by Joan V. Gallos,1 Editor of Business Leadership (2nd edition)
Purpose of this Instructor’s Guide This instructor’s guide is designed to support and energize individuals who use Business Leadership: A Jossey-Bass Reader (2nd edition) in their teaching, training, and professional development activities. More specifically, the guide offers both new and seasoned educators opportunities to explore (1) diverse ways to teach leadership; (2) possible course designs using Business Leadership for different student audiences, learning goals, and programs; and (3) suggested cases, activities, readings, and other support materials that complement the use of Business Leadership in classroom teaching, executive education, and corporate training. Overview of the Instructor’s Guide This instructor’s guide is divided into four parts. PART 1 provides an introduction to Business Leadership (2nd edition). It discusses the overall purpose and content of the volume, as well as the philosophy and central tenets that underpin it. PART 2 explores teaching with Business Leadership. It contains chapter-by-chapter summaries and suggests ways to think about teaching various kinds of leadership courses. PART 3 provides a graduate-level syllabus and sample learning modules, as well as suggested teaching activities, readings, and cases. Detailed APPENDICES identify sources for cases, films, videos, and other internet-based teaching materials.
How to Use This Instructor’s Guide This instructor’s guide is designed to provide something for all interested in using Business Leadership in their teaching and training work. Users considering Business Leadership as a new primary or support text in an existing course can begin with the chapter-by-chapter notes in PART 2 to explore the content and logic of the volume, as well as the range of authors and topics explored. The Editor’s Interludes in the volume will also help instructors understand the volume’s conceptual framework. They can then move on to the sample syllabus in PART 3 to see how that can be adapted to meet their specific course and learning goals.
Seasoned instructors in search of supplemental readings to complement a current text may wish to explore the chapter-by-chapter notes in PART 2 , the Editor’s Interludes in Business Leadership, and then the sample syllabus, cases and activities in Part 3 for ideas on how to integrate specific topics. These provide opportunities to reflect on how Business Leadership can augment current course readings and learning goals, and suggest ways to reorganize or add topics or leadership skills development components to a current course design. Those developing a new course or seeking major change in a current one will find the suggested syllabus a good starting point.
Instructors in early career stages or new to teaching leadership may want to start on page one of this guideand march straight through. It contains a variety of useful teaching tips and strategies. Executive educators and trainers will appreciate the materials, activities, and case sources; ways to think about facilitating leadership skills development; and the ease with which the suggested course, class designs, and sample learning modules can be adapted to workshop formats.
It is easy to keep a copy of this Instructor’s Guide handy. Instructors can bookmark it on the Wiley site, access it at www.joangallos.com, or download the entire Instructor’s Guide to their desk-top computers. The guide offers summaries of Business Leadership (2nd edition)chapters – a quick refresher on terms, examples, and perspectives – as well as other useful resources.
Acknowledgments Important people played important roles in this project, and I want to thank them. My dear husband and closest colleague, Lee Bolman, and our wonderful sons, Chris and Brad, are always first on my list. They receive my love and appreciation as always for their unending affection and support – and public praise for being such great, all-around, good people. Lee, a dedicated and masterful teacher, generously shared instructional materials that enrich this guide. Chris Bolman sent love – and a few insightful chapter summaries – from the Big Apple; and Brad supplied the fruit shakes to sustain body and soul. Jennifer Payton, Rebecca Williams Brown, and Erin Nemenoff, graduate research assistants at the Henry W. Bloch School of Business and Public Administration, drafted chapter summaries. Special thanks to those who have provided me opportunities over the years to learn about leadership first hand: those experiences have grounded my teaching and writing in important ways. Finally, hats off to students over the years who have taught me much – and who have endured with grace and open minds more than their share of experiments to make learning deep, relevant, and fun.
The Author Joan V. Gallos is Professor of Leadership at the Henry W. Bloch School of Business and Public Administration at the University of Missouri-Kansas City, where she has also served as Professor and Dean of Education, Coordinator of University Accreditation, Special Assistant to the Chancellor for Strategic Planning, and Director of the Higher Education Graduate Programs. Gallos holds a bachelor’s degree cum laude in English from Princeton University, and master’s and doctoral degrees from the Harvard Graduate School of Education. She has served as a Salzburg Seminar Fellow; as President of the Organizational Behavior Teaching Society; as editor of the Journal of Management Education; on multiple editorial boards, including as a founding member of Academy of Management Learning and Education; on regional and national advisory boards including the Organizational Behavior Teaching Society, The Forum for Early Childhood Organization and Leadership Development, the Missouri Council on Economic Education, the Kauffman and Danforth Foundations’ Missouri Superintendents Leadership Forum, and the Mayor’s Kansas City Collaborative for Academic Excellence; on the national steering committee for the New Models of Management Education project (a joint effort of the Graduate Management Admissions Council and the AACSB – the international Association to Advance Collegiate Schools of Business); on the W. K. Kellogg Foundation College Age Youth Leadership Review Team; on the University of Missouri President’s Advisory Council on Academic Leadership; and on various civic, foundation, and nonprofit boards. Dr. Gallos has taught at the Radcliffe Seminars, the Harvard Graduate School of Education, the University of Massachusetts-Boston, and Babson College, as well as in executive programs at Harvard’s Kennedy School of Government, the Harvard Graduate School of Education, the University of Missouri, Babson College, and the University of British Columbia. She has published widely on professional effectiveness and leadership education. Gallos is editor of Organization Development: A Jossey-Bass Reader (2006) and Business Leadership: A Jossey-Bass Reader (2nd edition) (2008); co-author of Teaching Diversity: Listening to the Soul, Speaking from the Heart (Jossey-Bass, 1997) and Reframing Academic Leadership (Jossey-Bass, 2009); and developer of numerous published curricula and teaching support materials, including those for Management Skills: A Jossey-Bass Reader (2005) and Organization Development: A Jossey-Bass Reader (2006). Gallos received the Fritz Roethlisberger Memorial Award for the best article on management education in 1990 and was a finalist for the same prize in 1994. In 1993, she was honored with a special Radcliffe College Excellence in Teaching award. In 2002-2003, she served as Founding Director of the Truman Center for the Healing Arts, based in Kansas City’s public teaching hospital, which received the 2004 Kansas City Business Committee for the Arts Partnership Award as the best partnership between a large organization and the arts.
Part 1: An Introduction to Business Leadership (2nd edition) Overall Purpose and Theoretical Foundation of the Book Business Leadership is an integrated compendium of 40 chapters, developed to capture the best thinking by the best thinkers on leadership. It 1explores leadership essentials: what is leadership, how to do it, and what maximizes its success. The volume is based on the premise that leadership is a complex social process, rooted in the values, behaviors, skills, knowledge, and ways of thinking of both leaders and followers. Leadership is multi-dimensional in skill and orientation; and successful leaders understand people and organizations, task and process, current context and past history, self and others. They attend to current realities while envisioning future possibilities. To do all this well, business leaders need confidence and strategies for working competently across a wide range of diverse issues – from fostering the organizational clarity that comes from sound structures and policies to unleashing energy and creativity through bold visions, from creating learning organizations where workers mature and develop as everyday leaders to managing the conflict inevitable in a world of enduring differences. Leaders use mind, heart and spirit in their work and require a helpful cognitive map to guide and direct their shuttling among multiple levels, processes, issues, and domains.
Business Leadership was designed to help readers develop and deepen their own cognitive map – and to provide educators with a strong and coherent set of readings to assist leaders in that work. The volume is intended as a resource for both experienced leaders and those aspiring to the role. New leaders will find everything they need to get started and grow in their leadership. Experienced leaders will appreciate the best thinking on a range of specifics – the complex nature of leading, essential skills and ways to enhance them, models for understanding the organizational terrain, ways to anticipate the challenges and avoid the pitfalls, and strategies to sustain oneself as a leader.
Business Leadership is intentionally inclusive in content – exploring the linkages among individual, organizational, and situational factors that contribute to leadership success. All the classic leadership ideas and strategies that can assist leaders in making a real difference are represented and have been updated for this volume: Business Leadership offers primary material from seminal theorists who have shaped the field like Warren Bennis, James MacGregor Burns, Peter Drucker, and others. Readers will also find new pieces created explicitly for the volume by respected scholars like Karen Ayas, Andre Delbecq, Ronald Heifetz, Loizos Heracleous, Claus Jacobs, Philip Mirvis, and Michael Sales that stretch the way we think about leading, about leadership development, and about ourselves as leaders. Taken together, the chapters in Business Leadership (2nd edition) remind readers that leadership is more than tools and techniques. Leading is a values-based process that engages people in useful, significant, and creative ways to search for lasting solutions to today’s – and tomorrow’s – challenges.
Options for Using Business Leadership in Teaching and Training The writing style and tone of the chapters in Business Leadership are clear and inviting, and the diversity in focus and perspectives makes the volume perfect for stimulating rich discussions about leadership strategies, directions, and opportunities across organizations and settings. The chapters also support skill building and personal development activities for leaders and complement the exploration of larger organizational and ethical issues in leading. A common thread among chapters is an over-arching emphasis on effective practice and action: what do leaders need to know and do to lead well? Taken together, the chapters remind readers that effective leadership demands careful attention to organizational contexts and goals, a clear vision of organizational health, appreciation for system complexities, a solid understanding of what leads to system effectiveness, and leadership strategies for how to create and sustain that.
On a more practical level, Business Leadership offers a one-stop instructional resource. It allows instructors to add seminal perspectives and advice from thought leaders in the field without overloading students with multiple individual book purchases – or themselves with the hassle of creating reading packets or dealing with copyright concerns. The volume’s underlying focus on increasing organizational health and effectiveness – the goal of every successful leader and manager – enables instructors to use one volume for two purposes: exploring what makes for strong organizational leadership and working to master the leadership skills and practices needed to get there.
The book is organized so that it can be used in a number of ways. It can be a basic course text. Students can read it in its entirety and largely in the order of the chapters as provided. [A syllabus later in this guide provides a model for how to do this.] An integrated series of Editor’s Interludes lays out the logic for and connections among chapters and sections. Instructors can also use chapters in different sequences or pick and choose among them to supplement course cases and assignments. Each chapter is structured and of sufficient length to fully develop its central premise –which also makes the volume a good supplemental resource for courses in HR management, organizational behavior, and change management with a leadership twist. Another alternative is to view each of the volume’s five parts as a separate learning unit and to include one or more of these learning units in a course or training sequence. However used, Business Leadership is a good resource for courses across disciplines that support the development of reflective practitioners.
The volume can also complement – or be completed by – other leadership books. A number of the authors who have contributed to Business Leadership have highly-regarded leadership books and texts. In some cases, their chapters are excerpts from one of these larger works – a listing appears at the back of the volume to alert you to this. Business Leadership can be the organizing volume for the course or training module, and additional books by a select number of Business Leadership authors can deepen the study of ideas introduced in a Business Leadership chapter. Ed Schein’s Organizational Culture and Leadership (Jossey-Bass, 2004), for example, is a good way to probe linkages between leadership and organizational culture – and a series of learning modules on leadership and organizational culture that pairs Schein’s book with Business Leadership are provided in Part 3 of this guide as one possible model.
Warren Bennis has a host of books that explore the leadership development journey for specific audiences – new leaders, seasoned veterans, information technology workers, and others. One of these may be more appropriate for an instructor’s student audience; however, Bennis’s On Becoming a Leader (Perseus, 2003) is a classic and a good starting place for anyone seeking to understand the author’s influential contributions to the field. Or students might benefit from – and enjoy reading – business best sellers from Business Leadership authors, like Jim Collin’s Good to Great (Harper Collins, 2001) – a downloadable discussion guide from the editors of BrownHerron can be found at http://www.amazon.com/Discussion-Guide-Collins-Great-Followed/dp/B000067G39/ref=sr_1_5?ie=UTF8&s=books&qid=1200540343&sr=1-5 ; Bossidy, Charan and Burck’s Execution: The Gap Nobody Knows (Crown, 2002); or Marcus Buckingham and Donald Clifton’s Now, Discover Your Strengths (Free Press, 2001).
Business Leadership can also serve as a supplement to leadership textbooks that offer their own theoretical frameworks upon which to structure a course. Bolman and Deal, for example, offer a four-frame approach to leadership – leader as social architect, servant, politician, and artist – in Reframing Organization: Leadership, Artistry, and Choice (4th edition, Jossey-Bass, 2008). That framework works well for different student and executive audiences and can easily serve as the theoretical foundation for a course or training program design. [Chapters by Bolman and Deal and by me in Business Leadership provide an introduction to the four frames for those new to the framework.] I have also created a number of syllabi and a host of teaching activities, class designs, and support materials for teaching with the four frames.2 The majority of those teaching resources are useful in teaching leadership – with or without a four frames focus. Instructors searching for inspiration on class designs, activities, and experiential exercises for teaching leadership might take a look.
Another option is to start with Leadership Without Easy Answers by Ronald Heifetz (Belknap Press, 1998) as the organizing text for a course based on Heifetz’s concept of adaptive leadership. Sharon Daloz Parks has observed Heifetz while teaching. She illustrates his approach and provides a number of his class designs in her book, Leadership Can Be Taught: A Bold Approach for a Complex World (Harvard Business School Press, 2005). Readings from Business Leadership fit well with this kind of experiential, personal development-oriented teaching. As a reminder, Heifetz wrote the Foreword to Business Leadership (2nd edition) and his chapter with Marty Linsky, “A Survival Guide for Leaders,” appears in the volume.
Overview of Business Leadership (2nd edition) Content Business Leadership is divided into five parts. Each section is introduced by an Editor’s Interlude that frames the issues to be examined, describes the rationale for material included, and introduces each of the chapters. The book flows from theory to practice: it begins with a set of ideas on how to understand the leadership process and moves to practical suggestions for how to lead effectively and sustain leadership efforts – and sustain the leader. More specifically,
PART I, Framing the Issues: What is Leadership?, explores the basic nature and elements of leadership. Chapters offer opportunities to think more systematically about leadership basics, applications, and competencies. The authors distinguish leadership from other forms of influence like authority, power, and dominance; identify necessary skills; and correct common myths about leading. The ability to lead well is clearly linked to the leader’s capacity to decompose and demystify the process. Part I includes
Chapter 1. John P. Kotter. What Leaders Really Do
Chapter 2. Daniel Goleman, Richard Boyatzis, and Annie McKee. Primal Leadership: The Hidden Power of Emotional Intelligence
Chapter 3. James Kouzes and Barry Posner. The Five Practices of Exemplary Leadership.
Chapter 4. Lee G. Bolman and Terrence E. Deal. Reframing Leadership
Chapter 5. James O’Toole. When Leadership is an Organizational Trait.
PART II, Becoming a Leader, Preparing for the Opportunities, examines the ongoing nature of leadership development and provides strategies and insights to prepare leaders for opportunities ahead. Learning to lead well involves persistence, humility, and personal clarity. The authors in this section offer fundamental ways to accelerate the learning process. Part II includes
Chapter 6. Warren Bennis. The Seven Ages of the Leader
Chapter 7. Marcus Buckingham and Donald O. Clifton. The Traces of Talent.
Chapter 8. Bill George. Leadership is Authenticity, Not Style
Chapter 9. Jim Collins. Level 5 Leadership: The Triumph of Humility and Fierce Resolve
Chapter 10. Steven B. Sample. Thinking Gray and Free
Chapter 11. Philip Mirvis and Karen Ayas. Enhancing the Psycho-Spiritual Development of Leaders: Lessons from Leadership Journeys in Asia
Chapter 12 Robert E. Quinn. Moments of Greatness: Entering the Fundamental State of Leadership
The chapters in PART III, Understanding the Territory, Anticipating the Challenges, address essential ways to understand organizations and the larger context for leading. Leadership is always contextual, and organizations in today’s fast-paced, global world require leaders at all levels who understand the organizational lay of the land and know how best to match their efforts and talents to the unique demands of the situation. Part III includes chapters that fall into two different categories.
mapping the terrain Chapter 13. Joan V. Gallos. Making Sense of Organizations: Leadership, Frames, and Everyday Theories of the Situation
Chapter 14. Michael J. Sales. Leadership and the Power of Position: Understanding Structural Dynamics in Organizational Life
understanding unique features of the leadership challenge
Chapter 15. Ron Ashkenas, David Ulrich, Todd Jick and Steve Kerr. The Boundaryless Organization: Rising to the Challenges of Global Leadership
Chapter 16. Marc S. Effron. Knowledge Management Involves Neither Knowledge nor Management
Chapter 17. Andrew W. Savitz and Karl Weber. The Sustainability Sweet Spot: Where Profit Meets the Common Good.
Chapter 18. Paul Glen. Leading Geeks: Technology and Leadership
Chapter 19. Ancella B. Livers and Keith A. Caver. Leading in Black and White: Working Effectively Across the Racial Divide
Chapter 20. Robert Morison, Tamara Erickson, and Ken Dychtwald. Managing Middlescence
PART IV, Making It Happen, contains the largest set of chapters. It begins with the basics of how to establish credible footing as a leader and tackle the fundamentals of mission, vision, and strategy. It then provides advice for staying on track and identifying predictable forces that derail leaders and their initiatives. Effective leadership can never be reduced to a simple checklist, but we can identify the basic tasks and issues that all leaders need to address and resolve. Part IV includes chapters that support leaders in their efforts to get started, stay on course, and avoid the pitfalls.
getting things started Chapter 21. Michael Watkins. The First 90 Days of Leadership.
Chapter 22. Peter F. Drucker. What is Our Mission?
Chapter 23. James MacGregor Burns. Power and Creativity of a Transforming Vision Chapter 24. Burt Nanus. Finding the Right Vision
Chapter 25. Loizos Heracleous and Claus D. Jacobs. Developing Strategy: The Serious Business of Play
staying on track Chapter 26. Lee G. Bolman and Terrence E. Deal. Navigating the Political Terrain
Chapter 27. Jeff Weiss and Jonathan Hughes. Want Collaboration? Accept B and Actively Manage B Conflict
Chapter 28. Edgar H. Schein. Creating and Managing Culture: The Essence of Leadership
Chapter 29. John P. Kotter. Leading Change: Why Transformation Efforts Fail
Chapter 30. Douglas A. Ready. Leading at the Enterprise Level
Chapter 31. Larry Bossidy and Ram Charan with Charles Burck. Execution: The Gap Nobody Knows
avoiding the pitfalls Chapter 32. Peter Frost and Sandra Robinson. The Leader as Toxin Handler: Organizational Hero and Casualty
Chapter 33. Barbara Kellerman. Bad Leadership B and Ways to Avoid It Chapter 34. Kim Cameron. Good or Not Bad: Standards and Ethics in Managing Change
PART V, Sustaining the Leader, explores ways for leaders to support themselves in order to sustain their leadership efforts. Strength of character and resolve matter. But so do strategies for surviving the inevitable attacks of angry opponents; nourishing the soul; building personal resilience; and staying healthy, grounded, and hopeful. Part V includes:
Chapter 35. Ronald A. Heifetz and Marty Linsky. A Survival Guide for Leaders
Chapter 36. David Batstone. Preserving Integrity, Profitability, and Soul
Chapter 37. David L. Dotlich, James L. Noel, and Norman Walker. Learning for Leadership: Failure as a Second Chance
Chapter 38. Andre Delbecq. Nourishing the Soul of the Leader
Chapter 39. Warren G. Bennis and Robert J. Thomas. Resilience and the Crucible of Leadership
Chapter 40. Andrew J. Razeghi. Choose Hope: On Creating a Hopeful Future