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CHAPTER 2: TRAITS, BEHAVIORS, AND RELATIONSHIPS 61
7 R. M. Stogdill, Handbook of Leadership: A Survey of the Measurement, Eds. R. M. Stogdill and A. E. Coons, (Columbus, OH:
Literature (New York: Free Press, 1974); and Bernard M. Bass, Ohio State University, Bureau of Business Research, 1957); and J. K.
Bass & Stogdill’s Handbook of Leadership: Theory, Research, and Hemphill, “Leadership Behavior Associated with the Administrative
Managerial Applications, 3rd ed. (New York: Free Press, 1990). Reputations of College Departments,” Journal of Educational
8 S. A. Kirkpatrick and E. A. Locke, “Leadership: Do Traits Matter?” Psychology 46 (1955), pp. 385–401.
The Academy of Management Executive 5, No. 2 (1991), pp. 48–60. 29 R. Likert, “From Production- and Employee-Centeredness to Systems
9 R. G. Lord, C. L. DeVader, and G. M. Alliger, “A Meta-Analysis of 1–4,” Journal of Management 5 (1979), pp. 147–156.
the Relation Between Personality Traits and Leadership Perceptions: 30 J. Taylor and D. Bowers, The Survey of Organizations: A Machine
An Application of Validity Generalization Procedures,” Journal of Scored Standardized Questionnaire Instrument (Ann Arbor, MI:
Applied Psychology 71 (1986), pp. 402–410. Institute for Social Research, University of Michigan, 1972).
10 Edwin Locke and Associates, The Essence of Leadership (New York: 31 D. G. Bowers and S. E. Seashore, “Predicting Organizational
Lexington Books, 1991). Effectiveness with a Four-Factor Theory of Leadership,”
11 A summary of various studies and surveys is reported in Del Jones, Administrative Science Quarterly 11 (1966), pp. 238–263.
“Optimism Puts Rose-Colored Tint in Glasses of Top Execs,” USA 32 Carol Hymowitz, “Damark’s Unique Post: A Manager Who Helps
Today (December 15, 2005). Work on Relationships,” (In the Lead column), The Wall Street
12 Marcus Buckingham, quoted in Jones, “Optimism Puts Rose-Colored Journal (September 7, 1999), p. B1.
Tint in Glasses of Top Execs.” 33 Bowers and Seashore, “Predicting Organizational Effectiveness with a
13 Shelley A. Kirkpatrick and Edwin A. Locke, “Leadership: Do Traits Four-Factor Theory of Leadership.”
Matter?” Academy of Management Executive 5, No. 2 (1991), 34 Robert Blake and Jane S. Mouton, The Managerial Grid III
pp. 48–60. (Houston: Gulf, 1985).
14 James M. Kouzes and Barry Z. Posner, Credibility: How Leaders 35 Jo Napolitano, “No, She Doesn’t Breathe Fire,” The New York
Gain and Lose It, Why People Demand It (San Francisco: Jossey-Bass Times (September 1, 2002), Section 3, p. 2; “The Transformed
Publishers, 1993), p. 14. School,” segment in Sara Terry, “Schools That Think,” Fast
15 This discussion is based on Kirkpatrick and Locke, “Leadership: Do Company (April 2000), pp. 304–320.
Traits Matter?” 36 Gary Yukl, Angela Gordon, and Tom Taber, “A Hierarchical
16 Geoffrey Colvin, “The Bionic Manager,” Fortune (September 19, Taxonomy of Leadership Behavior: Integrating a Half Century of
2005), pp. 88–100. Behavior Research,” Journal of Leadership and Organizational
17 “Towards a More Perfect Match: Building Successful Leaders By Studies 9, no. 1 (2002), pp. 15–32.
Effectively Aligning People and Roles,” Hay Group Working Paper, 37 Stephanie Desmon, “Schools Chief an Executive, Not an Educator,”
2004. The Palm Beach Post (December 26, 1999), pp. 1A, 22A.
18 K. Lewin, “Field Theory and Experiment in Social Psychology: 38 J. Misumi, The Behavioral Science of Leadership: An Interdisciplinary
Concepts and Methods,” American Journal of Sociology 44 (1939), Japanese Research Program (Ann Arbor, MI: University of Michigan
pp. 868–896; K. Lewin and R. Lippet, “An Experimental Approach Press, 1985).
to the Study of Autocracy and Democracy: A Preliminary Note,” 39 Fleishman and Harris, “Patterns of Leadership Behavior Related to
Sociometry 1 (1938), pp. 292–300; and K. Lewin, R. Lippett, and R. K. Employee Grievances and Turnover”; and Misumi, The Behavioral
White, “Patterns of Aggressive Behavior in Experimentally Created Science of Leadership: An Interdisciplinary Japanese Research Program.
Social Climates,” Journal of Social Psychology 10 (1939), pp. 271–301. 40 Francis J. Yammarino and Fred Dansereau, “Individualized
19 R. Tannenbaum and W. H. Schmidt, “How to Choose a Leadership Leadership,” Journal of Leadership and Organizational Studies 9,
Pattern,” Harvard Business Review 36 (1958), pp. 95–101. no. 1 (2002), pp. 90–99.
20 F. A. Heller and G. A. Yukl, “Participation, Managerial Decision- 41 This discussion is based on Fred Dansereau, “A Dyadic Approach
Making and Situational Variables,” Organizational Behavior and to Leadership: Creating and Nurturing This Approach Under Fire,”
Human Performance 4 (1969), pp. 227–241. Leadership Quarterly 6, No. 4 (1995), pp. 479–490; and George
21 “Jack’s Recipe (Management Principles Used by Jack Hartnett, B. Graen and Mary Uhl-Bien, “Relationship-Based Approach to
President of D. L. Rogers Corp.),” sidebar in Marc Ballon, “Equal Leadership: Development of Leader Member Exchange (LMX) Theory
Parts Old-Fashioned Dictator and New Age Father Figure, Jack of Leadership Over 25 Years: Applying a Multi-Level Multi-Domain
Hartnett Breaks Nearly Every Rule of the Enlightened Manager’s Approach,” Leadership Quarterly 6, No. 2 (1995), pp. 219–247.
Code,” Inc. (July 1998), p. 60. 42 Yammarino and Dansereau, “Individualized Leadership.”
22 Donna Fenn, “The Remote Control CEO,” Inc. Magazine (October 43 See A. J. Kinicki and R. P. Vecchio, “Influences on the Quality
2005), pp. 96–101, 144–146. of Supervisor-Subordinate Relations: The Role of Time Pressure,
23 Ibid. Organizational Commitment, and Locus of Control,” Journal of
24 J. K. Hemphill and A. E. Coons, “Development of the Leader Behavior Organizational Behavior, (January 1994), pp. 75–82; R. C. Liden,
Description Questionnaire,” in Leader Behavior: Its Description and S. J. Wayne, and D. Stilwell, “A Longitudinal Study on the Early
Measurement, Eds. R. M. Stogdill and A. E. Coons (Columbus, OH: Development of Leader-Member Exchanges,” Journal of Applied
Ohio State University, Bureau of Business Research, 1957). Psychology (August 1993), pp. 662–674; Yammarino and Dansereau,
25 P. C. Nystrom, “Managers and the High-High Leader Myth,” “Individualized Leadership”; and Jean-François Manzoni and Jean-
Academy of Management Journal 21 (1978) pp. 325–331; and L. L. Louis Baraoux, “The Set-Up-to-Fail Syndrome,” Harvard Business
Larson, J. G. Hunt and Richard N. Osborn, “The Great High-High Review (March-April 1998), pp. 101–113.
Leader Behavior Myth: A Lesson from Occam’s Razor,” Academy of 44 W. E. McClane, “Implications of Member Role Differentiation:
Management Journal 19 (1976), pp. 628–641. Analysis of a Key Concept in the LMX Model of Leadership,” Group
26 Christopher Cooper, “Speed Trap; How a Marine Lost His and Organization Studies 16 (1991), pp. 102–113; and Gary Yukl,
Command in Race to Baghdad,” The Wall Street Journal Leadership in Organizations, 2nd ed. (New York: Prentice-Hall,
(April 5, 2004), pp. A1, A15. 1989).
27 E. W. Skinner, “Relationships Between Leadership Behavior Patterns 45 Manzoni and Barsoux, “The Set-Up-to-Fail Syndrome.”
and Organizational-Situational Variables,” Personnel Psychology 46 Bret Thorn, “Best GMs Must Have Heart, Be Smart to Succeed in
22 (1969), pp. 489–494; and E. A. Fleishman and E. F. Harris, Business,” Nation’s Restaurant News (November 1, 2004), p. 42;
“Patterns of Leadership Behavior Related to Employee Grievances and Susan Spielberg, “The Cheesecake Factory: Heather Coin,”
and Turnover,” Personnel Psychology 15 (1962), pp. 43–56. Nation’s Restaurant News (January 26, 2004), p. 38.
28 A. W. Halpin and B. J. Winer, “A Factorial Study of the Leader 47 “The Service School,” segment in Sara Terry, “Schools That Think,”
Behavior Descriptions,” in Leader Behavior: Its Descriptions and Fast Company (April 2000), pp. 304–320.