrinth
Evidence of the Leadership Labyrinth
Understanding the Labyrinth

18. Gender Differences in Leadership Styles and Effectiveness
Navigating the Labyrinth
Strengths
Criticisms
Application
Case Studies
Case 15.1 The “Glass Ceiling”
Case 15.2 Lack of Inclusion and Credibility
Case 15.3 Pregnancy as a Barrier to Job Status
Leadership Instrument
The Gender–Leader Implicit Association Test
Summary
References
16. Culture and Leadership
16
Description
Culture Defined
Related Concepts
Ethnocentrism
Prejudice
Dimensions of Culture
Uncertainty Avoidance
Power Distance
Institutional Collectivism

19. In-Group Collectivism
Gender Egalitarianism
Assertiveness
Future Orientation
Performance Orientation
Humane Orientation
Clusters of World Cultures
Characteristics of Clusters
Anglo
Confucian Asia
Eastern Europe
Germanic Europe
Latin America
Latin Europe
Middle East
Nordic Europe
Southern Asia
Sub-Saharan Africa
Leadership Behavior and Culture Clusters
Eastern Europe Leadership Profile
Latin America Leadership Profile
Latin Europe Leadership Profile
Confucian Asia Leadership Profile
Nordic Europe Leadership Profile
Anglo Leadership Profile
Sub-Saharan Africa Leadership Profile
Southern Asia Leadership Profile
Germanic Europe Leadership Profile
Middle East Leadership Profile
Universally Desirable and Undesirable Leadership Attributes
Strengths
Criticisms

20. Application
17
Case Studies
Case 16.1 A Challenging Workplace
Case 16.2 A Special Kind of Financing
Case 16.3 Whose Latino Center Is It?
Leadership Instrument
Dimensions of Culture Questionnaire
Summary
References
Author Index
Subject Index
18
Preface
This eighth edition of Leadership: Theory and Practice is
written with the objective of
bridging the gap between the often-simplistic popular
approaches to leadership and the
more abstract theoretical approaches. Like the previous
editions, this edition reviews and
analyzes a selected number of leadership theories, giving
special attention to how each
theoretical approach can be applied in real-world organizations.
In essence, my purpose is

21. to explore how leadership theory can inform and direct the way
leadership is practiced.
19
New to This Edition
First and foremost, this edition includes a new chapter on
followership, which examines the
nature of followership, its underpinnings, and how it works. The
chapter presents a
definition, a model, and the latest research and applications of
this emerging approach to
leadership. It also examines the relationship between
followership and destructive, or toxic,
leadership. In addition, the strengths and weaknesses of
followership are examined, and a
questionnaire to help readers assess their own follower style is
provided. Three case studies
illustrating followership, including one that addresses the Penn
State sexual abuse scandal
and another that looks at the 1936 U.S. Olympic rowing team,
are presented at the end of
the chapter.
In addition to the discussion of destructive leadership in
Chapter 12, this edition includes
an expanded discussion of the dark side of leadership and
psuedotransformational
leadership and the negative uses and abuses of leadership in
several of the chapters. Readers
will also find that the ethics chapter features a new self-
assessment instrument, the Ethical
Leadership Style Questionnaire (ELSQ), which assesses a

22. leader’s style of ethical leadership
and will help leaders understand their decision-making
preferences when confronting
ethical dilemmas.
This edition retains many special features from previous
editions but has been updated to
include new research findings, figures and tables, and everyday
applications for many
leadership topics including leader–member exchange theory,
transformational and
authentic leadership, team leadership, the labyrinth of women’s
leadership, and historical
definitions of leadership. The format of this edition parallels the
format used in earlier
editions. As with previous editions, the overall goal of
Leadership: Theory and Practice is to
advance our understanding of the many different approaches to
leadership and ways to
practice it more effectively.
20
Special Features
Although this text presents and analyzes a wide range of
leadership research, every attempt
has been made to present the material in a clear, concise, and
interesting manner. Reviewers
of the book have consistently commented that clarity is one of
its major strengths. In
addition to the writing style, several other features of the book
help make it user-friendly.

23. Each chapter follows the same format: It is structured to include
first theory and then
practice.
Every chapter contains a discussion of the strengths and
criticisms of the approach
under consideration, and assists the reader in determining the
relative merits of each
approach.
Each chapter includes an application section that discusses the
practical aspects of the
approach and how it could be used in today’s organizational
settings.
Three case studies are provided in each chapter to illustrate
common leadership issues
and dilemmas. Thought-provoking questions follow each case
study, helping readers
to interpret the case.
A questionnaire is provided in each of the chapters to help the
reader apply the
approach to his or her own leadership style or setting.
Figures and tables illustrate the content of the theory and make
the ideas more
meaningful.
Through these special features, every effort has been made to
make this text substantive,
understandable, and practical.
21
Audience
This book provides both an in-depth presentation of leadership
theory and a discussion of

24. how it applies to real-life situations. Thus, it is intended for
undergraduate and graduate
classes in management, leadership studies, business, educational
leadership, public
administration, nursing and allied health, social work, criminal
justice, industrial and
organizational psychology, communication, religion,
agricultural education, political and
military science, and training and development. It is particularly
well suited as a
supplementary text for core organizational behavior courses or
as an overview text within
MBA curricula. This book would also be useful as a text in
student activities, continuing
education, in-service training, and other leadership-development
programs.
22
Digital Resources
23
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25. Test banks built on AACSB standards, the book’s learning
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Taxonomy provide a diverse range of test items with ExamView
test generation.
Each chapter includes 100 test questions to give instructors
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Editable, chapter-specific PowerPoint® slides offer complete
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Lecture notes for each chapter align with PowerPoint slides to
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Carefully selected video and multimedia content enhances
exploration of key topics
to reinforce concepts and provide further insights.
Sample answers to questions in the text provide an essential
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Case notes include summaries, analyses, sample answers to
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exercises.
Suggested course projects and assignments help students to
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Chapter-specific discussion questions for study help launch
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content.
Exclusive access to influential SAGE journal articles and
business cases ties
important research and scholarship to chapter concepts to

26. strengthen learning.
Tables and figures from the book are available for download.
SAGE coursepacks provide easy LMS integration.
24
SAGE edge for students
The open-access companion website helps students accomplish
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Mobile-friendly practice quizzes encourage self-guided
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Mobile-friendly flashcards strengthen understanding of key
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Carefully selected video and multimedia content enhances
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EXCLUSIVE! Full-text SAGE journal articles have been
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support and expand on the concepts presented in each chapter.
Meaningful web resources with exercises facilitate further
exploration of topics.
25
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In addition to the content available on the SAGE edge site, the
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Pedagogically robust assessment tools foster review, practice,
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Instructions on how to use and integrate the comprehensive
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Integrated links to the eBook make it easy to access the mobile-
friendly
version of the text, which can be read anywhere, anytime.

28. Interactive eBook
Leadership (8th ed.) is also available as an interactive eBook,
which can be packaged with
the text for just $5 or purchased separately. The interactive
eBook offers hyperlinks to
original and licensed videos, including Peter Northouse author
videos in which the author
illuminates various leadership concepts. The interactive eBook
includes additional case
studies, as well as carefully chosen journal articles from the
web, all from the same pages
found in the printed text. Users will also have immediate access
to study tools such as
highlighting, bookmarking, note-taking/sharing, and more!
26
Acknowledgments
Many people directly or indirectly contributed to the
development of the eighth edition of
Leadership: Theory and Practice. First, I would like to
acknowledge my editor, Maggie
Stanley, and her talented team at SAGE Publications (Lauren
Holmes and Alissa Nance),
who have contributed in so many different ways to the quality
and success of this book. For
their very capable work during the production phase, I would
like to thank the copy editor,
Melinda Masson, and the project editor, Bennie Clark Allen. In
her own unique way, each
of these people made valuable contributions to the eighth
edition.

29. I would like to thank the following reviewers for their valuable
contributions to the
development of this manuscript:
Sandra Arumugam-Osburn, St. Louis Community College-Forest
Park
Rob Elkington, University of Ontario Institute of Technology
Abimbola Farinde, Columbia Southern University
Belinda S. Han, Utah Valley University
Deborah A. Johnson-Blake, Liberty University
Benjamin Kutsyuruba, Queen’s University
Chenwei Liao, Michigan State University
Heather J. Mashburn, Appalachian State University
Comfort Okpala, North Carolina A&T State University
Ric Rohm, Southeastern University
Patricia Dillon Sobczak, Virginia Commonwealth University
Victor S. Sohmen, Drexel University
Brigitte Steinheider, University of Oklahoma-Tulsa
Robert Waris, University of Missouri–Kansas City
Sandi Zeljko, Lake-Sumter State College
Mary Zonsius, Rush University
I would like to thank the following reviewers for their valuable
contributions to the
development of the seventh edition manuscript:
Hamid Akbari, Winona State University
Meera Alagaraja, University of Louisville
Mel Albin, Excelsior College
Thomas Batsching, Reutlingen University
Cheryl Beeler, Angelo State University
Julie Bjorkman, Benedictine University
Mark D. Bowman, Methodist University
Dianne Burns, University of Manchester

30. 27
Eric Buschlen, Central Michigan University
Steven Bryant, Drury University
Daniel Calhoun, Georgia Southern University
David Conrad, Augsburg College
Joyce Cousins, Royal College of Surgeons in Ireland
Denise Danna, LSUHSC School of Nursing
S. Todd Deal, Georgia Southern University
Caroline S. Fulmer, University of Alabama
Brad Gatlin, John Brown University
Greig A. Gjerdalen, Capilano University
Andrew Gonzales, University of California, Irvine
Decker B. Hains, Western Michigan University
Amanda Hasty, University of Colorado–Denver
Carl Holschen, Missouri Baptist University
Kiran Ismail, St. John’s University
Irma Jones, University of Texas at Brownsville
Michele D. Kegley, University of Cincinnati, Blue Ash College
Jeanea M. Lambeth, Pittsburg State University
David Lees, University of Derby
David S. McClain, University of Hawaii at Manoa
Carol McMillan, New School University
Richard Milter, Johns Hopkins University
Christopher Neck, Arizona State University–Tempe
Keeok Park, University of La Verne
Richard Parkman, University of Plymouth
Lori M. Pindar, Clemson University
Chaminda S. Prelis, University of Dubuque
Casey Rae, George Fox University
Noel Ronan, Waterford Institute of Technology
Louis Rubino, California State University, Northridge
Shadia Sachedina, Baruch College (School of Public Affairs)
Harriet L. Schwartz, Carlow University

31. Kelli K. Smith, University of Nebraska-Lincoln
David Swenson, The College of St. Scholastica
Danny L. Talbot, Washington State University
Robert L. Taylor, University of Louisville
Precious Taylor-Clifton, Cambridge College
John Tummons, University of Missouri
Kristi Tyran, Western Washington University
Tamara Von George, Granite State College
Natalie Walker, Seminole State College
William Welch, Bowie State University
28
David E. Williams, Texas Tech University
Tony Wohlers, Cameron University
Sharon A. Wulf, Worcester Polytechnic Institute School of
Business
Alec Zama, Grand View University
Xia Zhao, California State University, Dominguez Hills
In addition, I would like to thank, for their exceptional work on
the leadership profile tool
and the ancillaries, Isolde Anderson (Hope College), John Baker
(Western Kentucky
University), Kari Keating (University of Illinois at Urbana-
Champaign), Kathryn Woods
(Austin Peay State University), Eric Buschlen (Central
Michigan University), Lou Sabina
(Stetson University), and Neda Dallal.
A very special acknowledgment goes to Laurel Northouse for
her insightful critiques and
ongoing support. In addition, I am especially grateful to Marie
Lee for her exceptional

32. editing and guidance throughout this project. For his review of
and comments on the
followership chapter, I am indebted to Ronald Riggio
(Claremont McKenna University). I
would like to thank Sarah Chace (Marian University) for her
contributions to the adaptive
leadership chapter, Leah Omilion-Hodges (Western Michigan
University) for her
contributions to the leader–member exchange chapter, Isolde
Anderson (Hope College) for
her comprehensive literature reviews, Robin Curtiss for her
contributions to a case study on
followership, and Rudy Leon for her editorial assistance.
Finally, I would like to thank the many undergraduate and
graduate students whom I have
taught through the years. Their ongoing feedback has helped
clarify my thinking about
leadership and encouraged me to make plain the practical
implications of leadership
theories.
29
About the Author
Peter G. Northouse, PhD,
is Professor Emeritus of Communication in the School of
Communication at
Western Michigan University. Leadership: Theory and Practice
is the best-selling
academic textbook on leadership in the world and has been
translated into 13
languages. In addition to authoring publications in professional

33. journals, he is the
author of Introduction to Leadership: Concepts and Practice
(now in its fourth edition)
and co-author of Leadership Case Studies in Education (now in
its second edition) and
Health Communication: Strategies for Health Professionals
(now in its third edition).
His scholarly and curricular interests include models of
leadership, leadership
assessment, ethical leadership, and leadership and group
dynamics. For more than 30
years, he has taught undergraduate and graduate courses in
leadership, interpersonal
communication, and organizational communication on both the
undergraduate and
graduate levels. Currently, he is a consultant and lecturer on
trends in leadership
research, leadership development, and leadership education. He
holds a doctorate in
speech communication from the University of Denver, and
master’s and bachelor’s
degrees in communication education from Michigan State
University.
30
About the Contributors
Crystal L. Hoyt
completed her doctorate in social psychology at the University
of California, Santa
Barbara, and is a professor of leadership studies and psychology
at the University of
Richmond. Her primary research interests include female and

34. minority leaders,
stereotyping and discrimination, stigma, and cognitive biases.
In her primary area of
research, she explores the role of beliefs, such as self-efficacy,
implicit theories, and
political ideologies, in the experiences and perceptions of
women and minorities in
leadership or STEM (science, technology, engineering, and
mathematics) fields, or of
those who are overweight. In a more applied fashion, she
examines factors, such as
role models, that may buffer individuals from the deleterious
effects of stereotypes
and discrimination. Her research appears in journals such as
Psychological Science,
Journal of Experimental and Social Psychology, Personality and
Social Psychology
Bulletin, and The Leadership Quarterly. She has published over
50 journal articles and
book chapters, and she has co-edited three books.
Susan E. Kogler Hill
(PhD, University of Denver, 1974) is Professor Emeritus and
former chair of the
School of Communication at Cleveland State University. Her
research and
consulting have been in the areas of interpersonal and
organizational communication.
She specializes in group leadership, teamwork, empowerment,
and mentoring. She is
author of a text titled Improving Interpersonal Competence. In
addition, she has
written book chapters and published articles in many
professional journals.
Stefanie Simon

35. is an assistant professor in the Department of Psychology at
Siena College. She
earned her PhD in social psychology from Tulane University
and was the Robert A.
Oden Jr. Postdoctoral Fellow for Innovation in the Liberal Arts
at Carleton College
before joining the faculty at Siena. Her research centers on the
psychology of
diversity, with a focus on prejudice, discrimination, and
leadership. In her work, she
focuses on the perspective of the target of prejudice and …