Cases in Leadership

W. Glenn Rowe served in the Canadian Navy for 22 years. While still in the navy, he completed his MBA degree at Memorial University of Newfoundland part-time (1983-1986) and taught on a part-time basis for 2 years (1986-1988) in Memorial’s Faculty of Business Administration. In 1990, he retired from the navy and became a full-time lecturer in the Faculty of Business Administration at Memorial. In 1992, he began studying leadership within the context of strategic management at Texas A&M University, where he completed his PhD in 1996. He rejoined the Faculty of Business Administration at Memorial in September 1995, where he taught strategic management and strategic leadership. Professor Rowe joined the Ivey Business School on July 1, 2001. He served as the faculty adviser for the PhD program in general management (including strategy) from January 2002 to July 2009. From July 2009 to June 2012, he served as the director of Ivey’s Executive MBA Program. He currently serves as the coordinator for the General Management Area Group. He has taught strategy and strategic leadership to undergraduate business students, MBAs and EMBAs. He taught a strategy doctoral seminar from 2003 to 2009. In January 2016, he was appointed as the Executive Director, Ivey Publishing where he oversees Ivey’s case publishing operation and the Ivey Business Journal.  Professor Rowe serves as an ad hoc reviewer for several academic journals and is active in the community. He has facilitated strategic-thinking sessions for several organizations including a couple of banks, a fish farming company, and others such as the Alliance for the Control of Tobacco (Newfoundland and Labrador), the Newfoundland and Labrador Medical Association, Fishery Products International, Gros Morne National Park, and Sir Wilfred Grenfell College. He was the coauthor of a strategic management textbook and its associated casebook, both of which went to a their third edition. He is a co-author on a second strategic management textbook having joined the author team for the 9th edition. His research is published in journals such as the Strategic Management Journal, the Journal of Management Studies, the Journal of Management, the Leadership Quarterly, the Journal of World Business, the Journal of Business Ethics and the Journal of Management Inquiry. Laura Guerrero is an Assistant Professor of Management in the College of Business at the University of Houston.

• IntroductionPreface to the Fifth EditionAcknowledgmentsAbout the AuthorsChapter 1: Leadership: What is it?Trait Versus ProcessAssigned Versus EmergentLeadership and PowerLeadership and CoercionLeadership and ManagementThe CasesThe ReadingCase 1.1 Leadership at Research in MotionCase 1.2 House, Hearth and Home: Managing Leadership ChangeReading 1.1 Great Leadership is Good LeadershipChapter 2: Leadership Trait ApproachIntelligenceSelf-ConfidenceDeterminationIntegritySociabilityThe Five-Factor Personality ModelEmotional IntelligenceHow Does the Trait Approach Work?The CasesThe ReadingCase 2.1 London Health Sciences Centre: Talent Development (A)Case 2.2 Invictus: Introducing Leadership Competencies, Character and CommitmentReading 2.1 Leadership Character and Corporate GovernanceChapter 3: Leadership Skills ApproachKatz’s Three-Skills ApproachLeadership Skills ModelLeadership OutcomesHow Does the Leadership Style Work?The CasesThe ReadingCase 3.1 Skills for Tomorrow: A Management Team in CrisisCase 3.2 Performance Coaching: Darcy Gallagher RoleReading 3.1 Negotiate Your Way to Better LeadershipChapter 4: Leadership Style ApproachThe Ohio State StudiesThe University of Michigan StudiesThe Blake and Mouton GridHow Does Leadership Style Work?The CasesThe ReadingCase 4.1 Leadership Crisis at Steel Works’ Xiamen PlantCase 4.2 Huo’s Group: A Professional Manager in a Family Firm in ChinaReading 4.1 The Ideal LeaderChapter 5: FollowershipThe Origins of FollowershipA Practitioner Perspective on FollowershipRecent Work on FollowershipThe CasesThe ReadingCase 5.1 Jones Schilling Employee Coaching WorkshopCase 5.2 Sarah Vickers: Post Acquisition Career ManagementReading 5.1 Followership: The Other Side of LeadershipChapter 6: The Leader–Member Exchange Theory of LeadershipThe Early StudiesThe Later StudiesLeadership MakingFirst ImpressionsHow Does the LMX Theory of Leadership Work?The CasesThe ReadingCase 6.1 Carnegie Industrial: The Leadership Development CentreCase 6.2 Goran Kapicic at Actavis ChinaReading 6.1 How to Build a Healthy Leadership PipelineChapter 7: Transformational LeadershipCharismatic LeadershipA Transformational Leadership ModelTransformational Leadership FactorsTransactional Leadership FactorsThe Nonleadership FactorOther Perspectives of Transformational LeadershipHow Does the Transformational Leadership Approach Work?The CasesThe ReadingCase 7.1 Bank of Baroda: Leadership ChallengesCase 7.2 Transforming Icrisat: The Leadership of Dr. William DarReading 7.1 Transformational Performance-Based Leadership: Addressing Non-Routine Adaptive ChallengesChapter 8: Servant LeadershipHow Does Servant Leadership Work?Criticisms and Observations about Servant LeadershipThe CasesThe ReadingCase 8.1 Veja: Sneakers with a ConscienceCase 8.2 St. John the Compassionate Mission: Organizational Culture and LeadershipReading 8.1 Learning from Gandhi on His BirthdayChapter 9: Authentic LeadershipAuthentic Leadership DefinedTheoretical ApproachesPractical ApproachesHow Does Authentic Leadership Work?The CasesThe ReadingCase 9.1 Ing Direct Canada: Are You Suffering?Case 9.2 The Awethu Project: Values-Driven Decisions for Profit and Social ImpactReading 9.1 Leadership Perfected: Leading from the Whole YouChapter 10: Adaptive LeadershipPracticing Adaptive LeadershipLeadership in the New RealityThe CasesThe ReadingCase 10.1 Schneider Electric India: Leadership ChallengesCase 10.2 Carmichael Outreach: A New Leader Takes ChargeReading 10.1 Good Leaders Never Stop LearningChapter 11: Team LeadershipThe Team Leadership ModelHow Does the Team Leadership Model Work?The CasesThe ReadingCase 11.1 Scotiabank: Collaboration across Business LinesCase 11.2 Nedbank: Coaching Capabilities for Growth Strategy ExecutionReading 11.1 Nine Ways that Business Leaders Can Put Out any FireChapter 12: Strategic LeadershipSix Components of Strategic LeadershipStrategic Leadership Versus LeadershipPositional Versus BehavioralThe CasesThe ReadingCase 12.1 Constructing the Medupi Power StationCase 12.2 Ratan Tata: Ethical LeadershipReading 12.1 Strategic Leadership: Short-Term Stability and Long-Term ViabilityChapter 13: Women and LeadershipGender: Examining Leadership Style and EffectivenessThe Glass Ceiling Turned LabyrinthExplaining the LabyrinthNavigating the LabyrinthThe CasesThe ReadingCase 13.1 Calvert Investments: Environmental, Social, and Governance SustainabilityCase 13.2 Women Board Directors: Championing The Tough IssuesReading 13.1 Gender Equality: Coming Soon to Emerging Markets Near YouChapter 14: Culture and LeadershipCulture, Diversity, Ethnocentrism, and PrejudiceCultural DimensionsLeadership Behavior and Culture ClustersThe CasesThe ReadingCase 14.1 Tata: Leadership with TrustCase 14.2 Working Cross Culturally: Forget “Business as Usual”Reading 14.1 Taking the Leadership Leap: Developing an Executive Pipeline for India’s FutureChapter 15: Ethical LeadershipA Definition of EthicsEthical TheoriesThe Centrality of Ethics to LeadershipEthical Leadership: The Perspectives of Several Leadership ScholarsEthical Leadership PrinciplesHow Does Ethical Leadership Work?The CasesThe ReadingCase 15.1 ORNGE: A Crisis at Ontario’s Air Ambulance ServiceCase 15.2 Sibanye: Changing Mindsets in Mining Through Contextual LeadershipReading 15.1 Ethical Leadership Then and NowReferences