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26 PART 1: INTRODUCTION TO LEADERSHIP
importance of leadership to an organization’s success, as well as the diffi culties
and challenges involved in being a leader. Studying leadership can also lead to the
discovery of abilities you never knew you had. When students in a leadership sem-
inar at Wharton were asked to pick one leader to represent the class, one woman
was surprised when she outpolled all other students. Her leadership was drawn
out not in the practice of leadership in student government, volunteer activities,
or athletics, but in a classroom setting. 59
Studying leadership gives you skills you can apply in the practice of leadership
in your everyday life. Many people have never tried to be a leader because they
have no understanding of what leaders actually do. The chapters in this book are
designed to help you gain a fi rm knowledge of what leadership means and some
of the skills and qualities that make a good leader. You can build competence in
both the art and the science of leadership by completing the Self-Insight exercises
throughout the book, by working on the activities and cases at the end of each
chapter, and by applying the concepts you learn in class, in your relationships
with others, in student groups, at work, and in voluntary organizations. Although
this book and your instructors can guide you in your development, only you can
apply the concepts and principles of leadership in your daily life. Learning to be a
leader starts now, with you. Are you up to the challenge?

Organization of the Rest of the Book

The plan for this book refl ects the shift to a new paradigm summarized in Exhibit 1.2
and the discussion of management versus leadership summarized in Exhibit 1.3.
The framework in Exhibit 1.6 illustrates the organization of the book. Part 1 intro-
duces leadership, its importance, and the transition to a new leadership paradigm.

Exhibit 1.6 Framework for the Book

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
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T
Chapter 3 Contingency Approaches

Part 3: The Personal Side of Leadership Part 4: The Leader as Relationship Builder
Chapter 4 The Leader as an Individual Chapter 8 Motivation and Empowerment
Chapter 5 Leadership Mind and Heart Chapter 9 Leadership Communication
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Chapter 6 Courage and Moral Leadership Chapter 10 LeadingTeams
Chapter 7 Followership Chapter 11 Developing Leadership Diversity
Chapter 12 Leadership Power and Influence

Part 5: The Leader as Social Architect
Chapter 13 Creating Vision and Strategic Direction
Chapter 14 Shaping Culture and Values
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Chapter 15 Leading Change