Notes

Preface

1. Brent D. Ruben, Richard De Lisi, and Ralph A. Gigliotti, A Guide for Leaders in Higher Education: Core Concepts, Competencies, and Tools (Sterling, VA: Stylus, 2017).

2. Goldie Blumenstyk, American Higher Education in Crisis? What Everyone Needs to Know (New York: Oxford University Press, 2015).

3. Barry Z. Posner, “It’s How Leaders Behave That Matters, Not Where They Are From,” Leadership & Organization Development Journal 34, no. 6 (2013): 573–87, https://doi.org/10.1108/LODJ-11-2011-0115.

4. James M. Kouzes and Barry Z. Posner, The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations, 6th ed. (Hoboken, NJ: John Wiley & Sons, 2017).

CHAPTER 1
Leadership Is a Relationship

1. Alexander W. Astin and Helen S. Astin, Leadership Reconsidered: Engaging Higher Education in Social Change (Battle Creek, MI: W. K. Kellogg Foundation, 2000).

2. World Economic Forum, The Future of Jobs: Employment, Skills and Work-force Strategy for the Fourth Industrial Revolution (Geneva, Switzerland: World Economic Forum, January 2016), http://www3.weforum.org/docs/WEF_Future_of_Jobs.pdf.

3. Barry Z. Posner, “On Putting Theory into Practice,” Journal of Management Inquiry 18, no. 2 (2009): 139–41, https://doi.org/10.1177/1056492608326321.

4. Margaret Bauer, “Are the Leadership Practices of College Presidents in the Northeast Distinct from Those of Business and Industry?” (PhD diss., University of New Haven, December 1993); Phillip H. Broome, “The Relationship between Perceptions of Presidential Leadership Practices and Organizational Effectiveness in Southern Community Colleges” (PhD diss., University of Mississippi [Oxford], May 2003); Randi Dikeman, “Leadership Practices and Leadership Ethics of North Carolina Community College Presidents” (PhD diss., East Carolina University, October 2007); and Christine D. Hempowicz, “Transformational Leadership Characteristics of College and University Presidents of Private, Title III and Title V–Eligible Institutions” (PhD diss., University of Bridgeport, April 2010).

5. Susan Stephenson, “Promoting Teamwork: Leadership Attitudes and Other Characteristics of a Community College Chief Financial Officer” (PhD diss., University of Arkansas, May 2002).

6. Zin Lin Xu, “The Relationship between Leadership Behavior of Academic Deans in Public Universities and Job Satisfaction of Department Chairpersons” (PhD diss., East Tennessee State University, May 1991); Jesus R. Castro, “Effective Leadership among Academic Deans: An Exploration of the Relationships between Emotional Competence and Leadership Effectiveness” (PhD diss., University of Missouri [Columbia], May 2003); Mary J. Harris, “Characteristics, Behaviors, and Preparation for Leadership of Educational Administration/Leadership Department Chairs” (PhD diss., University of Missouri [Columbia], December 2004; Jaime Kleim and Becky Takeda-Tinker, “The Impact of Leadership on Community College Faculty Job Satisfaction,” Academic Leadership 7, no. 2 (2009): 1–5, https://scholars.fhsu.edu/cgi/viewcontent.cgi?article=1293&context=alj.

7. Carolyn Y. Brightharp, “Real and Ideal Leadership Practices of Women in Mid-Level Administrative Positions in Student Affairs” (PhD diss., Bowling Green State University, December 1999); Aparajita Maitra, “An Analysis of Leadership Styles and Practices of University Women in Administrative Vice Presidencies” (PhD diss., Bowling Green State University, August 2007); David J. Rozeboom, “Self-Report and Direct Observer’s Perceived Leadership Practices of Chief Student Affairs Officers in Selected Institutions of Higher Education in the United States” (PhD diss., Texas A&M University, August 2008); Jeffrey L. Kegolis, “New Professionals’ Perspectives of Supervision in Student Affairs” (PhD diss., Bowling Green State University, May 2009); and Melaine L. Davenport, “Examining the Relationships of Perceptions of Leadership Behaviors, Self-Efficacy and Job Satisfaction of University and College Counseling Center Directors: Implications for Strengthening Leadership Training” (PhD diss., University of Maryland Eastern Shore, November 2011).

8. Russell D. Elliott, “Identifying and Analyzing the Practices Utilized by Coaches in Achieving Their ‘Personal Best’ in Coaching” (master’s thesis, Iowa State University, June 1990); Jodi P. Coffman, “The Community College Coach: Leadership Practices and Athlete Satisfaction” (PhD diss., University of San Diego, April 1999); Leslie S. Danehy, “The Relationship between Emotional Intelligence and Leadership in NCAA Division III College Coaches” (PhD diss., Wilmington College, December 2005); and Elaine J. Dispo, “On the Field and Outside the Lines: Relationships between Student-Athletes’ Perceptions of Their Intercollegiate Coaches’ Leadership Practices and Student-Athletes’ Self-Reported Satisfaction, Athletic and Academic Performance” (PhD diss., Our Lady of the Lake University, December 2015).

9. Kimberly A. Hirsh, “The Transformational Leadership Practices of National Board Certified School Librarians in North Carolina” (PhD diss., University of North Carolina [Chapel Hill], April 2011); and Daniella Smith, “School District Support Services: A Mixed Methods Study of the Leadership Development of Pre-Service School Librarians,” School Libraries Worldwide 21, no. 2 (2015): 58–73.

10. Federico Solis, “A Profile of Faculty Leadership Behavior at One South Texas Community College” (PhD diss., Texas A&M University, May 2011); E. Quinn, “Demographical Differences in Perceptions of Leadership Practices for Department Chairs and Job Satisfaction of Faculty Members at a Historically Black University” (PhD diss., Argosy University [Atlanta], March 2012); and Melissa M. Bryant, “Leadership Practices among Undergraduate Nursing Instructors” (PhD diss., University of Southern Mississippi, May 2015).

11. All the empirical analyses reported in this book, unless indicated otherwise, use only respondents in the Kouzes Posner normative LPI database from higher education. The responses from “direct reports” are used to provide a relatively independent view of the leaders’ actual behavior and because they are the people whom leaders have to most influence to achieve the objectives and goals of their units. Here are some of the specific statements to which direct reports responded:

“My workgroup has a strong sense of team spirit.”

“I am proud to tell others that I work for this organization.”

“I am committed to this organization’s success.”

“I would work harder and for longer hours if the job demanded it.”

“I am highly productive in my job.”

“I am clear about what is expected of me in my job.”

“I feel that my organization values my work.”

“I am effective in meeting the demands of my job.”

“Around my workplace, people seem to trust management.”

“I feel like I am making a difference in this organization.”

“Overall this individual [in reference to the person who asked you to complete this survey] is an effective leader.”

All responses used a five-point Likert scale with the following anchors: (1) Strongly disagree, (2) Disagree, (3) Neither agree nor disagree, (4) Agree, and (5) Strongly agree.

12. James M. Kouzes and Barry Z. Posner, Credibility: How Leaders Gain and Lose It, Why People Demand It, 2nd ed. (Hoboken, NJ: John Wiley & Sons, 2011).

13. James M. Kouzes and Barry Z. Posner, The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations, 6th ed. (Hoboken, NJ: John Wiley & Sons, 2017).

14. Barry Z. Posner, “The Influence of Demographic Factors on What People Want from Their Leaders,” Journal of Leadership Studies 12, no. 2 (2018): 7–16, https://doi.org/10.1002/jls.21553.

15. The classic study on credibility goes back to Carl I. Hovland, Irving L. Janis, and Harold H. Kelley, Communication and Persuasion: Psychological Studies of Opinion Change (New Haven, CT: Yale University Press, 1953). Early measurement studies include James C. McCroskey, “Scales for the Measurement of Ethos,” Speech Monographs 33, no. 1 (1966): 65–72, https://doi.org/10.1080/03637756609375482; and David K. Berlo, James B. Lemert, and Robert J. Mertz, “Dimensions for Evaluating the Acceptability of Message Sources,” Public Opinion Quarterly 3, no 4 (1969): 563–76, https://doi.org/10.1086/267745. Even further back, however, writing in the Rhetoric, Aristotle (384–322 BCE) suggested that ethos—the trust of a speaker by the listener, or what some have referred to as “source credibility”—was based on the listener’s perception of three characteristics of the speaker: the intelligence of the speaker (correctness of opinions, or competence), the character of the speaker (reliability, a competence factor, and honesty, a measure of intentions), and the goodwill of the speaker (positive energy and favorable intentions toward the listener). These three characteristics—competence, honesty, and inspiration—have consistently emerged in factor-analytic investigations of communicator credibility (Daniel J. O’Keefe, Persuasion: Theory and Research [Thousand Oaks, CA: Sage, 2002]). Another contemporary perspective is provided in Robert B. Cialdini, Influence: The Psychology of Persuasion (New York: Harper Business, 2006).

CHAPTER 2
Model the Way

1. Deryl R. Leaming, “Academic Deans,” in Field Guide to Academic Leadership, ed. Robert M. Diamond (San Francisco: Jossey-Bass, 2002), 438.

2. Leaming, “Academic Deans,” 438.

3. Tammy Stone and Mary Coussons-Read, Leading from the Middle: A Case-Study Approach to Academic Leadership for Associate Deans (Lanham, MD: Rowman & Littlefield, 2011).

4. For example, see: Jeffrey L. Buller, Positive Academic Leadership: How to Stop Putting Out Fires and Start Making a Difference (San Francisco: Jossey-Bass, 2013); and William A. Gentry and Taylor E. Sparks, “A Convergence/ Divergence Perspective of Leadership Competencies Managers Believe Are Most Important for Success in Organizations: A Cross-Cultural Multilevel Analysis of 40 Countries,” Journal of Business and Psychology 27, no. 1 (2012): 15–30, http://dx.doi.org/10.1007/s10869-011-9212-y.

5. Chip Daniels, “Developing Organizational Values in Others,” in Leadership Lessons from West Point, ed. Doug Crandall (San Francisco: Jossey-Bass, 2007), 62–87; and Ann Rhoads and Nancy Shepherdson, Built on Values: Creating an Enviable Culture That Outperforms the Competition (San Francisco: Jossey-Bass, 2011).

6. Barry Z. Posner, “Another Look at the Impact of Personal and Organizational Values Congruency,” Journal of Business Ethics 97, no. 4 (2010): 535-41, https://doi.org/10.1007/s10551-010-0530-1.

7. Judith A. Ramaley, “Moving Mountains: Institutional Culture and Transformational Change,” in Field Guide to Academic Leadership, ed. Robert M. Diamond (San Francisco: Jossey-Bass, 2002) 59–73.

8. Stephen Denning, The Springboard: How Storytelling Ignites Action in Knowledge-Era Organizations (Boston: Butterworth-Heinemann, 2001); and Douglas A. Ready, “How Storytelling Builds Next-Generation Leaders,” MIT Sloan Management Review, July 15, 2002, 63–69.

9. Shoshana Zuboff, In the Age of the Smart Machine: The Future of Work and Power (New York: Basic Books, 1988), 394.

10. Hal B. Gregersen, Questions Are the Answer: A Breakthrough Approach to Your Most Vexing Problems at Work and in Life (New York: HarperBusiness, 2018).

CHAPTER 3
Inspire a Shared Vision

1. Catherine Bailey and Adrian Madden, “What Makes Work Meaning-ful—or Meaningless,” MIT Sloan Management Review, June 1, 2016, 52–61, http://sro.sussex.ac.uk/id/eprint/61282/1/What%20makes%20work%20meaningful%20or%20meaningless%20accepted%20version.pdf.

2. Jean Case, Be Fearless: 5 Principles for a Life of Breakthroughs and Purpose (New York: Simon & Schuster, 2019).

3. See: Daniel Kahneman, Thinking, Fast and Slow (New York: Farrar, Straus and Giroux, 2011); Hugo Mercier and Dan Sperber, The Enigma of Reason (Cambridge, MA: Harvard University Press, 2017); and Lea Kosnik, “Refusing to Budge: A Confirmatory Bias in Decision Making? Mind & Society 7, no. 2 (2018): 193–214.

4. David E. Berlew, “Leadership and Organizational Excitement,” California Management Review 17, no. 2 (1974): 21–30, https://doi.org/10.2307/41164557; and Robert M. Diamond, ed., Field Guide to Academic Leadership (San Francisco: Jossey-Bass, 2002).

5. Hay Group, “The Retention Dilemma” (working paper), 2001; and Ann F. Lucas, “A Teamwork Approach to Change in the Academic Department,” in Ann F. Lucas and Associates, Leading Academic Change: Essential Roles for Department Chairs (San Francisco: Jossey-Bass, 2000), 7–32.

6. Peter M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization (New York: Doubleday, 1990), 206.

7. Parker J. Palmer, Let Your Life Speak: Listening for the Voice of Vocation (San Francisco: Jossey-Bass, 2000).

8. Danuek Goleman, Social Intelligence: The New Science of Human Relationships (New York: Bantam, 2006).

9. Barbara L. Fredrickson, Positivity: Top-Notch Research Reveals the 3-to-1 Ratio That Will Change Your Life (New York: Crown, 2009); and Jeffrey L. Buller, Positive Academic Leadership: How to Stop Putting Out Fires and Start Making a Difference (San Francisco: Jossey-Bass, 2013).

10. Bernard M. Bass, Leadership and Performance beyond Expectations (New York: Free Press, 1985), 35.

11. Daniel Goleman, Richard E. Boyatzis, and Annie McKee, Primal Leadership: Realizing the Power of Emotional Intelligence (Boston: Harvard Business Review Press, 2002); and Jay A. Conger, Winning ’Em Over: A New Management Model in the Age of Persuasion (New York: Simon & Schuster, 1998).

12. Belle Linda Halpern and Kathy Lubar, Leadership Presence: Dramatic Techniques to Reach Out, Motivate, and Inspire (New York: Gotham Books, 2003).

CHAPTER 4
Challenge the Process

1. Jeffrey L. Buller, Positive Academic Leadership: How to Stop Putting Out Fires and Start Making a Difference (San Francisco: Jossey-Bass, 2013), 50.

2. Albert Bandura, Self-Efficacy: The Exercise of Control (New York: W. H. Freeman, 1997); and Jeffrey A. LePine and Linn Van Dyne, “Predicting Voice Behavior in Work Groups,” Journal of Applied Psychology 83, no. 6 (1998): 853–68, http://dx.doi.org/10.1037/0021-9010.83.6.853.

3. Kay J. Gillespie and Douglas L. Robertson, A Guide to Faculty Development, 2nd ed. (San Francisco: Jossey-Bass, 2010).

4. Edward L. Deci, Intrinsic Motivation (New York: Plenum Press, 1975); and Daniel H. Pink, Drive: The Surprising Truth about What Motivates Us (New York: Riverhead Books, 2009).

5. Margaret J. Wheatley, Leadership and the New Science: Learning about Organization from an Orderly Universe (San Francisco: Berrett-Koehler, 1992).

6. Jeffrey H. Dyer, Hal Gregersen, and Clayton M. Christensen, “The Innovator’s DNA,” Harvard Business Review 87, no. 2 (2009): 60–67, https://hbr.org/2009/12/the-innovators-dna.

7. Peter Sims, Little Bets: How Breakthrough Ideas Emerge from Small Discoveries (New York: Simon & Schuster, 2011).

8. This approach is also used by start-up entrepreneurs outside higher education. For example, see Eric Ries, The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses (New York: Crown Business, 2011).

9. Henry Mintzberg, The Rise and Fall of Strategic Planning: Reconceiving Roles for Planning, Plans, Planners (New York: Free Press, 1994).

10. Karl E. Weick, “Small Wins: Redefining the Scale of Social Problems,” American Psychologist 39, no. 1 (1984): 40–49.

11. Angela Duckworth, Christopher Peterson, Michael D. Matthews, et al., “Grit: Perseverance and Passion for Long-Term Goals,” Journal of Personality and Social Psychology 92, no. 6 (2007): 1087–1101. Also see Angela Duckworth, Grit: The Power of Passion and Perseverance (New York: Scribner, 2016).

12. Arran Caza and Barry Z. Posner, “How and When Does Grit Influence Leaders’ Behavior?” Leadership & Organization Development Journal 40, no. 1 (2019): 124–34, https://doi.org/10.1108/LODJ-06-2018-0209.

13. See Salvatore R. Maddi, “The Story of Hardiness: Twenty Years of Theorizing, Research, and Practice,” Consulting Psychology Journal: Practices and Research 54, no. 3 (2002): 175–85. Also see: Salvatore R. Maddi and Suzanne Kobasa, The Hardy Executive: Health Under Stress (Chicago: Dorsey Press, 1984); Salvatore R. Maddi and Deborah M. Khoshaba, “Hardiness and Mental Health,” Journal of Personality Assessment 63, no. 2 (1994): 265–74, http://dx.doi.org/10.1207/s15327752jpa6302_6; and Salvatore R. Maddi and Deborah M. Khoshaba, Resilience at Work: How to Succeed No Matter What Life Throws at You (New York: MJF Books, 2005).

14. See: Reginald A. Bruce and Robert F. Sinclair, “Exploring the Psychological Hardiness of Entrepreneurs,” Frontiers of Entrepreneurship Research 29, no. 6 (2009): 5; Paul T. Bartone, Robert R. Roland, James J. Picano, et al., “Psychological Hardiness Predicts Success in U.S. Army Special Forces Candidates,” International Journal of Selection and Assessment 16, no. 1 (2008): 78–81; Paul T. Bartone, “Resilience Under Military Operational Stress: Can Leaders Influence Hardiness?” Military Psychology 18 (suppl.) (2006), S141–S148, http://www.hardiness-resilience.com/docs/Bartone.pdf; and Caza and Posner, “How and When Does Grit Influence Leaders’ Behavior?”

CHAPTER 5
Enable Others to Act

1. Michael B. Gurtman, “Trust, Distrust, and Interpersonal Problems: A Circumplex Analysis,” Journal of Personality and Social Psychology 62, no. 6 (1992): 989–1002, http://dx.doi.org/10.1037/0022-3514.62.6.989; and Glenn D. Grace and Thomas Schill, “Social Support and Coping Style Differences in Subjects High and Low in Interpersonal Trust,” Psychological Reports 59, no. 2 (part 1) (1986): 584–86.

2. James W. Driscoll, “Trust and Participation in Organizational Decision-Making as Predictors of Satisfaction,” Academy of Management Journal 21 (1978): 44–56, https://doi.org/10.1177/105960117800300422.

3. Lionel Tiger, “Real-Life Survivors Rely on Teamwork,” Wall Street Journal, August 25, 2000, B7.

4. William Poundstone, Prisoner’s Dilemma: John von Neumann, Game Theory, and the Puzzle of the Bomb (New York: Doubleday, 1992).

5. Robert B. Cialdini, Influence: Science and Practice, 4th ed. (Needham Heights, MA: Allyn & Bacon, 2000), 19–51.

6. David W. Johnson and Roger T. Johnson, Cooperation and Competition: Theory and Research (Edina, MN: Interaction Book Company, 1989).

7. Wayne E. Baker, Achieving Success through Social Capital: Tapping the Hidden Resources in Your Personal and Business Networks (San Francisco: Jossey-Bass, 2000).

8. Don Cohen and Laurence Prusak, In Good Company: How Social Capital Makes Organizations Work (Boston: Harvard Business School Press, 2001).

9. Marcus Buckingham and Curt Coffman, First, Break All the Rules: What the World’s Greatest Managers Do Differently (New York: Simon & Schuster, 1999); and Gallup, State of the Global Workplace (New York: Gallup Press, 2017).

10. Susan Rebstock Williams and Rick L. Wilson, “Group Support Systems, Power, and Influence in an Organization: A Field Study,” Decision Sciences 28, no. 4 (1997): 911–37; Patty Azzarello, “Why Sharing Power at Work Is the Very Best Way to Build It,” Fast Company, January 18, 2013, https://www.fastcompany.com/3004867/why-sharing-power-work-very-best-way-build-it; and Edward L. Deci, Anja H. Olafsen, and Richard M. Ryan, “Self-Determination Theory in Work Organizations: The State of a Science,” Annual Review of Organizational Psychology and Organizational Behavior 4 (2017): 19–43, https://doi.org/10.1146/annurev-orgpsych-032516-113108.

11. Patrick J. Sweeney, Vaida Thompson, and Hart Blanton, “Trust and Influence in Combat: An Interdependence Model,” Journal of Applied Social Psychology 39, no. 1 (2009): 235–64, http://dx.doi.org/10.1111/j.1559-1816.2008.00437.x.

12. Michael Burchell and Jennifer Robin, The Great Workplace: How to Build It, How to Keep It, and Why It Matters (San Francisco: Jossey-Bass, 2011), 66.

13. Robert Wood and Albert Bandura, “Impact of Conceptions of Ability on Self-Regulatory Mechanisms and Complex Decision Making,” Journal of Personality and Social Psychology 56, no. 3 (1989): 407–15.

CHAPTER 6
Encourage the Heart

1. Amy Zipkin, “Management: The Wisdom of Thoughtfulness,” New York Times, May 31, 2000, https://www.nytimes.com/2000/05/31/business/management-the-wisdom-of-thoughtfulness.html.

2. Mihaly Csikszentmihalyi, Finding Flow: The Psychology of Engagement with Everyday Life (New York: Basic Books, 1997).

3. See: John E. Sawyer, William R. Latham, Robert D. Pritchard, et al., “Analysis of Work Group Productivity in an Applied Setting: Application of a Time Series Panel Design,” Personnel Psychology 52, no. 4 (1999): 927–67, https://doi.org/10.1111/j.1744-6570.1999.tb00185.x; Adrian Gostick and Chester Elton, Managing with Carrots: Using Recognition to Attract and Retain the Best People (Layton, UT: Gibbs Smith, 2001); John Hattie and Helen Timperley, “The Power of Feedback,” Review of Educational Research 77, no. 1 (2007): 81–112, https://doi.org/10.3102%2F003465430298487; and Susan J. Ashford and Kathleen E. M. De Stobbeleir, “Feedback, Goal Setting, and Task Performance Revisited,” New Developments in Goal Setting and Task Performance, eds. Edwin A. Locke and Gary P. Latham (New York: Routledge, 2013), 51–64.

4. Paulette A. McCarty, “Effects of Feedback on the Self-Confidence of Men and Women,” Academy of Management Journal 29, no. 4 (1986): 840–47, https://doi.org/10.5465/255950.

5. Alison E. Smith, Lee Jussim, Jacquelynne Eccles, et al., “Self-Fulfilling Prophecies, Perceptual Biases, and Accuracy at the Individual and Group Levels,” Journal of Experimental Social Psychology 34, no. 6 (1998): 530–61, https://pdfs.semanticscholar.org/b900/9f21ed9064f59ac71e02bdad2dbc33f4f728 .pdf; and Dov Eden, “Leadership and Expectations: Pygmalion Effects and Other Self-Fulfilling Prophecies in Organizations,” The Leadership Quarterly 3, no. 4 (1992): 271–305, https://doi.org/10.1016/1048-9843(92)90018-B.

6. Roy J. Blitzer, Colleen Petersen, and Linda Rogers, “How to Build Self-Esteem,” Training and Development Journal 47, no. 2 (1993): 59; also see Barry L. Reece and Monique Reece, Effective Human Relations: Interpersonal and Organizational Applications, 13th ed. (Boston: Cengage Learning, 2017).

7. Kim S. Cameron, Positive Leadership: Strategies for Extraordinary Performance (San Francisco: Berrett-Koehler, 2008).

8. David L. Cooperrider, “Positive Image, Positive Action: The Affirmative Basis of Organizing,” in Suresh Srivastva and David L. Cooperrider, Appreciative Management and Leadership: The Power of Positive Thought and Action in Organizations (San Francisco: Jossey-Bass, 1990), 103.

9. Cooperrider, “Positive Image, Positive Action,” 114.

10. Carol S. Dweck, Mindset: The New Psychology of Success (New York: Ballantine Books, 2006); David Scott Yeager and Carol S. Dweck, “Mindsets That Promote Resilience: When Students Believe That Personal Characteristics Can Be Developed,” Educational Psychologist 47, no. 4 (2012): 302–14, https://doi.org/10.1080/00461520.2012.722805; and David Scott Yeager, Rebecca Johnson, Brian James Spitzer, et al., “The Far-Reaching Effects of Believing People Can Change: Implicit Theories of Personality Shape Stress, Health, and Achievement During Adolescence,” Journal of Personality and Social Psychology 106, no. 6 (2014): 867–84, https://doi.org/10.1037/a0036335.

11. Tae Kyung Kouzes and Barry Z. Posner, “Influence of the Leader’s Mindset on Leadership Behavior” (working paper, Leavey School of Business, Santa Clara University, 2019).

12. Terrence E. Deal and M. K. Key, Corporate Celebration: Play, Purpose, and Profit at Work (San Francisco: Berrett-Koehler, 1998).

13. Ron Carucci, “What Not to Do When You’re Trying to Motivate Your Team,” Harvard Business Review, July 16, 2018, https://hbr.org/2018/07/what-not-to-do-when-youre-trying-to-motivate-your-team.

14. Bob Nelson, 1001 Ways to Reward Employees, 2nd ed. (New York: Workman, 2005).

15. O. C. Tannner Learning Group, Performance: Accelerated: A New Benchmark for Initiating Employee Engagement, Retention and Results (white paper), https://www.octanner.com/content/dam/oc-tanner/documents/global-research/White_Paper_Performance_Accelerated.pdf.

16. James T. Bond, Ellen Galinsky, and Jennifer E. Swanberg, The National Study of the Changing Workforce, 1997 (New York: Families and Work Institute, 1998).

17. Robert Nelson, “The Power of Rewards and Recognition” (presentation to the Consortium on Executive Education, Leavey School of Business, Santa Clara University, September 20, 1996).

18. O. C. Tannner Learning Group, Performance: Accelerated.

19. Leonard L. Berry, A. Parasuraman, Valarie A. Zeithaml, et al., “Improving Service Quality in America: Lessons Learned [and Executive Commentary],” Academy of Management Executive 8, no. 2 (1994): 32–52, https://www.jstor.org/stable/4165187.

20. Tom Rath, Vital Friends: The People You Can’t Afford to Live Without (New York: Gallup Press, 2006), 52. For an update on this research, see also Tom Rath and Jim Harter, Wellbeing: The Five Essential Elements (New York: Gallup Press, 2010), 40–43. For a follow-up report on the Gallup engagement research, including a discussion of the importance of having friends in the workplace, see Rodd Wagner and James K. Harter, 12: The Elements of Great Managing (New York: Gallup Press, 2006).

21. Gary A. Klein, Sources of Power: How People Make Decisions (Cambridge, MA: MIT Press, 1998). For more on the importance of storytelling and decision-making, see: Gary Klein, The Power of Intuition: How to Use Your Gut Feelings to Make Better Decisions at Work (New York: Currency Books, 2004); and Gary Klein, Streetlights and Shadows: Searching for the Keys to Adaptive Decision Making (Boston: MIT Press, 2009).

CHAPTER 7
Leadership Is Everyone’s Business

1. James M. Kouzes and Barry Z. Posner, The Truth about Leadership: The No-Fads, Heart-of-the-Matter Facts You Need to Know (San Francisco: Jossey-Bass, 2010).

2. James M. Kouzes and Barry Z. Posner, Learning Leadership: The Five Fundamentals of Becoming an Exemplary Leader (San Francisco: Wiley, 2016).

3. For more on humility, see: Rob Nielsen, Jennifer A. Marrone, and Holly S. Ferraro, Leading with Humility (New York: Routledge, 2014); Bradley P. Owens and David R. Hekman, “How Does Leader Humility Influence Team Performance? Exploring the Mechanisms of Contagion and Collective Promotion Focus,” Academy of Management Journal 59, no. 3 (2016): 1088–111, https://doi.org/10.5465/amj.2013.0660; Edgar H. Schein and Peter Schein, Humble Leadership: The Power of Relationships, Openness, and Trust (Oakland, CA: Berrett-Koehler, 2018); and Rob Nielsen and Jennifer A. Marrone, “Humility: Our Current Understanding of the Construct and Its Role in Organizations,” International Journal of Management Reviews 20, no. 4 (2018): 805–24, https://doi.org/10.1111/ijmr.12160.

4. Liz Wiseman, Multipliers: How the Best Leaders Make Everyone Smarter (New York: HarperBusiness, 2017).

5. Jim Collins, Good to Great: Why Some Companies Make the Leap…and Others Don’t (New York: HarperCollins, 2001), 27.

6. T. Bradford Bitterly, Alison Wood Brooks, and Maurice E. Schweitzer, “Risky Business: When Humor Increases and Decreases Status,” Journal of Personality and Social Psychology 112, no. 3 (2017): 431–55, http://dx.doi.org/10.1037/pspi0000079.

7. C. R. Snyder, The Psychology of Hope: You Can Get There from Here (New York, Free Press, 1994); Shane J. Lopez, Making Hope Happen: Create the Future You Want for Yourself and Others (New York: Simon & Schuster, 2013); and Nir Halevy, “Preemptive Strikes: Fear, Hope, and Defensive Aggression,” Journal of Personality and Social Psychology 112, no. 2 (2017): 224–37, http://dx.doi.org/10.1037/pspi0000077.