Cases on Critical Leadership Skills

Edited by D.D. Warrick, Professor of Leadership and Organization Change and President's Teaching Scholar, College of Business, University of Colorado, Colorado Springs, US, Jens Mueller, MNZM, Director of Massey Executive Development, Massey University, New Zealand and Anna Warrick, Vice President, The Warrick Agency Training and Development Company and Assistant Instructor, University of Colorado, Colorado Springs, US

• Contents:Foreword xxxixAlan MulallyPreface xliPART I INSPIRATIONAL LEADERS AND THEIMPACT LEADERS CAN HAVE1 Changing a country through transformational leadershipand teacher empowerment 2Ronald E. Riggio2 A physician turned leader commits to building anaward-winning organization 10Susan Albers Mohrman and Arienne McCracken3 Robert Swan: from polar expeditions to entrepreneurialenvironmental leadership 19Jireh Hooi-Inn Seow4 Visionary leadership from Northern Ireland: a woman ofmany firsts 27Sandra Janoff and Marvin Weisbord5 The first woman conductor of the Baltimore Symphony Orchestra 35Katherine Farquhar and David W. JamiesonPART II LEADING IN CHALLENGING AND RAPIDLYCHANGING TIMES6 Responding to the Great Resignation 43Linda Ronnie and Sarah Boyd7 Building a change-ready organization for today’schallenging times 53D.D. Warrick8 Leadership challenges in law enforcement in changing times 62David Anderson, Peter Sorensen, and Therese YaegerPART III THE NEED FOR ETHICAL LEADERS OFSTRONG CHARACTER9 Abraham Lincoln and the Reaper Case: on forgiveness,trust-building, and mutual respect 72Mark L. McConkie10 Ecolab Inc.: how a company encourages ethical leadership 80Tracy L. Gonzalez-Padron11 Cultural leadership: building an ethical organizational culture 90Achilles Armenakis, Steven Brown, and Anju MehtaPART IV THE SIGNIFICANT INFLUENCE OFA LEADER’S LEADERSHIP STYLE12 How leaders and companies treat people matters: voicesof women garment assembly workers in Nicaragua 99Virginia E. Schein13 The importance of leadership style on morale,performance, and culture 105D.D. Warrick14 Leadership in a turnaround situation and a multiculturalenvironment 112Lloyd Gibson and Regina GibsonPART V BUILDING PEOPLE-ORIENTEDORGANIZATIONS THAT BRING OUT THEBEST IN PEOPLE15 The leadership principles Alan Mulally followed intransforming Ford Motor Company into a successfulcompany with a strong people-oriented culture 120D.D. Warrick and Alan Mulally16 Building a people-oriented organization pre-pandemic andpost-pandemic 134Jeanne D. Maes and Dennis M. Gassert17 Reigniting demotivated employees: reversing career entrenchment 140Angela Spranger18 Using collaborative leadership at all levels to buildpeople-oriented organizations 144C. Theodor Forde-Stiegler, M.C. Immendorf, and Steven H. Cady19 Taking care of your employees results in better care ofcustomers: a case study of a large private hospital inDhaka, Bangladesh 153William J. Rothwell and Sohel M. ImrozPART VI BUILDING HIGH-PERFORMING TEAMSAND TEAMWORK20 The fundamentals of building high-performance teams 163D.D. Warrick21 The synergistic Robin Hood: building upon strengths tomake productive teams 174Mark L. McConkie22 Building teamwork in a hostile unionized culture ina large company in India 181Neha GuptaPART VII BUILDING ORGANIZATIONS FOR SUCCESS23 Developing an award-winning organization: a case studyof a Saudi Chamber of Commerce 188Vijayalaxmi Moovala24 Building a state-of-the art, world-class hospital 197Jeanne D. Maes, Colonel Andrew W. Backus, William A.Sorrentino Jr., James P. Moore, and Robert A. Shearer25 Huron Hospital: leading with sustainability to createa high-performance organization 204Arienne McCracken and Susan Albers MohrmanPART VIII BUILDING STRONG CULTURES26 How Zappos built a zany, high-performance culture 214D.D. Warrick, John Milliman, and Jeffery M. Ferguson27 The influence of an Australian CEO’s philosophy andpersonality on shaping culture 225Theodora Issa and David Pick28 The organizational challenge: building a change-adept culture 233Janet McCollum and Ken Murrell29 Building, rebuilding, and sustaining a winning culture atthe Madame Zingara Restaurant Group 247Kate (Herbert) Wardle and Linda Ronnie30 The intentional engagement of informal leaders ina large-scale organization and culture change 260Larry PetersPART IX MANAGING CHANGE31 Exploring the world of pseudo change 271Thomas C. Head and Peter Sorensen32 Leading change: a case study of Al Salam Bank–Bahrain 277Vijayalaxmi Moovala33 Brandeis University: selling art or the art of selling change 285Todd JickPART X LEADER OF LEADERS34 What I learned from Frances Hesselbein: work is lovemade visible 295Sarah McArthur

‘Don Warrick and his co-authors’ extraordinary collection of case studies, written by leading researchers and educators around the world, illuminates the leadership mindsets and behaviors that help organizations thrive in a world that has never been more complex and uncertain. This book is an invaluable resource for students and leaders.’