Instructor Manual
The Leadership Experience 8th Edition Daft
Chapter 1-15
Chapter 1
Table of Contents
Purpose and Perspective of the Chapter .................................................................................... 2
Chapter Objectives .................................................................................................................... 2
Key Terms ................................................................................................................................. 2
What's New in This Chapter ....................................................................................................... 3
Chapter Outline .......................................................................................................................... 3
PR
Additional Resources ................................................................................................................. 7
O
FD
O
C
© 2022 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible 1
website, in whole or in part.
,Purpose and Perspective of the Chapter
This chapter introduces the concept of leadership and discuss how individuals can grow and
become leaders. First, we explore the meaning of leadership and the importance of effective
leadership. We then review leadership differences from management and the evolution of
leadership through major researched theories. Next, we explore the biggest challenges facing
the leaders today by turning historical leadership theories into best practices. Finally, we explore
the making of a leader and how one can acquire leadership skills through development and
experience.
Chapter Objectives
The following objectives are addressed in this chapter:
01.01 Explain the full meaning of leadership and see the leadership potential in yourself and
others.
01.02 Describe the five fundamental transformations facing today‘s leaders and
PR
organizations.
01.03 Summarize the fundamental differences between leadership and management.
01.04 Explain how leadership has evolved and how historical approaches apply to the
practice of leadership today.
O
01.05 Identify the primary reasons for leadership derailment and the new paradigm skills that
can help you avoid it.
01.06 Discover how to use this textbook to learn the most about leadership.
FD
[return to top]
Key Terms
Leadership: an influence relationship among leaders and followers who intend real changes
O
and outcomes that reflect their shared purposes.
Paradigm: a shared mindset that represents a fundamental way of thinking about, perceiving,
and understanding the world.
C
Humility: being unpretentious and modest rather than arrogant and prideful.
Will: having a very strong intention about the organziation‘s future
Management: the attainment of organizational goals in an effective and efficient manner
through planning, organizing, staffing, directing, and controlling organizational resources.
Vision: a picture of an ambitious, desirable future for the organization or team.
Enlightened leadership: giving up control in the traditional sense and encouraging the growth and
development of others to ensure organizational flexibility, responsiveness, and inclusivity.
Derailment: a phenomenon in which a manager with an impressive track record reaches a
certain level but goes off track and can‘t advance because of a mismatch between job needs
and personal skills and qualities.
[return to top]
© 2022 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible 2
website, in whole or in part.
,What's New in This Chapter
The following elements are improvements in this chapter from the previous edition:
New examples to support the need for effective leadership with the current challenges.
New focus on Level 5 leadership qualities that demonstrate practical application.
New examples to summarize fundamental differences between leadership and
management.
New examples that demonstrate good leadership behaviors and best practices.
New Put It Into Practice sections.
[return to top]
Chapter Outline
PR
Abraham Lincoln was a highly visible leader who had a significant influence on people across
the United States and around the world. Yet the leadership qualities Lincoln exemplified are
especially relevant to the many leaders who quietly go about the business of leading teams,
companies, and communities‘ day after day. Every company, sports team, government agency,
family, nonprofit organization, social cause, and community group needs good leadership to
succeed.
O
I. Why We Need Effective Leadership (01.01, PPT Slides 4-9)
People think that they will recognize a good leader when they see one. Sometimes,
FD
though, charismatic people are perceived to be leaders, regardless of whether
leadership skills back up the charisma. Today, people are beginning to expect more
than a charismatic smile and a firm handshake from leaders.
a. Defining Leadership
Leadership is an influence relationship among leaders and followers who intend real
O
changes and outcomes that reflect their shared purposes. Exhibit 1.1 identifies the
key components of leadership.
Leadership includes six components:
C
Influence
Intention
Personal responsibility and integrity
Change
Shared purpose
Followers
Leading and following are activities that require other people. Effective leaders and
followers require similar skills so they can switch roles if needed to accomplish a
goal.
b. Emergent Leadership
© 2022 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible 3
website, in whole or in part.
, Anyone can be a leader. To become a leader, you must look for opportunities
around you.
Discussion Question #1: Search online for examples of leaders. Identify one leader who
seems to illustrate the “leader-as-hero” mindset and one who seems more typical of the humble
Level 5 leader described in the chapter. Describe their differing characteristics. Which was
easier to find?
Discussion Question #2: What do you consider your own strengths and weaknesses
regarding leadership? Discuss your answer with another student.
Discussion Question #3: Of the elements in the leadership definition as illustrated in Exhibit 1.1,
which is the easiest for you? Which is hardest? Explain.
II. The New Reality for Leaders (01-02, PPT Slide 10)
Changes in the world and the technology we use to experience it have altered what we
expect from our leaders. A paradigm is a shared mindset that represents a fundamental
PR
way of thinking about, perceiving, and understanding the world. Exhibit 1.2 identifies how
our new paradigm affects our expectations of a good leader.
The rest of this section examines the differences between an old paradigm leader and a
new paradigm leader shown in Exhibit 1.2.
a. From Stabilizer to Crisis Manager
O
Today‘s best leaders accept that change is inevitable. They have learned to adapt
quickly to new situations. Adaptability is required for success.
FD
b. From Controller to Facilitator
In the past, things, such as land and machines, were the critical assets a company
could own. Today, information is a company‘s most important asset. This makes
employees more important than the equipment they use. To go with the change
from objects to information as assets, leaders no longer ―control.‖ Instead, they
―facilitate,‖ making a process, such as the use of information, easier.
O
Discussion Question #4: How might the paradigm shift from competition to collaboration make
the job of a leader more difficult? Could it also make the leader’s job easier? Discuss
C
Discussion Question #5: Describe the best leader you have known. How did this leader
acquire competence?
c. From Competitor to Collaborator
In the past, leaders competed with other leaders and groups. Today, leaders work
with, not against, others.
Discussion Question #4: How might the paradigm shift from competition to collaboration make
the job of a leader more difficult? Could it also make the leader’s job easier? Discuss.
d. From Diversity Avoider to Diversity Promoter
Diversity in the workplace is a natural result of diversity in our world. Working with
people who act and think differently than us can be challenging. A good leader
seeks diversity so the group has a wide range of talents that can help the group
meet its goals.
© 2022 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible 4
website, in whole or in part.
The Leadership Experience 8th Edition Daft
Chapter 1-15
Chapter 1
Table of Contents
Purpose and Perspective of the Chapter .................................................................................... 2
Chapter Objectives .................................................................................................................... 2
Key Terms ................................................................................................................................. 2
What's New in This Chapter ....................................................................................................... 3
Chapter Outline .......................................................................................................................... 3
PR
Additional Resources ................................................................................................................. 7
O
FD
O
C
© 2022 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible 1
website, in whole or in part.
,Purpose and Perspective of the Chapter
This chapter introduces the concept of leadership and discuss how individuals can grow and
become leaders. First, we explore the meaning of leadership and the importance of effective
leadership. We then review leadership differences from management and the evolution of
leadership through major researched theories. Next, we explore the biggest challenges facing
the leaders today by turning historical leadership theories into best practices. Finally, we explore
the making of a leader and how one can acquire leadership skills through development and
experience.
Chapter Objectives
The following objectives are addressed in this chapter:
01.01 Explain the full meaning of leadership and see the leadership potential in yourself and
others.
01.02 Describe the five fundamental transformations facing today‘s leaders and
PR
organizations.
01.03 Summarize the fundamental differences between leadership and management.
01.04 Explain how leadership has evolved and how historical approaches apply to the
practice of leadership today.
O
01.05 Identify the primary reasons for leadership derailment and the new paradigm skills that
can help you avoid it.
01.06 Discover how to use this textbook to learn the most about leadership.
FD
[return to top]
Key Terms
Leadership: an influence relationship among leaders and followers who intend real changes
O
and outcomes that reflect their shared purposes.
Paradigm: a shared mindset that represents a fundamental way of thinking about, perceiving,
and understanding the world.
C
Humility: being unpretentious and modest rather than arrogant and prideful.
Will: having a very strong intention about the organziation‘s future
Management: the attainment of organizational goals in an effective and efficient manner
through planning, organizing, staffing, directing, and controlling organizational resources.
Vision: a picture of an ambitious, desirable future for the organization or team.
Enlightened leadership: giving up control in the traditional sense and encouraging the growth and
development of others to ensure organizational flexibility, responsiveness, and inclusivity.
Derailment: a phenomenon in which a manager with an impressive track record reaches a
certain level but goes off track and can‘t advance because of a mismatch between job needs
and personal skills and qualities.
[return to top]
© 2022 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible 2
website, in whole or in part.
,What's New in This Chapter
The following elements are improvements in this chapter from the previous edition:
New examples to support the need for effective leadership with the current challenges.
New focus on Level 5 leadership qualities that demonstrate practical application.
New examples to summarize fundamental differences between leadership and
management.
New examples that demonstrate good leadership behaviors and best practices.
New Put It Into Practice sections.
[return to top]
Chapter Outline
PR
Abraham Lincoln was a highly visible leader who had a significant influence on people across
the United States and around the world. Yet the leadership qualities Lincoln exemplified are
especially relevant to the many leaders who quietly go about the business of leading teams,
companies, and communities‘ day after day. Every company, sports team, government agency,
family, nonprofit organization, social cause, and community group needs good leadership to
succeed.
O
I. Why We Need Effective Leadership (01.01, PPT Slides 4-9)
People think that they will recognize a good leader when they see one. Sometimes,
FD
though, charismatic people are perceived to be leaders, regardless of whether
leadership skills back up the charisma. Today, people are beginning to expect more
than a charismatic smile and a firm handshake from leaders.
a. Defining Leadership
Leadership is an influence relationship among leaders and followers who intend real
O
changes and outcomes that reflect their shared purposes. Exhibit 1.1 identifies the
key components of leadership.
Leadership includes six components:
C
Influence
Intention
Personal responsibility and integrity
Change
Shared purpose
Followers
Leading and following are activities that require other people. Effective leaders and
followers require similar skills so they can switch roles if needed to accomplish a
goal.
b. Emergent Leadership
© 2022 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible 3
website, in whole or in part.
, Anyone can be a leader. To become a leader, you must look for opportunities
around you.
Discussion Question #1: Search online for examples of leaders. Identify one leader who
seems to illustrate the “leader-as-hero” mindset and one who seems more typical of the humble
Level 5 leader described in the chapter. Describe their differing characteristics. Which was
easier to find?
Discussion Question #2: What do you consider your own strengths and weaknesses
regarding leadership? Discuss your answer with another student.
Discussion Question #3: Of the elements in the leadership definition as illustrated in Exhibit 1.1,
which is the easiest for you? Which is hardest? Explain.
II. The New Reality for Leaders (01-02, PPT Slide 10)
Changes in the world and the technology we use to experience it have altered what we
expect from our leaders. A paradigm is a shared mindset that represents a fundamental
PR
way of thinking about, perceiving, and understanding the world. Exhibit 1.2 identifies how
our new paradigm affects our expectations of a good leader.
The rest of this section examines the differences between an old paradigm leader and a
new paradigm leader shown in Exhibit 1.2.
a. From Stabilizer to Crisis Manager
O
Today‘s best leaders accept that change is inevitable. They have learned to adapt
quickly to new situations. Adaptability is required for success.
FD
b. From Controller to Facilitator
In the past, things, such as land and machines, were the critical assets a company
could own. Today, information is a company‘s most important asset. This makes
employees more important than the equipment they use. To go with the change
from objects to information as assets, leaders no longer ―control.‖ Instead, they
―facilitate,‖ making a process, such as the use of information, easier.
O
Discussion Question #4: How might the paradigm shift from competition to collaboration make
the job of a leader more difficult? Could it also make the leader’s job easier? Discuss
C
Discussion Question #5: Describe the best leader you have known. How did this leader
acquire competence?
c. From Competitor to Collaborator
In the past, leaders competed with other leaders and groups. Today, leaders work
with, not against, others.
Discussion Question #4: How might the paradigm shift from competition to collaboration make
the job of a leader more difficult? Could it also make the leader’s job easier? Discuss.
d. From Diversity Avoider to Diversity Promoter
Diversity in the workplace is a natural result of diversity in our world. Working with
people who act and think differently than us can be challenging. A good leader
seeks diversity so the group has a wide range of talents that can help the group
meet its goals.
© 2022 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible 4
website, in whole or in part.
