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European Case Clearing House (ECCH)
Address: www.ecch.cranfield.ac.uk
Fast Company – Homepage
http://www.fastcompany.com
Forbes – Leadership
http://www.forbes.com/leadership
Free Management Library – Homepage
http://www.managementhelp.org
Gallup – Homepage
http://www.gallup.com
Giant Impact, Changing the Future of Leadership – Homepage
http://www.giantimpact.com
Group Dynamics – The Resource Page
http://www.has.vcu.edu/group/gdynamic.htm
Harvard Business Review – Homepage
http://www.hbr.org
Harvard Business School – Homepage
http://www.hbs.edu
Hogan Personality Inventory
http://www.hoganassessments.com/hogan-personality-inventory
Hogan Personality Inventory
http://www.hoganassessments.com
HR World
Address: www.hrworld.com
HRM Guide: Results from their job satisfaction survey
http://www.hrmguide.com/commitment/job-satisfaction/wl00051
Human Resources Management web site
http://www.hr.blr.com
Human Resources Learning Center
Address: www.human-resources.org
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HR Guide – Personnel Selection
http://www.hr-guide.com/selection.htm
HR Guide – Homepage
http://www.hr-guide.com
HR Guide – Manager’s Guide to Performance Appraisal
http://www.hr-guide.com/data/132.htm
HR Guide – Online Performance Appraisal Forms
http://www.hr-guide.com/data/133.htm
Inc. Magazine Guide to Motivating Employees
http://www.inc.com/guides/hr/20776.html
Information on the five-factor Model of Personality
http://www.personalityresearch.org/bigfive.html
Influence at Work – Proven Science for Business Success
http://www.influenceatwork.com
Industrial Relations Research Association
http://www.irra.uiuc.edu
Institute for International Human Resources
http://www.shrm.org/about/pages/default.aspx
Institute of Palliative Care – Homepage
http://www.ipac.org
International Coach Federation
http://coachfederation.org
International Leadership Association
http://www.ila-net.org
International Personnel Assessment Council
http://www.ipacweb.org
International Personnel Management Association
http://www.ipma-hr.org
International Personnel Assessment Council (IPAC)
http://www.ipacweb.org
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Iowa Social Psychology – Homepage
http://www.uiowa.edu/~grpproc/index.html
Jim Collins, Author of leadership books – Homepage
http://www.jimcollins.com
Joel Barker, Futurist, author, lecturer & film maker – Homepage
http://www.joelbarker.com
Ken Blanchard
http://www.kenblanchard.com
Leader Values
Address: www.leader-values.com
Liam Healy & Associates – Assessment and Development Centre Design
http://www.psychometrics.co.uk/adc.htm
Link and Learn Leadership
Address: programs@linkage.sgml1.com
Leadernet
Address: www.leadernet.org
Leadership Learning Community – Generating Ideas, Connections & Action
http://www.leadershiplearning.org
Lean In – Homepage
http://www.leanin.org
Management Innovation Exchange
http://www.managementexchange.com
Management Library
http://www.managementhelp.org
Managers Guide to Performance Appraisal
http://www.hr-guide.com/data/132.htm
Markkula Center for Applied Ethics at Santa Clara University
http://www.scu.edu/ethics/practicing/decision/framework.html
Marshall Goldsmith Library – Homepage
http://www.marshallgoldsmithlibrary.com
Mayo Clinic: Strategies to make work more gratifying
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http://www.mayoclinic.com/health/job-satisfaction/wl00051
Meet the Boss – Homepage
http://www.meettheboss.tv
Mind Tools – Leadership Styles
http://www.mindools.com/pages/article/new LDR_84.htm
Mind Tools – Stress Management Tools
http://www.mindtools.com/smpage.html
Monster – Homepage
http://www.monster.com
Movies Unlimited
Address: www.moviesunlimited.com
National Career Development Association – Homepage
http://www.associationdatabase.com/aws/ncda/pt/sp/home_page
National Institute for Occupational Safety and health (NIOSH)
http://www.cdc.gov/niosh/topics/stress
National Institute for the Prevention of Workplace Violence
http://www.workplaceviolence911.com
National Institute of Standards and Technology
http://www.nist.gov/balddridge/
National Institute of Standards and Technology, Baldridge Performance Excellence Program
http://www.quality.nist.gov
NX Training Magazine – Online Contents
http://www.nxtbook.com/nxtbooks/nielsen/training0708/index.php?startid=4
O*Net – Resource Center
http://online.onetcenter.org
Occupational Safety and Health Administration
http://www.osha.gov
Office of Personnel Management
http://www.opm.gov
Online HR Guide: Personnel Selection
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http://www.hr-guide.com/selection.htm
Online Performance Appraisal and 360-Degree Feedback Forms
http://www.hr-guide.com/data/133.htm
Organizational Development Network – Homepage
http://www.odnetwork.org
OSU Leadership Center Publications
Address: www.ag.ohio-state.edu/~leaders/publications.htm
Out of Service – The Big Five Personality Test
http://www.outofservice.com/bigfive
Performance Measurement Resources
Address: www.zigonperf.com/performance.htm
Performance Management and Appraisal Help Center
http://performance-appraisals.org/
Psychology Today – Homepage
http://www.psychologytoday.com
Psychology Practical’s – Homepage
http://www.psychologypracticals.com
Queendom – Tests and Quizzes
http://www.queendom.com
Robert K. Greenleaf Center for Servant Leadership
http://www.greenleaf.org
Santa Clara University
http://www.scu.edu/ethics/practicing/decision/framework.html
Stanford University
http://www.ethics.stanford.edu
SIOP: Types of Employment Tests
http://www.siop.org/Workplace/employment%20testing/testtypes.aspx
Sloan Work and Family Research Network: Resources for Workplace Practice
http://wfnetwork.bc.edu/business.php
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Smart Brief http://www.smarkbrief.com
Social Psychology Network
http://www.socialpsychology.org
Society for Human Resource Management (SHRM)
http://shrm.org
Society for Industrial and Organizational Psychology (SIOP)
http://www.siop.org
Stress Management Resources from Mind Tools
http://www.mindtools.com/smpage.html
Survey Research Center of the University of Michigan
http://www.src.isr.umich.edu
Technology, Education & Design – Homepage
http://www.ted.com
Tom Peters Company – Homepage
http://www.tompeters.com
The Conference Board – Trusted Insights for Business Worldwide
http://www.conference-board.org
The Deming Network – Homepage
http://www.deming-network.org/deming_map.htm
The Drucker Institute of Claremont Graduate University – Homepage
http://www.druckerinstitute.com
The Frances Hesselbein Leadership Institute – Homepage
http://www.leadertoleader.org
The Leadership Hub – Homepage
http://www.theleadershiphub.com
The National Institute for the Prevention of Workplace Violence
http://www.workplaceviolence911.com
The Social Psychology Network – Homepage
http://www.socialpsychology.org
The University of Iowa
http://www.uiowa.edu/~grpproc/index.html
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Training Magazine
http://www.trainingmag.cozm/msg/indes.jsp
Training Technology Resource Center
http://www.ttrc.doleta.gov
Time’s 100 Most Important People of the Twentieth Century
Address: www.time.com/time/time100
University-Based Centers For Management and Executive Development
Address: www.geocities.com/athens/oracle/5228
University of Michigan Institute for Social Research: Survey Research Center
http://www.scr.isr.umich.edu
University of Michigan – Multitasking & Task Switching
http://www.umich.edu/~bcalab/multitasking.html
University of Pennsylvania – Authentic Happiness Welcome Page
http://www.authentichappiness.sas.upenn.edu
University of South Florida, Counterproductive Behavior at Work
http://www.chuma.cas.usf.edu/~spector/counterpage.html.
U.S. Equal Employment Opportunity Commission – Homepage
http://www.eeoc.gov
U.S. Department of Labor – Dictionary of Occupation Titles, Fourth Ed.
http://www.oalj.dol.gov/libdot.htm
U.S. House of Representatives
http://www.house.gov
U.S. Human Resources – Emotional Intelligence and Job Satisfaction
http://www.hrmguide.com/commitment/job-satisfaction.htm
U.S. Office of Personnel Management: Assessment Decision Guide
https://apps.opm.gov/ADT/Content.aspx?page=TIC
U.S. Office of Personnel Management: Performance Management
http://www.opm.gov/perform/overview.asp
U.S. Senate
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http://www.senate.gov/
Virginia Commonwealth University
http://www.has.vcu.edu/group/gdynamic.htm
Welch Way – Management Training – Homepage
http://www.welchway.com
Work and Family Researchers Network – Resources for Workplace Practice
http://www.wfnetwork.bc.edu/businerss.php
Workforce Diversity Network
http://ww.workforcediversitynetwork.com
World Future Society – Homepage
http://www.wfs.org
Teaching Suggestions for Using The Art of Leadership 6th edition Cases, Exercises, and
Discussion Posts
There are nine parts to the text and each part contains activities for students. You can
mix and match the cases and exercises to stress concepts you feel are of most value to
your students.
The following suggestions are based on feedback from our students concerning class
assignments; e.g., video reaction papers, exercises, and online Blackboard Discussion
Boards:
1.Instructors should provide grading and narrative feedback in a timely manner.
2.Students are highly interested in personal stories based on the instructors’
experiences. We share personal experience and examples as part of our
feedback to their assignments.
3.Students want indication that the assignment has been read, so we always
react to something they have said; e.g., “I appreciate you sharing how your
organization uses 360 degree feedback when evaluating team performance in
the call center.”
4.We send a standard response along with a personal note to
each student when reacting to their assignments. We use this as a “teachable
moment” based on the course we are teaching, the
student’s interest, and relative current events. Related books, articles, and
videos are recommended.
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5.In traditional face-to-face courses, we ask students to read a case or view an
assigned video in preparation for class discussion. The students are divided into
teams of approximately four to six members. We give the teams 15 – 20
minutes during the class for group discussions. Each team presents its analysis
during the class meeting.
6.In online and/or hybrid courses, we ask students to read a case or view an
assigned video in preparation for online class discussion board postings. The
students are divided into teams of approximately four to six members. The
teams meet online for group discussion. Each team posts its analysis for
critique and evaluation by the other class teams.
7.We have students write individual video or case reaction papers. We sometimes use
video and case essay questions in examinations.
Teaching Notes for AOL 6th edition
The following notes can be used as guides for cases, exercises and discussion posts.
Chapter 1 – “The Importance of Leadership: Setting the Stage” is the Introduction to
the text and its nine parts. It does not contain a case or exercise.
Part One – Leadership Variables
Chapter 2 – The Leadership Equation
Chapter 3 – Leadership Qualities, Characteristics of Followers, and Situational Factors
In Chapter 2 you will read about Leadership Traits and Leadership Behaviors. In Chapter 3 you
will be introduced to the Contingency Theory of Leadership. In preparation for class
discussion or online posts: 1) rate yourself on Edwin Ghiselli’s Six Traits of
Leadership (Exercise 2-1); and 2) read the case – “Toying with Success: The McFarlane
Companies.“
Possible student discussion posts:
1. Identify your highest leadership trait based on Ghiselli’s six traits of
leadership,
Exercise 2-1, and discuss how this trait is characteristic of you.
2. Rate the traits of a current or former leader. Discuss the impact this leader
has upon
others.
3. What leadership trait(s) have made Todd McFarlane such a successful leader?
Possible questions to assist students in preparing discussion posts:
• Did this leader “teach or mentor” you in your personal or professional
development?
• How did/ does this leader impact the performance of your unit,
department, etc?
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• If you could give this leader advice on becoming a better leader, what would it
be?
• What do you think will be this leader’s legacy to the organization?
Possible instructor responses that can be personalized for students:
The six leadership traits assessed in Ghiselli’s exercise are all important. Research
indicates the most important quality employees want in a leader is integrity. Employees
want a leader they can trust.
Todd McFarlane has many leadership qualities, especially vision, ability, and
charisma. We learn of his meteoric rise from a comic book artist to owning his own
multifaceted organization that currently specializes in toys, comic books, videos, and
movies. McFarland’s visionary trait is exemplified by his involvement in the sports
industry when he purchased Mark McGuire’s “Home Run Ball” for three million dollars.
It is estimated that this purchase has earned the company more that 20 million dollars
to date.
McFarlane is routinely compared to Walt Disney for his leadership in the entertainment
industry. Like Walt Disney, his intelligence in the visual-spatial and intrapersonal areas
help account for his success. McFarlane rates high in all six Ghiselli leadership
traits, including “initiative” since he has been able to combine his love for drawing with
his knowledge of financial management. A case can be made that Todd McFarlane has
tremendous charisma, much like Vince Lombardi.
One way you can enhance your leadership effectiveness is to “teach” and “counsel”
others in their personal and professional development. Successful leaders: 1) teach and
develop others; 2) have something significant to do in their careers; 3) influence the
behavior of employees to meet the goals of the organization; and 4) lead by role
modeling honesty, integrity, and commitment to both the work and the people.
Part Two – The Power of Vision
Chapter 4 – The Importance of Vision and the Motive to Lead
Chapter 5 – Organizational Climate
Chapter 4 contains an exercise that asks you to determine your social motives in the
workplace. Complete Exercise 4-2. This 12-item instrument measures your leadership
motivation based on Power, Achievement, and Affiliation. Chapter 5 contains an
exercise that allows you to assess organizational climate. Complete Exercise 5-1. This
10 item questionnaire measures such dimensions as the Reward System, Organizational
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Clarity, Standards of Performance, Warmth and Support, and Leadership. Students
should complete these exercises; then read the Andre Thornton case.
Possible student discussion posts:
1. Which Social Motive is your highest as indicated by your score? Do you
agree
with this interpretation?
2. What is the climate of the organization you have assessed? Discuss the
impact on employee morale and productivity.
3. After reading the Andre Thornton case, what do you believe
was his social motive as he transitioned from a stellar baseball career
with the Cleveland Indians to starting and leading GPI Procurement
Services as a minority businessman?
Possible questions to assist students in preparing discussion posts:
• Which social motive best fits your leader?
• What is the role of your leader in creating a positive work
climate?
• What role has “diversity” played in Andre Thornton’s
success? Have you ever been a minority member in a majority group?
How has this experience influenced your attitudes toward people who
are different than you.
Possible instructor responses that can be personalized when giving
feedback to students:
Leaders have needs related to three social motives:
1. Power – to give orders and influence others to take action; it
is important to “use” the power of position and not “abuse” this power;
2. Achievement – to achieve results and be a role model of success;
3. Affiliation – to create an environment where employees can work
together in harmony and help others.
Andre Thornton is a successful minority business owner. He addresses the diversity
issue upfront with his clients in the global financial, health care, and business and
industry fields to allay any fears they might have in dealing with his company, GPI. His
reputation as a professional athlete might get him in the door,
but he achieves success with products related to promotional and incentive rewards and
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apparel. Thornton has built GPI into a $16+ billion dollar organization in a highly
competitive industry. He believes there are similarities between business and sports
since they both involve the need for effective teamwork.
Andre Thornton has vision, plus the self-discipline to work hard. His company
reflects the principles of an enlightened organization. In A World Waiting to Be Born,
Scott Peck identifies the leader of a group or organization to be a potential obstacle
when attempting to create a healthy work climate. Specifically, no matter how deeply
those at the bottom or middle desire it, a positive work climate will be difficult to
achieve if the leader at the top is resistant. Conversely, if the leader wants a positive
work culture, he can probably have it. He may have to work hard for it. It may require
time and resources. But if the leader wants to achieve a healthy human environment, it
can be done under almost any circumstances. Andre Thornton has created such a place.
Part Three – The Importance of Ethics
Chapter 6 – Leadership Ethics
Chapter 7 – The Role of Values and Ethics at Work
Ethics is a fundamental element of effective leadership. Successful organizations have
core values that guide the behavior of employees when dealing with internal customers
(others in the organization who rely on your production of product and/or delivery of
services) and external customers who purchase these products and/or services.
Evaluate your current or a former organization according to Exercise 7-3. The
“Organizational Ethics Questionnaire” classifies organizations as Profit-Maximizing
(Level I), Trusteeship (Level II), and Quality-of-Life Management (Level III).
These classifications correspond with Lawrence Kohlberg’s Levels of Morality: Level I –
Pre-conventional Morality; Level II – Conventional Morality; and Level III – Post-
conventional Morality.
Possible student discussion posts:
1. Discuss the score you gave your organization and its corresponding level
of morality. Give an example to support your assessment.
2. What level of morality do you think CEO Michael Crooke described in
the Patagonia case?
Possible questions to assist students in preparing discussion posts:
• What are the Core Values that guide Patagonia?
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• What are the Core Values of your organization, and do you support
them?
• Are you aware of unethical behavior on the part of a leader? Discuss how
these
behaviors affect employee morale and productivity.
Possible Instructor responses that can be personalized when giving
feedback to students:
Core Values are an integral part of an organization’s vision and mission statement, since
they define the behaviors that should guide employees. Rotary International uses a set
of questions to ask when considering what to do in moral dilemmas: Is it the Truth? Is
it fair to all concerned? Will it build goodwill and better relationships? Will it be
beneficial to all concerned? What is your opinion of these values; and how would your
organization rate?
Michael Crooke, CEO of Patagonia, credits Founder Yvon Chouinard with setting the
company’s core value to create a sense of passion within each employee, which leads to
employee satisfaction. Each employee is imbued with the desire to make a difference in
her or his organizational and personal life.
Ethics regarding the treatment of the environment is an essential element of
Patagonia’s values. Employees are allowed to use flextime to schedule their production
hours, and to use and critique the products they produce.
Patagonia lives by the values modeled by its Founder, Yvon Chouinard, including an
emphasis on work-life balance. This makes the company a popular employer with
young people. Patagonia places the values of honesty, environmental responsibility,
and making a positive difference in the world before profits, thus setting a high ethical
tone for the organization.
Every organization should have core values to help employees know what is acceptable
behavior, both day to day and in moral dilemmas. Example core values are:
• Honesty in all dealings, as a foundation for all other values.
• Respect for others, as shown by consideration for their beliefs and needs.
• Service to others, guided by the principle of doing for others as you
would have them do for you.
• Excellence in all work performed, reflecting the Greek ideal of excellence
as a virtue,
and resulting in both public admiration and personal pride.
• Integrity, having the courage to act and live by one’s convictions.
An excellent class exercise is to have students complete Exercise 7-4, the Values Flag . It
never fails to engender a lively, informative discussion.
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Part Four – The Empowerment of People
Chapter 8 – Leadership Authority
Chapter 9 – Empowerment in the Workplace and the Quality Imperative
Leaders possess “power of the position” and “power of the
person.” Complete Exercise 8-1 to assess the power possessed by
your immediate supervisor.
Possible student discussion posts:
1. What type of “power” does your supervisor use? Give an example to
support your
assessment.
2. Discuss Pike Place Fish Market’s owner John
Yokoyama’s change in leadership style from
being “dictatorial” to being “inspirational?”
3. What are the principles used at Pike Place for creating a fun-filled
atmosphere? Do you
believe these principles will work in your organization?
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Possible questions to assist students in preparing discussion posts:
• How does your supervisor “use” or “abuse” the power of position? – with
an example
• How does your supervisor “use” or “abuse” the power of person? – with an
example
• How does your supervisor’s use of power influence the quality of product
or service
produced in your organization?
• What advice would you give your supervisor for improving his/her use of
power?
• Does your supervisor use or abuse her/his “Psychological Size?”
Possible instructor responses that can be personalized when
giving feedback to students:
Power is an element of leadership that can be used to increase employee productivity
and organizational effectiveness. Leadership research usually divides power into two
main categories: position and personal.
Position Power: You gain position power by virtue of your leadership responsibilities as
assigned by the organization. Your position and the authority/responsibility it
carries requires the leader to “use rather than abuse” power for the good of employees
and the organization. Position power usually includes the power to hire, terminate,
transfer, assign tasks, and dispense rewards.
Personal Power: You gain personal power based on how you are viewed by others.
This impacts your ability to influence people and events. Personal power is enhanced
by developing your employees; e.g., continued schooling to pursue a degree, training
seminars, professional associations, suggested reading, personal coaching,
and allowing employees to “shadow” or follow you through a project.
Psychological size comes from the power the leader has to set work schedules, give
orders, and require compliance. Psychological size can be
increased by employee intimidation and fear. If you “abuse” your power in this
way, you will inhibit two-way communications and limit the amount of information and
support you receive from employees.
John Yokoyama, owner of the Pike Place Fish Market, effectively uses the power of
position, as well as personal power with employees. He keeps the purpose of the fish
market alive with his actions as he builds employees into a team where everyone is a
“coach” responsible for teaching any other member of the team.