CHAPIER l3 L.eadershrP high impact players, r:bange .xgents,,driuers and tuinners'-peoplet who arZ ertremely ftixible, bright, tactical and strate;gic, wlto can handkz a lot of information, make decisions qu:ick,ly, ,motiuate others, chase cr mouing target and sbake things up. Preuiously, (.orporate recruitirtg emphasized cridentials [scboolinSl] and experience, tubicb are still important, but ... yrou can,t te'ach good-ti,eadership or bow tc be excited about life"2 Robert Greenleaf, fol:mer director of Managenrent Research at Al'&T and founding director of the (lenter for Applied Ethics, said, .'The leacler exists to serve thJse whom he nominally leads, those who supposedly follow him. He (or ,l.l ,"r... their fulfillmenr as his (or her) principal aim."3 The servant-leader ,"r.., p.opre and their u,ork seriously, listens to and takes the lead from the ;";pr: heals, is self-effaci.g, and sees lhimsel I or herself as a steward.4 LEADERSHIP TRAITS Early theories about leadership suggested thaLt excellent leaders possessed certain o"i*, o, personal characteriiticq th,at lay at the root of their abilitv to lead' Following lworld war II, the U.S. Army surveyed soldiers in an attempt to coln- pit. " tiriof traits sharecl by commanders rvhom s'ldiers perceiverJ as lcaders. ?he.es,rlting list, which included 14 traits, was clearly irLadequate to describe lcadership. No t*o commanders displeryed all the traits, and rnany famous commanders lacked sever:ll' More recently, Gary Yukl constructed 'a list of traits and skills commonly associated with efiective leaders.i Figure 13..[ preserrts these traits. Yukl's list sug- gests that a leader is strongly motivated to e:<cel ancl succeed l*$rffi Dkcus:; teodfifip skilts, ond befuio troiB, rs INffIS sr0u5 il {, :\" i.t *.r re: :' .I ,' , Adaptable Alert to social environment Ambitious and achievement-oriented Assertive Cooperative ,, Decisive Dependable Dominant (desires to influence others) . Energetic (high activitY level) Persistent Self<onfident Tolerant of slress Willing to asume resPonsibilitY futrce Leodership in Otgonizotions,: /0 by Cary Yukl {O l9u1 E&-rcation, Inc., Upper Saddle River, Nl9/458 Cleverness (intelligence) Conceptual ability Creativity Diplomacy and tact Fluency in speaking Knowledge about the grouP thsk Organizational (administrative) ability Penuasiveness Socialability ,' f, ? q ;! { t I {. by Prentice-Hall, Inc. Adapted with perrnission of Pearson Do meqgd women approach leadership differently? A study of 2Js 1r+t mal*td.*8-female) owners cf privatelyheld firms with six lo 325 employees in a mid-sized ltlorlh American city presented at thre annual meeting of the Academy of f\4anagement (Seattle, August 3-6) revealed no significant difference between male and female executitre leadership. However, the owners describe gender as having an impor- tant leadership role in management. As the authors put it: Mole ond fe ...

1. CHAPIER l3 L.eadershrP
high impact players, r:bange .xgents,,driuers and tuinners'-
peoplet who
arZ ertremely ftixible, bright, tactical and strate;gic, wlto can
handkz
a lot
of information, make decisions qu:ick,ly, ,motiuate others,
chase cr mouing
target and sbake things up. Preuiously, (.orporate recruitirtg
emphasized
cridentials [scboolinSl] and experience, tubicb are still
important, but
...
yrou can,t te'ach good-ti,eadership or bow tc be excited about
life"2
Robert Greenleaf, fol:mer director of Managenrent Research at
Al'&T and
founding director of the (lenter for Applied Ethics, said,
.'The leacler exists to
serve thJse whom he nominally leads, those who supposedly
follow him. He
(or

2. ,l.l ,"r... their fulfillmenr as his (or her) principal aim."3 The
servant-leader
,"r.., p.opre and their u,ork seriously, listens to and takes the
lead from the
;";pr: heals, is self-effaci.g, and sees lhimsel I or herself as a
steward.4
LEADERSHIP TRAITS
Early theories about leadership suggested thaLt excellent
leaders possessed certain
o"i*, o, personal characteriiticq th,at lay at the root of their
abilitv to lead'
Following lworld war II, the U.S. Army surveyed soldiers in an
attempt to coln-
pit.
"
tiriof traits sharecl by commanders rvhom s'ldiers perceiverJ as
lcaders.
?he.es,rlting list, which included 14 traits, was clearly
irLadequate to describe
lcadership. No t*o commanders displeryed all the traits, and
rnany famous
commanders lacked sever:ll'
More recently, Gary Yukl constructed 'a list of traits and skills
commonly
associated with efiective leaders.i Figure 13..[ preserrts these
traits. Yukl's list sug-
gests that a leader is strongly motivated to e:<cel ancl succeed

3. l*$rffi
Dkcus:; teodfifip
skilts, ond befuio
troiB,
rs
INffIS sr0u5
il
{, :"
i.t
*.r
re: :'
.I ,'
, Adaptable
Alert to social environment
Ambitious and achievement-oriented
Assertive
Cooperative
,, Decisive
Dependable
Dominant (desires to influence others)

4. . Energetic (high activitY level)
Persistent
Self<onfident
Tolerant of slress
Willing to asume resPonsibilitY
futrce Leodership in Otgonizotions,: /0 by Cary Yukl {O l9u1
E&-rcation, Inc., Upper Saddle River, Nl9/458
Cleverness (intelligence)
Conceptual ability
Creativity
Diplomacy and tact
Fluency in speaking
Knowledge about the grouP thsk
Organizational (administrative) ability
Penuasiveness
Socialability
,'
f,
?
q

5. ;!
{
t
I
{.
by Prentice-Hall, Inc. Adapted with perrnission of Pearson
Do meqgd women approach leadership differently? A study of
2Js
1r+t mal*td.*8-female) owners cf privatelyheld firms with six
lo
325 employees in a mid-sized ltlorlh American city presented at
thre
annual meeting of the Academy of f4anagement (Seattle,
August 3-6)
revealed no significant difference between male and female
executitre
leadership. However, the owners describe gender as having an
impor-
tant leadership role in management.
As the authors put it:
Mole ond fenale owners tend to use different-ond gender-
stereotypic*rhetoric to de:;cribe their opprooches to business.

6. The fe,nole owners were siqnilicontly more likely thon the mole
ownerc to describe their alesired relotionship with employees
in stereotypicolly feminine tenns, reveoling the view thot orgo'
nizotitrnol leoders should be responsive to ond empower the
personol growth of their sL,bordinotes... The mole owners werc
signifir.ontly more likely thon the fenole owne$ to describe
their
desired relotionshi p with ern plctyees i n stereotypically
moscul i ne
terns, expressing the view,thttt orgonizotionol leoders should
commond and co'ttrol their subordinotes to ochieve meosuroble
results far the firn.
The authors, Jennifer E. Cliff of the University of Alberta,
Nancy
Langon of the University of British Columbia, and Howard E.
Aldridt
of the University of North Carolina note, "Rather than
conforming pri-
marily to the masculine model of organizing, it appears that
both male
and female owners manage their firms with a mix of masculine

7. and
feminine approaches." Men and women manaSe similarly, but
talk
about it differentlv.
$ Select an image that represents leadership, and then write a
l0$
word essay explaining why you selected that image. Compare
your image to that of your classmates. Do men and women (in
your class) represent leadership differently?
Source: Academy of Management Media Release, "When lt
Comes to Leader-
ship, Gender Difference:; are More a Matter of Talk than
Action, Study Finds,'
November 6,2003.
No list of leadershrp traits and skills carr be definitive,
however, because no
two leaders are exactlJ/ alike. Different leaclers vvorking with
different people
in different siruations need different traits. tf people in charge
possess what is
needed vvhen it is needed, they should be abler to exercise
effective leaclership.
William Feace, a former executive with Westinghouse and
United Technol-
ogies, is currently director and execr.rtive consultant with
Doctus Management

8. (lonsultancy of Clhester:, England. In the course of his career)
Peace learned that
certain traits servc him well in management jobs. ln a:n article
for Haruard Busi'
ness Reuiew, Peace noted the importance of :intelligence,
energy, confidence, and
responsibility. I-Iq cliffered from some observt:rs in his
emphasis on candor, sensi-
tivity, and a "cert:lin willingness to suffer the painful
consequences of unpopular
decisions." Peace called using these traits in nlanagement "soft
management."6
As this chapter:'s !'aluing Diversity feature proints out, personal
traits are often
perceivecl as masculine or feminine.
Leadership Skills
A person's skills ilre thr: competencies and caLpabilities he or
she possesses. Look
again at Figure 13.1, and notice that many of the skills Yukl
identified are primar-
ily usefuL in dr:aling with others. These skills include
diplomacy, fluency in speech
(communication skills), persuasiveness, and social r:bility.
Some of the traits listed
imply the exisrence of skills. Iror example, being decisive
means that one has skill
in making decisions by both rational and intuitive means.
Chris Carrey, formr:r president of Datatr:c Industries, which
makes in-store
computer systems, believes that subordinates should evaluate
their bosses in
what he callsreuerse performance ret,iews.l.[e had his 318
employees score their
managers' skills in arcas such as coaching, listening, pr:aising,

9. and responsiveness.
442
CHAPfER l3 L€:adersnlP
:mployees rated upper managei:s in terms of support
of employees' articulation
,f go"ir, aftention to employee_ideas, and fairness.
The survi:ys were i:Il1on)'mous'
rnd the results were shared. [;ormal, top-rJorarn
appraisals followed within a
,""i[. "s.rreduling rhe reviewt; back-to-bac,k underscores the
far:t
thzit e!'(]ryone
:an perform better andeveryone has a chance
t,c say how tLrat w:ill happen'"7
LeadershiP Behaviots
GaryYuklandhiscolleaguesdeterminedlgcategclrieso{..m.eanring
huiarrdmea.
,-hf.;f."dership U.n""uiot
t Figure 13.2 presents the Yukl group's catr:gorics
along with definitions "nd
e*""tf its' As you examine these behaviors-ther things
leaders do in the .".r;;;;;rlrlir. or leadership-relate them

10. ro the tr:rits and
skills discussed earliei. Then iirrk rhe conceprs
to what you kno,rv about l'ruman
behavior and motivation as described in C'hapter
12'
TheGrstbehaviorYukllisted,p"tfotn.'"nt':emphasis'remaiLnsapop
ularfo-
*, r* ."n"gers and business *.i,.rt. The movement in busines;s
today is; to pay
il;l; f", *"n", they learn arLd to reward
them for their individual ancl group
performanc.. et f-vonatll Ptt''"ht-ical' "M'anagers and workers
tacl'lie new
undertakings rn teams, whicfr ger bonuses
if theii ideas f1y,"e Ily putting their
emphasis and money *her. th.i, words are, company nlanagers
ernphasize per-
formance and ProductivitY'
MANAGEM ENr vEllru! EAD]EB9H ry-
Management and leadership ;tre not synonyms'
Managert.pl.""t' organiire' staff'
lead, and conrrol. Thef -ight or might not br: efiective in
influenci'g
threir sub-

11. ordinates or team Inttt"tJ'" "t 'ni
achieve go:rls' Ideally'.leadership and man-
.g.-.*-rr.ius combine to allow a manager to function as a leader,
as Figure l3'3
suggests.
-I.n" -"."g", *h., giu.. nrde., and r:xplicit instructions
to experienced
people, for instance' is not lez.cli,.'g but actually irnpeding
productlvity. Planrring
effectively helps one to become a manager; enabling
others to plan effectively
isle"ding.Leadersempower--
'theygivepeop,lethethingstheyngedtOgrow'to
change, I.rd to cope with cha'ge. Leaders crearp
and share visiot'rs, generatlng
strategies to bring the visions t') realtty'
A"ccording to D"t"t..,, clnris Carey, empowering people
r€qrrj1s5
a corporate
culturethatmakesempowerlllentacorevalue.Hiscompanyworkr:dh
ar:dtc,cre-
ate a culture tt"t rr"r-'"r "its,:clre values: horresty, openness'
effIpowerlTlent'
and

12. acceptance of failure'"
1o
JohnKotterandJamesFleskett,irtCo,'rporateCulture_,'lndPer|orma
nce,
listed organizations that hacl rnade maior culiural changes"fhe
[cederr; of rhese
;;;;;";i;rs first had to realize that change was needed.. Then they
had to com-
municate to employees the Iacts that point,ed to:r crisis or
lPotelltial
crisis' so
il;;;1"y.., *ouiJp..cei'e the need ro change. Finally, as l(.tter
a.r1 Heskett
described, Performed as follows:
deuelopedorclarifiedtl'.teiruisio.nsc',fwhatchangeswereneeded'...
After
perceiuingsomeminimt.tmreadinesstlnthepartofthei.rmanagers,tb
e
iiodrrc th"en began comntunicating their uisi'cns of
wbat cltangt:s were nec-
essary.Theseui'sionsalut'ayscarri"d.so*egemeraltnessdge;.about
keycon-
stituencres, rspn'iotiy '"t;tLmers""
IAlso] itcluded u'as in'formation aLt<tut

13. more specific strategies Ltnd practices that w'ere seen
(ts needed to tleal u"itb
the cuirent business clift'ate or competitiue situation'|
l
CHAPTER l5 Lea'lersnrP
*. planning: The extent to which a leader de,:ides how to
organize and schedule lvork ef{iciently, plans how to
tttain work-unit obiecives'
and makes contingerrcy plans for potential problems
Exonple:My supervisgr suggested a shortcut that allows us
to prepare our finarrcial statements in three days instead of the
four days
it
used to take.
ll. Coordinating: The r:xtent to which a lead,:r coordinates the
work of subordinalles, emphasizes the importante
of coordination' and
encourages subordinates to coordinate their activities'
Exonple:My supervisor encouraged subordinates who
were ahead in their work to help those who were behind' By
helping
each

14. otn.i ar the different parts 0f the prolect will be ready at the
samr:
time.
15. work facilitation: Ihe extent to which a leader obtains for
subordinates
any necessry supplies, equipment, support services' or other
resources; eliminate; problems in the worl< environment;
and removes other ob$acles that interfere with the work'
Exomple:|askedmybosstoordersomes'upp|ies,andheanangedtogett
henrrightaway.
16. Repr*cilarion: I he extent t0 which a klader establishes
contacls with
other lgroups and important
people n the organization,
oersuades them to appreciate and support the leaderb
work unit, and influences superiors and outsiders to
promote and defend the
interesls of the worl: unit.
Exonple:My supennsor met with the datrr processing
manager to ask for revisions to the computer
program:;' The revised programs
will meet our needs more ef{ectively'
17. tntenction facililrtion: The extent to urhich a leader tries to
gel subordinates to be filendly with each othtr, cooperate, share

15. information and idera:;, and help each oth'3r'
Exomple:rhe sales manager took the group out to lunch
to give r:verybody a chance to get to know the neur sales
representatrve'
l& Gonflict managenrent The extent to wlrich a leader restrains
subordinates flom fighting and arguing, encc'urages
them to resolve
---
.*ni,fr in a coistru<live manner, and he:lps settle disagreement;
between subordinates'
Exomple:rwomembers of the department who were
working together on a project had a dispute The manager met
with them to help
resolve the matter.
lg. criticismdisriplirne: The extent to which a leader critrcizes
or disciplines a subordinate who
shows consistently poor performance,
violates a rule, or 6sobeis an order. Disciplinary actions
include rtfficial warnings, reprimands, suspensions, and
dismissals'
Exomple:rhesuperrvrsgr, concerned that a subordinate
repeatedly made the:;ame kinds of errors, made sure that the
subordinate was
aware of expectations concerning quality

16. futrce: Leodershipinorgoniat,ions,p r0bycaryull
(o1981 byprenticeHall, Inc. lrdaptedwithp,e:rmissionof
PearsonEducaton, lnc,UpptrsaddleRiver'NJ
g,458.
As the leaders,.sisions ancl strategies were collLveled, thLey
won allics and
became role models; for other manaLgeri. "Their ability tD
change
and play a use-
ful leadership rol. n4;.,"led that othi, could also."12 Such
leaders:rre often called
,i"r7rr*"ri"nal ltti'ders because they are able to create
fundamental changes
in
their organizarions,values, missioni and cultures. Figr.rre:
13,.4, which is based
o., ;otr.r"fo,ter,s *c,rk, f.rrth". differentiates
between l:nanagement a.d leader-
ship. Notice how l(,ctter's list of leadership behavirlrs
emphasiz:es
people skills
and motivational c'onnecttons'
Kotter notes that "A few ... corporate change efforts have
bei:n very success-

17. ful. A few have bee' utter failures. liost fall s'mewhere in
betvreen,
with a distinct
tilt toward the lou,er: end of the scarle."13 why so fevr-big
successi:s? Management
iln g., tt".f. in the planning phase or be trapped with a culture'.a
decision
struc-
i"t.ip.".ti.es, and people who resist change' "A paralyzed
":1'::3,i'iagement
often'comes from hcrving too many nlanagers and not erlotlgh
leaoers' "