SOLUTION MANUAL
The Leadership Experience, 9th Edition
by Richard Daft
SC
O
R
EG
U
ID
ES
, Table of Content
Part 1. Introduction to Leadership
Chapter 1. What Does It Mean to Be a Leader?
Part 2. Research Perspectives on Leadership
Chapter 2. Traits, Behaviors, and Relationships
Chapter 3. Contingency Approaches to Leadership
SC
Part 3. The Personal Side of Leadership
Chapter 4. The Leader as an Individual
Chapter 5. Leading with Head and Heart
O
Chapter 6. Courage and Ethical Leadership
Chapter 7. Creating Vision and Purpose
R
Part 4. The Leader as a Relationship Builder
Chapter 8. Motivation and Engagement
EG
Chapter 9. Leadership Communication
Chapter 10. Leading Teams
Chapter 11. Leading Global and Workplace Diversity
U
Chapter 12. Leadership Power and Influence
Part 5. The Leader as Social Architect
ID
Chapter 13. Setting the Stage for Followership
Chapter 14. Shaping Culture and Values
ES
Chapter 15. Leading Change
,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.
SC
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
O
organizations.
01.03 Summarize the fundamental differences between leadership and management.
R
01.04 Explain how leadership has evolved and how historical approaches apply to the
practice of leadership today.
01.05 Identify the primary reasons for leadership derailment and the new paradigm skills that
EG
can help you avoid it.
01.06 Discover how to use this textbook to learn the most about leadership.
[return to top]
Key Terms
U
Leadership: an influence relationship among leaders and followers who intend real changes
and outcomes that reflect their shared purposes.
Paradigm: a shared mindset that represents a fundamental way of thinking about, perceiving,
ID
and understanding the world.
Humility: being unpretentious and modest rather than arrogant and prideful.
Will: having a very strong intention about the organziation‘s future
ES
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.
SC
New examples that demonstrate good leadership behaviors and best practices.
New Put It Into Practice sections.
[return to top]
Chapter Outline
O
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,
R
family, nonprofit organization, social cause, and community group needs good leadership to
succeed.
I. Why We Need Effective Leadership (01.01, PPT Slides 4-9)
EG
People think that they will recognize a good leader when they see one. Sometimes,
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
U
Leadership is an influence relationship among leaders and followers who intend real
changes and outcomes that reflect their shared purposes. Exhibit 1.1 identifies the
key components of leadership.
ID
Leadership includes six components:
Influence
Intention
ES
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.
The Leadership Experience, 9th Edition
by Richard Daft
SC
O
R
EG
U
ID
ES
, Table of Content
Part 1. Introduction to Leadership
Chapter 1. What Does It Mean to Be a Leader?
Part 2. Research Perspectives on Leadership
Chapter 2. Traits, Behaviors, and Relationships
Chapter 3. Contingency Approaches to Leadership
SC
Part 3. The Personal Side of Leadership
Chapter 4. The Leader as an Individual
Chapter 5. Leading with Head and Heart
O
Chapter 6. Courage and Ethical Leadership
Chapter 7. Creating Vision and Purpose
R
Part 4. The Leader as a Relationship Builder
Chapter 8. Motivation and Engagement
EG
Chapter 9. Leadership Communication
Chapter 10. Leading Teams
Chapter 11. Leading Global and Workplace Diversity
U
Chapter 12. Leadership Power and Influence
Part 5. The Leader as Social Architect
ID
Chapter 13. Setting the Stage for Followership
Chapter 14. Shaping Culture and Values
ES
Chapter 15. Leading Change
,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.
SC
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
O
organizations.
01.03 Summarize the fundamental differences between leadership and management.
R
01.04 Explain how leadership has evolved and how historical approaches apply to the
practice of leadership today.
01.05 Identify the primary reasons for leadership derailment and the new paradigm skills that
EG
can help you avoid it.
01.06 Discover how to use this textbook to learn the most about leadership.
[return to top]
Key Terms
U
Leadership: an influence relationship among leaders and followers who intend real changes
and outcomes that reflect their shared purposes.
Paradigm: a shared mindset that represents a fundamental way of thinking about, perceiving,
ID
and understanding the world.
Humility: being unpretentious and modest rather than arrogant and prideful.
Will: having a very strong intention about the organziation‘s future
ES
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.
SC
New examples that demonstrate good leadership behaviors and best practices.
New Put It Into Practice sections.
[return to top]
Chapter Outline
O
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,
R
family, nonprofit organization, social cause, and community group needs good leadership to
succeed.
I. Why We Need Effective Leadership (01.01, PPT Slides 4-9)
EG
People think that they will recognize a good leader when they see one. Sometimes,
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
U
Leadership is an influence relationship among leaders and followers who intend real
changes and outcomes that reflect their shared purposes. Exhibit 1.1 identifies the
key components of leadership.
ID
Leadership includes six components:
Influence
Intention
ES
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.
