.

I
CHAPTER / THENATURE
ANDIMPORTANCE
OF LEADERSHIP

As a former ROTC scholar and six_year

naly officer, eventually became Bcc. The companyhas
the CEO and president ofBcc Softrvare, grown from
Inc. might a two-person srarrup to a staff of
be expected to be somewhat of fiftpeight with
a drill sergeant at thousands of. software customers in
employees at fon Runsrrom,s all fifty states,
Ij5: ]1r,."d. mailing Puerto Rico, and Canada.
sottware design firm describe the
SZ_year_oldas a Runstrom says, ,,For any business, f
kind and understanding manager, . don,t care
read.y to pitch in what you're doing, you,ve got to treat employees
at any level-even helping his staff stu#.rrrrilop.r. as
if they're your own customers." Bcc,s
"I rhink we had iust moved in and we Software,s
,. didn,t have facilities.were designed
ttrngs ser up. We didn't have tables. to give employees muri_rrm
I remember sit_ personal space.
ting on the floor. There were about Runstrom also advocates flexible
ten ofus just stufG r,vorking schedules
ing. He over) sat down, and worked Cght Aorrg and organizes golf tournaments
-carne fot and trips to amusemenr parks.
yd 1rs," saysJames Mann, Bcc Software lric. p..ri_ Pnl"n:es
"The culture here at Bcc is a rr.ry op"r, environ_
customer sy.pporr."l canrememu".,,"ipo., ment, very flexible
9.^?:a:
tecnmclan sayng, ,That,s environment. people here appear
a great thing to see., It was to be
a great opportunity. We were able to happy. Customer support, foi example, you
sit down with Jon can have a turnover
and talk with him and have fim and rate ofsay 50 to 60 p.r.irrt, and
loke around.,, at this point we,re at zero percent.
Runstrom's down-to.-earth ma.rag.ment No one has left
rtyle, this department in a year,"
which has helped maintain a 2 p.r.errt"turnov.r saysMann.
rate says he's ,,r.rr". t..r, a top_down kind
m. t":, O5.U"rttat BccSodwar.,i, p"rJy due
:I-.r, ro of^ 1""*19-
boss. "Those things in my mind ,r.r,.,
nts degreein industrialpsychology.It also Jid *o.L,
stemsfrom never do work, never will
his.humblingexperiencein turrrrltirrg work., He ad.dsthat flex-
* irrfur_"tio., ibility is fundamental to good
technology srartup some twenty_rii,y.*, management, and that
ago that you have to trust people.l

of
TT -:n11a5te1ization Jon Runstrom roucheson many leadershiptopics to be
I coveredin this book, including the ideasthat caringr""a"rrr,rrp
l ferencein an organization'sJ,r...rr, can makea dif_
,n", a successfulleaderworks well with
his or her team, and that many
are . our
"r..ar.-ii"aers
introductory chapter begins with. "iribl;;;;proachable
an .*ptu.r"tio, of what leadersirrpis and
we then examinehow leadersmake a aiil..n.., is not.
the variousroles they play,and the
major satisfactionsand frusrrations they
experience.The .h;;;r- arsoincludes an
explanationof how readingthis book ani
doi'ngthe various qtizzesandexercises will
enhanceyour own leadeiship skills.
It .o".roa", with a air*Jo' of ,,follower_
ship"-giving leadersgo'odmaterial
to work wrth.

The Meaning of Leadership

You will read about ma11 effegtive organizationar

leadersthroughout this text. The
common characteristic of t-heseleadersir their ability to inspire
*?r-rl-,rru," othersto
worthwhile goars.Thus we can a.n r. t."o."rhip
i:T:* and
dence *'trr. uuitity to inspire confi-
supportamongthe peoplewho areneeded
tJ achieveorganizationar goals.2
A Google searchof articles and books
entries.In all thoseentries,leade.rship "b";;;;..rhtp";f;*, 533 m'rion
hasprobably b..r, a.fio.d-- --^
i., l-"ry ways.Frere
are severalother representativedefinitions'of
leadership:
 OFLEADERSHIP 3
THEMEANING

goal attainment
t r-(:)\\ n trom € Interpersonalinfluence.d.irectedthrough communication toward
with directions
h--eieht si& m Theinfluential increment over and above mechanical compliance
I rrin- states- and orders
tr An act that causesothers to act or respond in a shared direction
I don't care
mTheartofinfluencingpeoplebypersuasionorexampletofollowalineof
emrlor-eesas
's Sols-are's action
in
rs nar-imum {a Theprincipal dynamic force that motivates and coordinates the organization
;ates flerible th. u..o-plishment of its objectives3
quarterback
tLr'arnamen6 w A willingness to take the blame (as defined by legendary football
p;:rs. loe Montana)a
per enr-iron-
e here appear Amajorpointaboutleadershipisthatitisnotfoundonlyamongpeopleinhigh-
and can be prac-
x.i:-irple, t'ou t.u.t poritions. Leadership is neeied at all levels in an organization
to a formal leadership position'
peicentr'and ticed to some extent .u.n by a person not assigned
a person might take the initiative to
| r:'1e has left For example, working a, a i.r.tio' accountant)
more careful about what they classifi, as
suggest ro management thai they need to be
of workers exercising leadership is
p-.iori'n kind a true sale.An extreme example of the importance
involvement in
rer .iid l-ork, Roadway Express, Inc' Aftei implementing a program 9f gllloVee
that if Roadway is to
ild-. lhat flex- productivity improvement, RoaJway management concluded
less than 5 percent in a good
rn:. and that io-p.a. in an industry in which n"i profit margins are
jg,OOO employeesmust be a leader's
y.ur,
' .rr".y one of its
ifr. aUitity to lead others effectively is a rare quality. It becomes even more rare at
of such positions requires
the highest livels in an organization becausethe complexity
in search of new leader-
unr,".*g. of leadership"sldlls.This is one reason that firms
" It is also why companies n-ow
ship seek6ut a select group of brand-name executives.6
.-phn,i,.leadership,traininganddevelopmenttocreateanewsupplyofleaders
r topics to be
throuehout the fi.rm.
n make a dif-
d-. -.rell with
rchrble. Our '#6H8W.
r ind is not.
is a long-term relationship, or
pl:,,. andthe The current understanding of leadership is that it
r Lncludesan betweenleadJrsand groupmembers'^tt"t9t1q,t:l:::ilt::l:;:l"i
partnership,
a wav that
ere rciseswill ;;;;;hf; in. t.rd., and the sioup m.e'nbersare t:,"t:':'9 in such
rf -tbllower- them is approximatelybalanced'Block aiso O:tti!,:: n-T:1ti
,,-,-,-^-,:^^+^r-. 1 - ^ l ^ - - - , { I l l ^ r l r e i s o d e s c r ' i h e s Dartnef-
ih. po*.. L.*..n
parent-takes respon-
ship as the opposite of p"r.ntittg (in which.one person-the
child). Partnership occurs when control
slUitity fo, ttr" welfare tf .n. oihe.-th.
member, in a move away from authoritarianism
shifts from the leader to the group
'ZFour things are necessary for a valid partner-
and toward shared decision iaking
ship to exist:
hr. ::rt. The
every.level is responsible for
hr; others to l. Exchange oJ'pw"pose.Ina partnership, every worker at
people at many levels' the
in : ,'e confi- defining vision and ,rulo.,. Through diaiogue with
1i"--:lalgoals.2 leader helps articulate a widely accepted vision'
a contrary opinion will be
2. A ri.ght ti say ru0.The belief inut peopl. who express
t-. r .tr.
n..-l mluon
| can lose an argument
-. --
F l\'s. flere
porrirh.d runs contrary to a partnership' Rather, a person
but never a voice.
4 CHAPTER
1 /THE NATURE
ANDIMPORTANCE
OFLEADERSHIP

3 ' Joint accountab'ility. rn

the current situation. In lpartnership, each person is responsible fbr outcomes and
practice, this means that each person
accountability for rhe successand failure takes personal
. of the organir"tioiJ.rrrit.
4' Absolwtehonesty.In a partnership,
not telling the tiuth to one *oth.. is an
betrayal. act of
power is distri-buted, people are
,lvhen more likely to ten the truth
becausethey feel lessmlnerable.8

Block's conception of leadership as

- a partnership is an ideal to strive toward.
Empowerment and team buildingjt*o
-ujo, topr.. in this book-support the idea
of a partnership.
Looking at leadership as a partnership
is also important becauseit is linked to
optimistic view of group members, an
refeired to as siewardship theory. This
depicts group members (or.followers) theory
as being collectivists, pro-organizational,
trustworthy.e A collectivist is a person and
who is more concerned about t_hewelfare
the group than about his or her personal of
welfare. FIave you met many colrectivists
the workplacel in

t?t::l!t;:!.; :::;.i? :,i:j,f..iii;i: ;:.ij:ti ;.:!i ;

;
thatteadership
isa relationship
between
ftni:::
the leaderand the peoprebeingled. Research
":jr.:lt::**,*:-o,nasizes indicates,n* n"rlt"*?":TTnl
tionships with group members major successfactor for the three top positions
in large organizations. _is.-a
James Kouzes ura nur.y posner conducted an online
vey asking respondents to indicate, sur_
among other questions, which would
essential to business successin fiu. be more
y.urrlrociar siills or Internet sk1ls.
two percent indicated so_cialskills, seventy_
and 2g percent Internet skills. The
concluded that the web of peopre authors
matrers more than the web of technology.l0
a person who lacks Interner skills (yet
may not have ,rr. r" be in
t: manage relationships-) Building a posi-
"fp"r*;;;
relationshipst
1^": *itr, plopre is such an
of leadership that the theme will be introducei
#ffitg,:art at various points

-.. :. n : It.. ;t:, ?. e;t

" ": ; tt ! t ?,t it:!+ iat aat :t ar:i

ffX*'",:* j: "*:'3f : t:,1:^tTry:11.:o s:u,qthedifferenc

e betweenreadership
l?*:lf-"::ll *, t:l aclue
: from,
tr'" ;;;"#; ffi:'ffi [H:
jl?T'1lli, """'J"'i
r ul ule runcnon
;:"ilfffl.ffiil,r:Tl:,r: ai,..ti,,g1o,'r."ai,,g),
andcontroling
majorpartofn -nir"g.r's1:ob,
y., u-u,rugermusr
*i::.::l
and control. "r* nr"ri,'ji*1'r?3,
Broadly speaking, leadership deals
with the interpersonal aspects of a manager,s
job, whereas planning, orguiiting,
and controlling deal with the administrative
aspects' Leadership dears w^ith .lTg",
inspiration, morivation, and influence.
srereot)?e of the didr.n.., Table
,t^l-ft::r"".a b.*..n leadership and managemenr. As
rs the casewith most stereotypes, the
differences tencl to be eiaggerated.
According to rohn p I(oiter, a prominent
leadership theorist, managers must
know how to lead as well ,,'"n"g.. witho.rt being t.a u, -.ti u,
"r
zations face the threat of extinctio"n. -urrug.d, organi-
Following are several key distinctions
management and leadershio: between
 OFLEADERSHIP 5
THEMEANING

rtcomes and " VersusManq-gers

Leaders
:l-**--*e**tr'*w*w-*nw'n'v@wlw*tflM-tryfK::;
kes personal

f .. ;rn aCt Of
11 the truth Passionate
Creative Persistent

ri" e tos'ard.
lnnovative Analytical
x,:: rhe idea
Couraqeous Structured
li:ied to an lmaqinative Deliberative
T:is theory FYnorimant2l
L / \ P v ' " t ' v ' r l q i
Authoritative
Za::tlnal,and
rc u eltare of
ol,ecrir-istsin
Trusting Guarded
Warm and radiant Cool and reserved
I :"
I
lnitiator
h-: eets'een
teacner
Actsas coach,consultant, Acts as a boss
i grrod rela-
Doesthe rightthings Doesthingsright
n: rositions
'Anatomyof a Leader:whereArethe Leadersof Tomorrow.?"
Management Review'
r c,rline sur- source:Genevieve capowski,
vli"tl I sga, p. 1-p' VersusLeaders:,Acorporate^r^?b)/:^M:::"9,"mentReview'
2; Davidrugiuno,-;Munugers
u-i be more iiffi;6; i'r6;, s; x"r.iill Eiorc, The"LJhinate 20,02)'
SixSisma(NewYork:AMACOM'
e@w*@'sw@

rll.. Seventy- re@v*A%@ee*et4*4@@R@Me@'ffi

T::e authors
oi,r*r'.10(Yet
w Management prod,uces order, consistency, and predictability'
be :n a posi-
r -s such an m Leadership produces change and adaptability to new products) new markets,
Y:*]'.lSpOintS ,ta* ao-patitors, new customers)and new work processes'
the
* Leadership, in contrast to management, involves having a vision of what
accomplish it'
organizati-on can become and mobilizing people to
I of
".. * Leadership requires eliciting cooperation and teamwork from a large network
I in that network motivated by using every
people ani L.eping the key people
bn -eadership
manner of Persuasion.
th.;:unctions
-, .. rrnllins m Leadership produces change, often to a dramatic degree, such as by spearhead-
an old product.
! 1: u v4rrb.

[:-. -',rganize, ing the launch of a new piodu.t or opening a new market for
a degree of predictability and order'
M.-"rr"g"1n..,.tis more likely to produce
F: :r,rnager's ru Top-level leaders are likely to transform their organizations) whereas top-level
r!:::ristrative managersjust manage(or maintain) organizations'
the
h,re:ce. Table m A leader creates a vision (lofty goal) to direct the organization. In contrast,
and his o,r
tsge ment. As key function of the manag.r ir io implement the vision. The manager
formulates.[
ii. her team thus choose the means to achieve the end that the leader
lnf,gers must figure and
rse"l. organi- If these views are taken to their extreme, the leader is an inspirational
status quo. But we must be carefirl
[c':is betq/een the manager is a stodgy bureaucrat mired in the
Effective leaders have to be good
not to do"wnplay the importance of management.
6 CHAPTER
1 /THENATUREAND
IMPoRTANCE
oF LEADERSHIP

managers themselves, or be supported by effective managers. A germane

example is
the inspirational entrepreneur who is so preoccupied witlimotirr"?ng
captivating customers that he or she neglects internal administrati"on. "-plor;;;;
As a result,
costs skyrocket beyond income, and such matters as funding the
employee pension
plan and paylng bills and taxes on time are overlooked. in
short,'the difference
between leadership and management is one of emphasis. Effective
lead.ersalso man-
age, and effective managers also lead.

The lmpact of Leadershipon organizationalperformance

An assumption underlying the study of leadership is that leaders
affect organiza-
tional performance. Boards of directors;the highest-level executives
of an Jrgani-
zation-make the same.assumption. A frequent antidote
to major organizational
problems is to replace the leader in the hope that the newly
appointed leader will
reverseperformance problems. Here we will review so-e of the
evidence and opin_
ion, pro and con, about the ability of leaders to affect organizational
performairce.
The r eader_inAction profile provides a positive example Jf th.
i-portance of erTec-
tive leadership.

hen Rose Marie Bravo took over as which she ran for five years until leaving to join
chief executiveof Burberry Group plc London-based Burberry. She sat down with
Tlte
in 1997, the company was a staid Wall Sn"eetJow.nal to talk about how she plans
to
British raincoat maker, far off the radar screensof keep Burberry flourishing without dilutlns the
the fashion world. Today, Burberry,s turnaround brand's exclusiveimage. Excerpts showing Biavo,s
is legendary, and its tartan bedecks everwhins leadership practice and attitudes follow:
from hats to luggage to bikinis, in a riot of colori
from pink to blue to purple. WS|: How do you keep the brand hot and fresh
Most notably, Burberry has been able to sustain season after season when fashion always
its new momentum, consistently posting gains in changesf
an industry nororious for passing trends and fickle Bravo: This is the biggest quesrion facing any
consumers. The company has had five straieht brand, whether it is Coca-Cola or Mercedes
years of annual sales increases, with annual iiol-
Benz. Constant creativity and innovation are
umes of about $1.2 billion (626 pounds sterling). required. You just can never stop. Our new
The Bronx-born Ms. Bravo, 53, began as a cos_ motto at Burberry is we never stop designing.
metics and fragrance buyer at Macy,s before jump_ And creativity doesn,t just come from the
ing to the now defunct upscaleretailer, I. Masnin.
designers.
where she rose ro chairman and CEO. In 1952,
For example, we did an ad campaign .
she was named president of Saks Fifth Avenue- they did flashes of color, literally thrown onto
 THEIMPACTOFLEADERSHIP
and white picture. It almost looked like
hnt had spilled color onto the photograph.
b looked ar it and said, this should be scarves.
m-E ,lid a q'hole series of scarves that became
heqsellers. This idea came from our fadvertis-
nmng. aeencv.
ndeascan come from the salesfloor, the mar_
kdng departmtnt, even from accountants,
trclie\ e ir or not. So keeping that open attitude
rhrr r-ou can get an idea that can be a business
nlra from just about an),rvhere is important.
It is not just the ownership of one p.rron o.
rrro people.
FSf: \\hat do you do specifically to motivate and
inspire peoplef
Gravo: We like management to visit the stores,
ralk to the salespeople.pe ople at whatever level
rhev are working have a point of view and have
something to say that is worth listening to. We
m- to set an agenda throughout the company
n-here everyone's opinion counts, and it's nice
to be asked.
WS|: Star designers have become more common
today. But it sounds like you believe in a team
approach.
Bravo: Some people like a lot of confrontation. I
don't. I like people to get along. I like to have
everybody contribute. But I don't necessarily
believe in consensus,becausethen you can end
up with mediocrity.
WSJ: For examplel
Bravo: The plaid shopping bag. Everybody
wanted to go neutral-solid beige or black. I
felt instinctively, it was too subtle. In fact, we
could have the only shopping bag that didn,t
The idea that leaders actually influence organizational performance
plausible that there is not an abundance ol research ani opinion
issue' (Nor do we have loads of studies dernonstrating thaisleeping
F{ere we look at a sample of the existing research anJ opinion.^
ON ORGANIZATIONAL
PERFORMANCE
have a logo on it, and we didn't have to write
our name across ir. I called Geraldine Stutz,
the retired head of Henri Bendel (the New
York specialty retailer famous for its brown
striped bags). I said, ..We need to do a shop_
ping bag, what do you thinkf" She said,
"Come on, it has to be plaid.',
Bravo offers five lessonsfor rebuilding and sus_
taining a hot brand:
I Lesson I: Don't rest on your laurels-reinvent
yourself every day and never stop thinking of
new ways to wow the customer.
r Lesson 2: Maintain riour core customer while
pursuing a new one.
I Lesson 3: Don't worry about where a new idea
comes from. Execution is the key.
I Lesson 4: Don't rely on a formula.
lust because
something works for one company doesn,t
mean it will work for another.
I Lesson 5: Surround yourself with great people.
It's all about teamwork.
q ,FI I | 9 I I
l. In what way does Bravo bring technical exper-
tise to her leadership positionl
2. In what way does Bravo emphasize listening to
workers in her leadership approachf
SOURCE: Excerpted from Sally Beatty; ,.plotting plaid,s Future:
Burberry's Rose Marie Bravo Designs Ways io Keep Brand
and Still Exclusive,,' Tl.teWall Street
9r9yi"g Jowrnal, Siptember
9,20.04, pp. Bl, 88. Copyright 20O4by Dow
Jones& Co., Inc.
Reprinted with permission of Dow lones & Co. Inc. in the format
Textbook via Copy.ight ClearanceCenter.
and morale is so
that deals with this
reduces fatigue.)
8 CHAPTER
1 /THE NATUREAND
IMPORTANCE
OFLEADERSHIP

A team of researchersinvestigated the impact

of transactional (routine) and charis-
matic (inspirational) leadership on financial
performance.r2 The i.s.ar.he^ analyzed.
2r0 surveys completed managers from I3r Fortane 500 firms. Trans_
.by.senior
actional and charismatic leadership styles
i.r"r. *."rrrred with a leadership question_
naire. Each participant was asked io thirrL
about the cEo of his or her company and
rate that individual on the leadership scale
. Because an uncertain environment often
makes having a strong leader -or. i-po.tant,
participants arso completed a ques_
tionnaire that measured perceived. environmental
uncertainty. organizational per_
formance was meas rred as net profit margin
(NpM), .o-put.d as net income
divided by net sales. The performiance data
were gathered frorn public information
about the companies.
The results of the study disclosed that (1) transactional
leadership was not signifi-
cantly related to performan ce, (2) charismatic
leadership showed a slight positive rela-
tionship with performance, and (3) when
the environm.rrt i, orr..rtain, charismatic
leadership is more strongly related to performance.
In another study, a group of res"*.h"r, anaryzed.2O0management techniques as
employed by 150 companies over ten years.
The aspect of thJstudy evaluating the
effects of leadership found that cEos influence
l5 p....nt of the total variance (influ-
encing factors) in a company's profitability
or totaf return to shareholders. The same
study also found that the industry in which
a company operates also accounts for 15
percent of the variance in profitability. So
the choice of a cEo leader is as important
as the choice of whether to remain in the
same ind.ustry or enter a different one.r3
In addition to tangible evidence that leadership
makes a difference, the perception
of these differences is arso meaningful. An
understanding ;.:.;.rceptions derives
from attribution theory, the thJory of
how we explain "fthe cauJesof events. Gary
Yuld explains that organizations are iomplex
social systems of patterned interactions
among people. In their efforts to understand
(and simplifr) irgu.rirutiorral events,
people interpret these events in simple
human_terms. one especially strong and
prevalent approach is to attribut. .",rolity
to leaders. They are as heroes and
heroines who determtT ,h: fates of their "i*.a
organizations.la The extraordinary success
of southwest Airlines co. during the 1990s
is thus attributed to Herb I(elleher, its
flamboyant chief executive. IGlleher initiated
no-frills, low-cost-lo-p.orors
air service and built
southwest into a highry profitable airrine.
(ultimately, .r.* modeled
after Southwest, such as JitBlue Airrines,
took away some of soutri-.rt,, profitabil_
ity.) Most organizational successesare
attributed to heroic leaders-according ro
attribution theory.

rhe previous argument,the antileadershipargument

]1,:llTlt: :" holds that leader-
impacton organiz
atiorrnt
oo,.o-., A; ?;;;" *lil"
*n^personalize
To 3t^ I :n*-:r.
this perspective, i
J;.
yourself appointed as the manager of a group
skilledinvestmenr 1-ugil:
bankerJHow welly-r. groopp.rfir;;;:";fu;;:;tt_
:lltltt
If*?::".1"::.:1.::",1r:l:"qtoeconomil;""dt;;;;J;;;;;;;il.*".ff.
thr;3
lajor argumenrs
againsrthe importanceof readership
are*uror*.I"ili r#
ership, leadership irrelevance, and complexity theorv.
 PERFORMANCE
ONORGANIZATIONAL
THEIMPACTOFLEADERSHIP
9

FIGURE1-1 Substitutesfor Leadership

tu@*Mlwtu
twtuF*@

F is not necessary)and
t- Substitute s for Leadership At times competent leadership
factors in the work situa-
lic incompetent leadership can be counterbalanced by certain
consequence to the per-
tion. Under these circumstances) leadership itself is of little
: formanceandsatisfactionofteammembers.Accordingtothisviewpoint,many
ts
are factors in the work
he org*irutlons have substitutes for leadership. such substitutes
perform,-making the leader's
tr- environment that provide guidance and incentives to
substitutes: closely knit
DE role almost sop.rflrrour.tt Figo.. I-1 shows four leadership
norms'
t5 teams, intrinsii satisfaction, computer technology, and professional
nt
clowly lenit tenrwsof highty traiyted.i.nd.ipid.wnls.w4ren members of a cohesive, higily
truini group are foculedott a goal, they may require almost no leadership to accom-
)n air traffic controllers who direct traf-
plish thJir task. Serreralresea.chLrshave studied
E5 jet fighters on a nuclear aircraft carrier'
fic into San Francisco and pilots who land
q leadership is seemingly
With such groups, directive (decisive and task-oriented)
ns groups rely more on each other than
unimportani When danger is tire highest, these
ts.
on a leader.
nd
nd Inn insi,csntisfa.cti,0n.Employees who are engaged in work they find strongly self-moti-
Part of the reason is
is5 vating, or intrinsically ,"drfylng, require a minimum of leadership.
The worker may require lit-
its thut t. task itself grabs the workeris attention and energy.
information technology
ilt tle leadership as long as the task is proceeding smoottrly. Many
computer professionals,
ed fums provide a minimum of leadership and management to
latest computer virus'
il- *ho m"y be totally absorbed in such tasks as combating the
to
monitoring and com-
Cvrllputei' technology.some companies today use computer-aided
of the supervisor's leadership functions' The
puter netlvorking to take over many
data, and directions for certain tasks are
.o-p.ra., provides productivity and quality
detection and goal are incorpo-
entered into the inlbrmation system. E r.r-t "rtot lettinq
of asking a supervisor tor asslstance) some
rated into some interaction systems.Instead
for assistance from other workers' (we could
;r- employees use the computer network to ask
than to lead workers')
rn. *grr. L.r. that the .o-poa.. is being used to control radrer
trP
professi.onnln4rl,tcs.workers who incorporate strong professional norms often require
b- professional a:coY:l-
he u -irri-o- of supervision and leadership. A group of certified
do an honest job of audit-
d tanrs may not neeldvisionary leadership to inspire them to
ine the books of a client or advising against tax fraud'
10 .I
CHAPTER / THENATURE
ANDIMPORTANCE
OFLEADERSHIP

Although the leadership substitute concept has some merit, it

reflects naivet6
about the role of organizational leadership. Bass notes that self-management
by
groups and individuals requires delegation by a higher authority. In
addition, higher-
ranking managers provide guidance, encouragem.r.t, urrd support.r6
More recent researchstudy suggeststhat the theory of substitutes for
leadership
may be flawed and that_leadership does indeed have an impact
on group effective-_
ness. A team of researchersconducted a study of forty-nine organizations
with at
least 50 employees and two levels of management. The sa-p[
consisted of 940
employees and 156 leaders. Measures of substitutes for leadeiship
were similar to
the information presented above, such as ,,I am a member of a professional
group
whose standards and values guide me in my work." In short, th.
stody ,ogf.rt.i
that "leadership matters." The likeability of the leader anj
whether the leader
provides rewards for good performance were found to be the
major correlates of
performance.lT

Leader lrrelevance According to the theorizing of Jeffrey pfeffer, leadership is

irrelevant to most organizational outcomes. Rather, it is the ,itoutron
that must be
carefully analyzed. Pfeffer argues that factors outside the leader's
control have a larger
impact on businessoutcomes than do leadership actions.r8 During
the late 1990s and
early 2000s cell phone^ownership surged throughout the world,-with g0
percent of
adults in the United States owning cell phones. The sales boom
in this electronic
equipment could be better attributed to an outside force than to
inspirational lead-
ership within telecommunications companies.
Another aspect of the leader irrelevance argument is that high-level
leaders have
unilateral control over only a few resources. Furthermore, thJ
leader,s control of
these resources is limited by obligations to stakeholders like consumers
and stock-
holders' Finally' firms tend to choose new organizational leaders
whose values are
compatible with those of the firm. The leaders therefore act
in ways similar to
previous leaders.
Jim Collins, who has extensively researcheclhow companies endure and how they
shift from average to superior performance, also doubts the relevarice
of leadership.
According to his earlier research, corporate leaders are slavesof
much lurg., orgri_
zational forces. Collins makes the analogy of children holding a pair
of ribbons inside
a coach and imagining they are driving the horse . It is not the leader's
personality that
makes a difference; more important is the organization's personality.
For exampre,
Collins notes that /ack Welch was the product rather than tie producer
of GE,s suc-
cessduring his long reign.le
The leader irrelevance argument would have greater practical value
if it were recast
as a lead'er constraint theory, which would hold that leaders are
constrained in what
they can do but still have plenty of room to influence others.

C.omplexity Theory Similar to the pessimistic outlook of leader

irrelevance is
the perspective of cowplexity theo't'y,which holds that organizations
are complex
systems that cannot be explained by the usual rules of nature. Leaders
and man_
agers can do little to alteithe.orrrr. of the complex organizational system. The
same view holds that forces outside the leader oi -urug.r's
control determine a
company's fate. Managers cannot predict which business strategies
or product
i nair-ete
menr bv
n hisher-

rciership
ft-ecrive-
r s-ith at
t ot 940
milar to
tl uroup
gSested
r leader
rlates of

ership is
Eust be
a larger
90s and
rcent of
cctronic
ni lead-

m have
ntrol of
I stock-
lues are
nilar to

'$-they
[ership.
oreari-
s inside
[n rirat

['s suc-

Brecast
n s'hat

rnce is
rmplex
I man-
n. The
hrne a
hc,dr,rct
12 CHAPTER
1 /THE NATURE
ANDIMPORTANCE
OFLEADERSHIP

9. .""1 ng othermembers
of theteam.
":'"t
lwould 4

:h:rulilif
13. The problems of my teammaresare my problems too.

2 3
14. Resolving conflict is an acdviry I enjoy.

2 34
I5. I would cooperarewith another unit in the organization
even if
di*s'*a*" position
,*.' itsmembers.
T ? n
f

:; il: ; :::_,: :::*,,,n"u.

*...n.,,u.*.

severa
"'n"'1'u'' *.:

,lT::;:I*
n**,
r**,
5

rl-

c
14 CHAPTER
1 /THE NATUREAND
IMPORTANCE
OFLEADERSHIP

3' Negotiator. part of almost any manager's job

description is trying to make dears
with others for needed resources.Researchers
have identifi.dthr.. specificnego-
tiating activities:
a. bargaininc\"iq superiorsfor funds,
facilities,equipment, or ofrrer forms of suppon
b' bargaining with other units in the
organiration for the use of staff, facilities,
equipment, or other forms of support
c. bargaining with suppriers and v.njo.,
for services,schedules, and delivery times
4. conch and' rwotivator. An efrective
read.ertakes the time to coach and modvate
team members. This role includes four
specific behaviors:
a. informally recognizing team members,
achievements
b' providing team members with feedback
concerning inefrective performance
. team members are informed of ,t.pJthat.u.,
i_pror," their per_
ffXH:.rhat
t rewards and punishments to encoLrrage
and sustain good per-
il*r"T.rJting
5 ' Teanabuitd'er' A key aspect of a leader's
role is to build an effective team. Activities
contributing to this role include:
a. ensuring that team members are recognized
for their accomplishments, such as
through letters ofappreciation
.
b' initiating activities that contribute to
group morale, such as giving parties and
sponsoring sports teams
c. holding periodic staffmeetings to encourage
team members to talk about their
accomplishments, problems, and concerns
6' Teatn Ttlayer. Related to dre team-builder
role is that of the team player. Three
behaviors ofteam players are:
a. displaying appropriate personal conduct
b. cooperating with otheiunits in the
organizatton
c' displaying loyalty to superiors by
supiorting their plans and decisions fully
7 ' Technical problew soher. rt is. particularly
important for supervisors and middle
managers to help team members solve
ie.htrl."t problemsl Two activities con-
tributing to this role are:
a. serving as a technical expert or adviser
b. performing individuar contributor tasks
on a regular basis, such as making sares
calls or repairing machinery
B' Entreprenewr. Nthoughnot serf--emproyed,
managers who work in rarge organiza_
tions have some responsibility for suggesting
innovative ideas or furthering the
businessaspectsof the firm. Thr.. .nlripreneurial
leadership role actiyities are:
a' reading trade pubrications and professionar
journals to keep up with what
happening in the industry and profession is
.
b' talking with customers or otheri in
the organ izationto keep aware of changing
needs and requirements
c. getting involved in situations outside
the 'nit that could suggest ways of
improving the unit's performance, such
as visiting other firms, attending pro_
fessional meetings or trade ,ho*s, and
participating in educational programs
 ROLES
LEADERSHP 15

engage in strategic planning' "t:"ttlTlt::^d

9. Strntegic plnntcer' lbp-level managers the strateglc-
the org-anization' Carrying out
by input from others throughout
strategic leadership' Specific activities
planner role enables dre manager to practile
involved in this role include:
for the organization
a. setting a vision and direction
the firm deal with the external environment
i. napiig
policies
.. ft.ipi"! develop organizational
leader
roles of a manager is bat the managerial
A common thread in the leadership Hnrt,ord' BwsiruesRev'iew
oah..r. An analysisln the
in some way inspires o, irno.r..,
concludedthatthemostbasicrolefor.o,po,*.l.ud.,,istoreleasethelrumanspirit
tlratmakesinitiatrve,creativity,andentrepre,'.o''r'ippossible.22Animportantpractical
.* leadership' For example) a team
implication i, tn"t ,,'"r.1!..r1. .*rVf"u.i "t.r.irifum's thrust for quality by explain-
to the
leader can make an i-plrt"r-rt contribution a mailing list' LeadershipSkill-
in
ing to team members'ffi;;ffiL.Grit"titns the variousleadershiproles'
insights into
Building ExerciseI r fiorrrd., additional affects
nl.riring of leadership,how leadership
up to this poirrt*"tuue described.t-r. You
leaders' have
many n.riui",i.rcarriedout by
organizationalperformance,and the role' We
to**a occupyingthe leadership
had an opporturutyto exploreyour attirudet
leadership'
;;; fu.Jh;. personalizeinformanon about

oli?41"61r;fr)a#:Bt!w'#t/atts4l;#li/;;tlttF436':t#t&ffn

IDENTIFYING LEADERSHIP R'LES

Colnpanv'Inc'' AJlenQuestrom deliv-
Threemonthsinto hisiob at I'C' Penney dole out the broad vision
;;k ro it. i. is the.Quest,o'''*'v'
:JJJ,'ffi''il
jril""""',"U,Il
*x*?:*ri;:*i1;ru"n:J:tn1-Tiiiltl:'-; He askedemploy-
but he was.collrtlble beingcaptain'
';;",i:J::l':ff
takinganyguarantees,
";2.
".1*-r'"we-rehelping,:;,r",t":iilt:lt.T:It,:.:tiff
n'.'i''t"ui'* 't ;; ';*
iTlftr'lf'T'H:'J. executi''r'
chier a*;"g
"rn"'
"My job is to objectivesand get peo-
pany'sPlano. Texas,nt"Jq"""t's' "'iht

: *t*":**;*u'u-:tTm:qs-qimifl
.';i
"i:':,','"?
broughtthat companyout of bankrup"VIg
acquiredthe Macy'sand Broadway
both coasrs'The
chains,whichgaveFederared a sfong market'hn" up anddown
..u"o*'::"Ti.:i::ltors for vears'
veteranretailerh-' b'* ';;;;;il;liv""
Particularlyimpressivehasbeenrrll.auiritytotrrrnarolLn;|prestigiousstoresthat
helpedrevive
n"". r"u." on hard *;; i" Federated'
Questrom
:*itit thatsome crit-
"'ilili*T:i'H:.-il:["m raced,on '- I
were
f 1s, I :.
l:: ::o^'s
tired and its piitt' *t" too,high'
Retail ana-
ics thought that its fhi;;'
t'n"ti"""gt ltt"ty *" to redefine what the *,?:1,::;,
lysts Feltthat rhe Ott*ttt
"t
16 CHAPTER
1 /THE NATURE
ANDIMPORTANCE
OFLEADERSHIP

about. Questrom emphasizedrhat the companycarers ro the broad middle mar-

ket,.wherethe bulk of consumersare found. Penney'snationalpresenceta good
catalog,and an online businessare also assets.But analystsat Morningstar.com
were particuJarlyharshabout the problems facing Penneyand Quesrrom: .,The
company'sproblems are nothing short of humongous, and include an ineffi-
or.enngs'
a stodgv
brand
name'
anda
;ll.Hfl:?'l-'l:::*:JH::J::T''
Questrom said.he believedin the J.C. Penneybrand and was rrying to ger
back to J.C. Penney'sroors as the depart-.nt ,tor. of choicefor middle-incole
Americans.(1.C. Penneyalso owned the Eckerd drugstore chain before selling
all the storesin 2004.) But he was not sentimenral.and he was not wedded to
ideas.thathad not worked. In November 2000. I.C. Penney reported its first
loss from operations in the history oF the company. The retailer, which was
beingcarred
a dinosaur' hadthisro sav
Questrom
l#::t.j:?,J,ixiiiil;las
I- spend time thinking about gerring this company in order. lV1eatdiffe rence
does it make if it's 100 or l0 or 20) What's meaningful to me is whether
our stores are current. I wo_uldlij<ethis_companyto be successftrl on its
l00th anniversary.I've only been here a few -onrhr, and I seea very loyal
bur an unhappy group ofpeople.

Questrom said the only way to boost morale was to start making money
again. lr.ofit would tal<ecare of the stock price as well. Since ttre mid-lqq0s,
the retailer had lost cusromers to discounr chains such as Target and Wal-
M a r t a n d t o m o d e r a r e - p r i c e dr e r a i l e r s ,i n c l u d i n g K o h l ' s a n a 5 l a N a v y , a s
they had expanded nationwide. Becoming profitable was going to be painful
becauseit would mean change. Questrom said. To offer comperitive prices.to
neededa more competitivecost st-rucrure,
which
*.:"t.::lrili i;ff"t
Penney'sdepartment sroreshad to have rhe right assortmenrof mer-
- J.C-
chandise at competitive prices. The only way to do that was to centralize the
buying decisions.Headquarterswould pick and deliver the merchandise,and
store pers.onnelwortld focus on running the stores. Questrom said that J.C.
Pennevfell behind its competitorswhen it did not centralizesooner.It was no
longei ef'ficientto have I,150 stores each making rhar many decisionsabout
merchandise.It wasslow,expensive,and confusingro the customers.It a-[sopre-
vented tJle company from developinga national message.
Questrom said that some of'the immediacyof having vendors luocldng on
y_ourdoor every day was lost when the company moved to Dallas from New
York in 1988. "We have to be awareof what's happeningin the fashionworld
and bring that to middle Americaar grearvalues."'He.oiride.ed addinf offices
18 1 /THE NATURE
CHAPTER OF LEADERSHIP
ANDIMPORTANCE

1 The Satisfactionsand Frustrationsof Being a Leader

The term lend,erhas a positive connotation for most people. To be called a leader is
generally better than to be called a follower or a subordinate. (The term follower hx
virtually disappeared in organizations, and the term swbord,inntehas fallen out of
favor. The preferred term for a person who reports to a leader or manager is team
rnewber,group rwerwber,or assoc'iote.Researchers,however, continue to use the terms
swbord,inateandfollower for technical purposes.) Yet being a leader, such as a team
leader, vice president, or COO (chief operating officer), does not always bring per-
sonal satisfaction. Some leadership jobs are more fun than others, such as being the
leader of a successfi.rlgroup with cheerflrl team members.
Becausemost of you are contemplating becoming a leader or moving further into
a leadership role, it is worthwhile to examine some of the potential satisfactions and
frustrations many people find in being an organizational leader.

The types of satisfactions that you might obtain from being a formal leader depend
on your particular leadership position. Factors such as the amount of money you are
paid and the type of people in your group influence your satisfaction. There are seven
sources ofsatisfaction that leaders often experience.

l. A feeli,ng of power and. prestige. Being a leader automatically grants you some
power. Prestige is forthcoming because many people think highly of people who
are leaders. In some organizations, top-Ievel leaders are addressedas Mr., Mrs., or
Ms., whereas lower-ranking people are referred to by their surnames. Yet many
leaders encourage others to call them by their first name.
2. A cbwnceto belp othersgrow and' d'evehp.A leader works direcdy with people, often
teaching them job skills, serving as a mentor, and listening to personal problems.
Part of a leader's job is to help other people become managers and leaders.
A leader often feels as much of a "people helper" as does a human resource man-
ager or a counselor.
3. High imcowe. Leaders, in general, receive higher Pay than team members, and
executive leaders in major business corporations typically earn several million dol-
lars per year. A handfirl of business executives receive compensation of over $100
million per year. If money is an important motivator or satisfier, being a leader has
a built-in satisfaction. In some situations a team leader earns virtually the same
amount of money as other team members. Occupying a leadership position, how-
ever, is a starting point on the path to high-paying leadership positions.
4. Respectand stwtws.A leader frequendy receives respect from group members. IIe
or she also enjoys a higher status than people who are not occupying a leadership
role. Status accompanies being appointed to a leadership position on or off
the job. \4hen an individual's personal qualifications match the position, his or her
status is even higher.
5 . Good.opportwnitiesfor ndvnncernent. Once you become a leader, your advancement
opportunities increase. Obtaining a leadership position is a vital first step for career
advancement in many organizations. Staff or individual contributor positions help
 ANDFRUSTRATIONS
THESATISFACTIONS A LEADER 19
OFBEING

execudvesrise through a
broaden a person's professional experience, but most
managerial Path.
a leader is that you receive
6. Afeetng of "being iru on, things.A side benefit of being
as a manager you are invited to attend
more inside information. For instance)
meetings you are given information not passed
management meetings. In those
such tidbit might be plans for expansion or
ulorrg"to individual clntributors. One
downsizing.
A leader is often in the posi-
7. An opportwnity to control lnuney and. other resharces.
budget and authorize expenses. Even
tion of helping to prepare u i"purt-".tt
personall5 knowing that your judgment
though yo.t .unno, spend this money
some satisfaction. Many leaders in
on financial matters is trusted does provide
annual budgets of several million
both private and public organizations control
dollars.

as a supervisor, admin-
About one out of ten people in the work force is classified
of these people is-a t11e leader' Yet the prob-
istrator, or manager. Xoa .u"ry one
from the leadership portions of their job'
lems these people experience ofa.n ,a.-
role becauseof the frus-
Many individual contributors refuse to accept a leadership
Theie frustrations include the following:
trations they have seen leaders endure.
jobs are usually expected
|, Too rnwch unc\mpensa,ted'owrt,iwe. People in leadership
hours are calle'd casual
to work longer hours than other employees. Such unpaid
spend ab_outfi{ty-
or overtime. ?eople in organizational leadership positions ln5atty
demands' this figure can
five hours pe, w..k *oiking. During peak periods of peak
surge to eightY hours Per week'
zhrnd,ncha.ilt would take severalpages to list all the potential problems
n 2. Tbi rnany
the validity of Murphy's law:
leaders face. Being a leader is a good way to discover
,,If anything .* go *org, it -ili." A leader is subject to a batch of problems involv-
rs. position is a source of
ing people and thrngs- tri*y p.opte find that a leadership
stress,and many managers experience burnout'
3,Noteruowgbnwthor'ityt0ca'rryowtrespons'ibility.Peop|einmanagerialpositions
i*d over which they have
complain"repeatedly ih"t th"yi.. held responsible for things
ldol- with an ill-performing
Iittle control. As a ieader, you might be expected to work
lloo
nas team member' y., yoo tu.t ttt" p"iott to fire him.or h^er'Or you might be expected
authority to become
r too small a staff and no
to produce higir-quality service with
Fame fully staffed.
bot ' general colin Powell says,
4. Loneliness.As Secretary of State and former five-star
,,Command is lonely.'; The higher you rise as a leader, the lonelier you will be
He people in whom you can
in a certain ,e.,.re. i""dership limits the number of
negative feelings about your employer to a
off confide. It is awkward to confide
complain about one group member to
team member. It is equally awkward io
her feel lonely because they miss being
another. Some people in leadership positions
.ent "one of the gang."
facing a leader is the num-
S. Too **ry priblr*, i.nvolvi.ngpeople. hmalor frustration
action. The lower your leadership
help ber of human resource pio'Ut..nt requiring
 20 CHAPTER
1 /THE NATUREAND
IMPORTANCE
OFLEADERSHIP

position, the more such problems you face. For example, the office supervisor
spends more time de aling with problem employees than does the chief informa-
tion officer.
6. Too wouchotgnn'izationnlpolitics. People at all levels of an organizatton, from the
office assistantto the chairperson of the board) must be aware of political factors.
Yet you can avoid politics more easily as an indMdual contributor than you can a.s
a leader. As a leader you have to engage in political byplay from three directions:
below, sideways, and upward. Political tactics such as forming alliances and coali-
tions are a necessarypart of a leader's role. Another troublesome aspect of organ-
izational politics is that there are people lurking to take you our of the game,
particularly if you are changing the status quo. These enemies within might attack
you directly in an attempt to shift the issue to your character and style and avoid
discussing the changes you are amempring to implement. or, your superiors might
divert you from your goals by keeping you overwhelmed with the details of
your change effort.23 In addition, backstabbers may agree with you in person but
badmouth you to others.
7 . Tbepurswit of conflictitcggoals. A major challenge leaders face is to navigate among
conflicting goals. The central theme of these dilemmas is attempting to granr orh-
ers the authority to act independently, yet srill getting them aligned or pulling
together for a common purpose.24Many of the topics relating to these conflicting
goals are discussed at later points in the text.

college.hmco.com/pic/@ o xNowrnDGB BANr(: A table of thesedilemmasasidentified by a group of

dubrin5e bank executivescan be found online in the I(nowledge Bank sectionof the webiite
for this text.

8' Being perceited' as wrcetbical,especiallyif yow are q, cltlpll/nte execwtiye.The many

corporate financial scandalsmade public in recent years have led to extreme per-
ceptions that CEOs, in particular, are dishonest, unethical, and almost criminal in
their behavior. Even if95 percent ofcorporate leadersare honest and.devoted to
their constituents, the leader still has to deal with the possibility of being perceived
as dishonest.

1 A Frameworkfor UnderstandingLeadership
L

Many different theories and explanations of leadership have been developed because
ofthe interest in leadership as a practice and as a researchtopic. Severalattempts have
been made to integrate the large number of leadership theories into one compre-
hensive framework.2s The framework presented here focuses on the maior sets ofvari-
ables that influence leadership effectiveness. The basic assumption underlying the
framework can be expressedin terms of a simple formula with a profound meaning:

L: f ( 1 ,B m , s )
The formula means that the leadership process is a function of the leader, group
members (or followers), and other situational variables.26In other words, leadership
does not exist in the abstract but takes into account factors related to the leader, ttre
person or persons being led, and a variety of forces in the environment. A charismatic
 LEADERSHIP 21
FORUNDERSTANDING
A FRAMEWORK

Leadership
for Understanding
FtcuREt-z A Framework

Inc.
Source:ManagingToday!by StephenP Robbins,O 1997.Reprintedby permissionof Prentice-Hall,
UpperSaddleRiver,N.J.

and visionary leader might be just what a troubled organization needs to help it
achieveworld-class success.Yet a group of part-time telemarketers might need a more
direct and focused type of leader to help them when their telephone calls mosdy meet
with abrupt rejection from the people solicited.
The m-odel presented in Figure l-2 extends this situational perspective.2T Ac-
IP"- cording to this model, leadership can best be understood by examining its key vari-
pl tn ables: leader characteristics and traits, leader behavior and style, group member
characteristics, and the internal and external environment. At the right side of the
P.:
Er\'ec framework, leadership effectiveness refers to attaining desirable outcomes such as
productivity, quality, and satisfaction in a given situation. Whether or not the leader
is effective depends on the four sets of variables in the box.
Beginning at the top of the circle, lead.er chnracteristics nnd' traits tefers to the
inner qualities, such as self-confidence and problem-solving ability, that help a leader
[ur. function effectively in many situations. Lead,erbehavior and' stylerefers to the activi-
ihale ties engaged in by the leader, including his or her characteristic approach, that relate
[Pre- to his or her effectiveness.A leader who frequendy coachesgroup members and prac-
f.-i- tices participative leadership, for example, might be effective in many circumstances.
Growp wetmber chnracteristics refers to attributes of the group members that could
I the
Fiog, have a blaring on how effective the leadership attempt will be. Intelligent and well-
I
motivated group members, for example, help the leader do an outstanding job. The
internal aid, exiernal entironwent also influences leadership effectiveness.A leader in
a culturally diverse environment, for example, will need to have multicultural skills to
be effective. All of the topics in this text fit somewhere into this model, and the fit will
; the be more obvious at some places than at others. Table l-2, on the following page' out-
tlc lines how the elements of the leadership model line up with chapters in the text'
 22 cHAprER1 /THE NATURE
ANDtMpoRTANcE
oF LEADERSHTp

RelationshipBetweenChapterTopicsand the Frameworkfor

UnderstandingLeadership

Leadercharacteristics Chapter2, "liaits, Motives,and Characteristics

of Leaders"
and traits
Chapter3, "Charismaticand Tiansformational
Leadershio,,
Chapter6, "LeadershipEthicsand SocialResponsibility,,
Chapter11, "Creativity,
Innovation,and Leadership,,
Chapter12,"Communication
andConflictResolution
Skills"
Leaderbehaviorand style chapter 4, "LeadershipBehaviors,Attitudes,and styles',
Chapter6, "LeadershipEthicsand SocialResponsibilitv"
Chapter8, "lnfluenceTacticsof Leaders"
Chapter9, "Developing
Teamwork"
Groupmember Chapter5, "Contingencyand SituationalLeadership"
characteristics
Chapter10, "Motlvationand CoachingSkills"
Internaland external Chapter13, "StrategicLeadershipand Knowledge
environment
Chapter14, "lnternational
and CulturallyDiverseAspects
of Leadershio"
7, "Power,Politics,and Leadershio"
Chapter15, "LeadershipDevelopmentand Succession,,

The arrows connecting the four sets of variables in Figure l-2 suggest a reciprocal
influence among them. Some of these linkages are stronger than others. The most
pronounced linkage is that a leader's characteristics and traits will typically influence
the leader's style. If a given individual is extroverted, warm, and caring, it will be nat-
ural for him or her to adopt a people-oriented leadership style. enoth., li.rkug. is that
the group members' characteristics might influence the leader's style. If the members
are capable and self-sufficient, the leader is likely to choose a leadership style that
grants freedom to the group. rt will be easier for the leader to empowei these peo-
ple. A final linkage is that the internal and external environment can influenci or
mediate the leader's traits to some extent. In an environment in which creativity and
risk taking are fostered, leaders are more likely to give expression to their tendencies
toward creative problem solving and risk taliing.

I SkillDevelopmentin Leadership
t-

Leadership skills are in high demand. Executives seeking candidates for high-level
management jobs list leadership skills as the top attributes they want. After these
come industry-specific experience and functionaly'echnical expertise.2s Leadership
skills are also sought in candidates for entry-level professional positions. Although
students of leadership will find this information encouraging, developing leadership
 IN LEADERSHIP
SKILLDEVELOPMENT 23

skills is more complex than developing a structured skill such as sending photos over
thc Internet. Nevertheless, 1rs1 can develop leadership skiils by studying this text,
rvhich follows a general learning model:

L Conceptwnlknowled.geand. behnyiot,nlgui,delines. Each chapter in this text presents

useful information about leadership, including a section titled "Guidelines for
Action and Skill Development."
2. Conceptual oruforwation d,etnonsh,atedby exawples and. brtef descriptionsof lead.ers
in action. Much can be learned by reading about hor.v effective (or ineffective)
Ieadersoperate.
3. Experiential exercises. The text provides an opportunity for practice and personal-
ization through cases)role plays, and self-assessmentquizzes. Selfquizzes are
emphasizedhere becausethey are an effective method of helping )rou personalize
dre information, thereby linking conceptlralinfbrmation to yourself. For example,
),ou will read about the importance of asserti\reness in leadershipand also complete
an assertil'enessquiz.
4. Feed.backon shill wti.lizatiow, or perfotrwance,frow others.Feedback exercisesappear
at severalplacesin the text. Implementing some of the skills outside of the class-
room will provide additional opportunities for feedback.
5. Pr"act'iceim noturnl settings.As just implied, skill development requires active prac
tice. A given skill has to be practiced many times in natural settings befbre it
becomes integrated comfortably into a leader's mode of operation. A basic prin-
ciple of learning is that practice is necessarl,to develop and improve skills. Sup-
pose, for example, that you read about giving advice in the form of qucstions, as
described in Chapter 10. If you practice this skill at least six times in live settings,
you will probably have acquired an important new skill for coaching others.

Leadership Skill-Building Exercise 1-2 gives you the opportunity to begin develop-
ing your leadership skills systematically

i2.'liii:,ii:,.;:::
IVIYLEADERSHIPPORTF0L|0

Here, we asl<you to begin developinga leadershipporrficlio that will be a per-

s o n a ld o c u m en t c l f ' y o r r lre a d e r s h i cp a p a b i l i t i easn d e x p e r i e n c e sI n. e a c hc h a p t e r .
we wiU recommerrdnerv entries firr 1'our portfolio. At the same time, you are
e n c o u r a g e dr o u s e y o u r i m a g i n a t i o ni n d c t c r m i n i n gr v h a tc o n s t i t u t e sa s u i t a b l e
addition to your leadershipportfolio.
We suggestyou begin your portfolio with a personalmissionstatemcntthat
explains the type of ieadership )rou plan to practice. An example might be, "1
intcnd to become r well-respectedcorporate profussional.a kcy mcmber of a
happy and healthl'familv, and a contributor to my communiry. i aspircro lead
many people toward constructiveactivit-ies."Include your job resumd in yorrr
portfolio. and devote a specialsection to leadershipexperiences.These expcri-
encescan he frorn the job. courmuniry and religiousacrivit-ies. and sports. lSee
L e a d e r s h i pS e l f - A s s e s s r n eQnut i z I - 2 . )
24 CHAPTER
1 /THE NATURE
ANDIMPORTANCE
OFLEADERSHIP

THELEADERSHIP
EXPERIENCE
AUDIT
Readersof this book vary consid.erably,
in their leadership, managerial,and super-
visory experience.Yet even readerswho have not yer occupied, r"i-"11."1.,
ship position may hcve had at leasra rasreof, being a leader.Use the following
any possibleteadershipe*peri.nJ., y", ,,-,ighih;;;J;;:
::::,:l': ::,':*

lt position,.such
asvicep-resident.
department
head.
"]|on]ui.liJ',"r..*nip
manager,assistant.lnt"r,.r"rm leader,group leader,or crew chiel.
t totake
care
oraprobrem'
arthough
I was
::'J:1,,f;:tniT:iy#J,lil"o
T.t

l:'l

f-
ff::il:TH;',:':llli,.o.,"n."
L Held ffice in a club at high school, careerschool, or college
n Was editor of a campus newspaper
or section of the newspapersuch as sports
tt
a study group for a course
:rrrn,r.l
L__.1Organized an ongoing activiry to sell merchau"rdise
at people'shomes' such
n, 6,. Auon. Md K";, or Tupperware

.-,:,,.,"1:'
:;i=:: ::::.#i::T,T:H
;;T'"
l: I

lt

Organized a vacariontrip for friendsor famil

"' uvt''tp;Jg
ffi?ff:T?:i::::;,ili',';'"'n
peopre
outoraburning
n
u x"i:: #::i:j *:g demands
onacompany
o*hesovernmen,
f.]l
U Organized a group ofl to help out people in need' such as physically
<Jisabled
senior cirizenfriends
I Other:

INTERTRFTATIoNThe more experiencesyou checked,the more leadership

.*p..i*
you alreadyhave under your belt. Leadershipexperienceofany
rype ca'be valuablein

:H::?;:,T:i ::j,':':,ffioj:;:$:T::nT,::: cEOs

inavarie
ry
HT;:';,'*n
 GROUPMEMBER
BEINGAN EFFECTIVE
FOLLOWERSHIP: 25

Exercisethat
@ O XNOWf,3DGE BANK: contains a LeadershipSkill-Building
*ill giu. you more insight into the nature
multidimensional of effectivegroup mem-
bership.

: Being an Effective GrouP Member

To be an effective leader, one needs good followers. Leaders cannot exist without fol-
lowers.2efu we mentioned at the outset of this book, the wordfollowerssuffers from
political incorrectness, yet it is a neutral term as used by leadership researchers'Most
tf the topics in our study of leadership are aimed at inspiring, motivating' and influ-
encing grorrp -.mbers to want to achieve organizational goals' It is also valuable,
ho*evei to focus on two key aspects of being an effective group member: the per-
sonal characteristics of productive followers and the importance of collaboration
between leaders and followers.

As observed by Robert E. Kelley, effective followers share four essential qualities:3o

L Self-rnnnagewent. The key to being a good follower is to think for oneself and to
work well without close supervision. Effective group members see themselves as
being as capable as their leaders.
2. Coirwitrnent.Effecnve followers are committed to something beyond themselves,
be it a cause, product, department, organization, idea, or value. To a committed
group membei, the leader facilitates progress toward achievi,ng a goal.
Z."Co*ptterce nnd.focws. Effective followers build their competence and focus their
efforts for maximum impact. Competence centers on mastering skills that will be
useful to the organization. Irss effective group members rarely take the initiative
to engage in training and development'
4. Courage. Effective follo*... establish themselves as independent, critical thinkers
and fight for what they believe is right. A good follower, for example, might chal-
lenge the company's policy of taking ninety days to make good on accounts
puyuUt., or of iecruiting key people almost exclusively from people with demo-
graphic characteristics similar to those_of top management'

The above list is illustrative, since almost any positive human quality would con-
tribute directly or indirectly to being an effective group member or follower.
Another way of framing the qualities of effective followers is to say that such fol-
lowers display the personal characteristics and qualities of leaders. Although leaders
cannot b. e"p..t.d to change the personalities of group members, they can take
steps to .rr.orr."g" the above qualities. Interventions such as coaching, empower-
-Jrt, ,rrpportive communication, and frequent feedback would support effective
followership.
26 1 /THE NATUREAND
CHAPTER OFLEADERSHIP
IMPORTANCE

A key role for followers is to collaborate with leadersin achieving organizational

fu described by leadership guru Warren Bennis, the postbureaucratic organization
type of organization that came after the bureaucratic era, such as team-based
zations) requires a new kind of alliance between leaders and the led. \44ren high-
leaders do not make all of the decisions but solicit input from knowledgeable
members, leaders and followers work together more closely. In the words of

Today's organizations are evolving into federations of networks, clusters, cross-

functional teams,temporary systems,ad hoc task forces,Iattices,modules, matrices-
almost arything but pyramids with their obsolete TOPdown leadership. The new leader
will encouragehealthy dissent and values those followers courageousenough to sayno-
A related ooint here is that the new leader and the led are close allies. Great lead-
ers are made by great groups) every organizational member to contribute energy and
talent to help leaders carrv out their roles successfullY.

Summary
Leadership is the ability to inspire confidence in and
support among the people who are needed to
achieve organizational goals. Leading is a major part
of a manager'sjob, but a manager also plans, organ-
izes, and controls. Leadership is said to deal with
change, inspiration, motivation, and influence. In
contrast) management deals more with maintaining
equilibrium and the status quo. An important cur-
rent development is to regard leadership as a long-
term relationship, or partnership, between leaders
and group members.
Many people attribute organizational perfor-
mance to leadership actions. Some research evidence
supports this .widely accepted view. Others argue
that certain factors in the work environment, called
substitutes for leadership, make the leader's role
almost superfluous. Among these factors are closely
knit teams of highly trained workers, intrinsic satis-
faction with work, computer technology, and pio-
fessional norms. Another antileadership argument is
that the leader is irrelevant in most organizational
outcomes because the situation is more important
and the leader has unilateral control over only a few
resources. Moreover, since new leaders are chosen
whose values are compatible with those of the firm,
those values actually are more important.
lc€
cottege.hmco.com/pic/dubrin5"
#
Complexity theory argues that leaders and man-
agers can do litde to alter the course of the complex
organizational system. The system, rather than the
leader, dictates that all companies ultimately die.
Examining the roles carried out by leaders con-
tributes to an understanding of the leadership func-
tion. Nine such leadership roles are the figurehead,
spokesperson, negotiator, coach and motivator,
team builder, team player, technical problem solver)
entrepreneur, and strategic planner. An important
implication of these roles is that managers at every
level can exert leadership.
Leadership positions often are satisfiiing because
they offer such things as power) prestige, the oppor-
tunity to help others, high income, and the opportu-
nity to control resources. At other times being a
leader carries with it a number of frustrations, such
as insufficient authority, having to deal with human
problems, and too much organizational politics. The
leader also has the difficult task of balancing work-
ers' need to be independent with their need to com-
mit to a common purpose .
The framework for understanding leadership pre-
sented here is based on the idea that the leader-
ship process is a function of the leader, group
members, and other situational variables. According
 DISCUSSION ANDACTIVITIES 27
QUESTIONS
ll
I
pl r*-r.lel. leadership can best be understood by
immng. irs key variables: leader characteristics and
ential exercises, obtaining feedback, and practicing
in natural settings.
I gl,.* b.a'ler behavior and style, group member To be an effective leader, one needs good follow-
!nu':: e s-tics, and the internal and external envi- ers wit-h characteristics such as self-management,
iorg:::- Leadership effectiveness is dependent on commitment, competence and focus, and courage.
ph--r"d -.ersof variables. A key role for followers is to collaborate with leaders
b qrr-.+ iership skills can be developed by following a in achieving organizational goals. The postbureau-
lenrI::,:1 learning model that involves acquiring con- cratic organization requires a new kind of alliance
- knos'ledge, reading examples, doing experi- between leaders and the led.

r -e.'i.er
si-1' :lLr -
Key Terms
hr lea,l- P Attribution theory
rg:1'and hip Substitutesfor leadership
ip theory LeadershipefTectiveness

lc€
;f, Il_ O Guidetines
for Actionand SkittDevelopment
+;.i
[d man- 1i,*a amounts of information have been gathered described in this text. Then choose the formulation
compler .urrtr.'utleaders and leadership, and many different that seems best to fit the leadership situation you
*rm the llc;*lership theories have been developed. Many lead- face. For example, if you are leading a team) review
[.he. ::ship research findings and theories are confusing . the information about team leadership. Typically
brs con- i:'J contradictory. Nevertheless, from this thicket of an effective leader needs to combine several lead-
rip tunc- -^:brmation emerge many useful leadership concepts ership approaches to meet the demands of a given
urehead, r:d techniques to guide you toward becoming a situation. For instance, a leader might need to
on|alor, :ore effective leader. combine creative problem solving and emotional
n solr-er, As you work toward leadership effectiveness, support to members to help the team rebound
nPortant irst be familiar with the approaches to leadership from a crisis.
at eYery

; t'ecause 1 DiscussionQuestionsand Activities

t_
c opPof-
DPPortu- l. S/hat forces in the environment or in sociery tion. Explain why you describe your activity as
b'eing a have led to the surge in interest in the subject of leadership.
ms. such leadership in recent yearsl 4. Vl/hat would a boss of yours have to do to
h human 2. In recentyears, there have been dozens offinan- demonstrate that he or she is an effective leader
incs.The cial scandalsinvolving business executives (such and an effective managerl
trg work- as the problems at Enron and Global Crossing). 5. Identify a business or sports leader who you
Ito com- What impact has this information had on your think is highly effective. Present your observa-
interest in becoming, or remaining, a leader in a tions to the class.
xhip pre- businesssetting) 6. Based on an informal survey many people who
e ieader- 3. Give an example of how you have exerted were voted "the most likely to succeed" in their
[. grouP leadership on or off the job in a situation in high school yearbooks became leaderslater on in
rcording which you did not have a formal leadership posi- their career. How can you explain this findingl
28 cHAprER1 /THE NATURE
ANDtMpoRTANcE
oF LEADERSHTp

7 . Mter reading this chapter, do you believe that a
person who is not a "born leader" still has a
good chance of becoming an effective leaderf
Explain.
8. Top-level leadersof major businesscorporarions
receive some of the highest compensation pack-
ages in the work force. lVhy are businessleaders
paid so much)
9. S4rich of the nine leadership roles do r-m
you are the most suited for at this stage
careerfExplain your reasoning.
10. In what way might being an effectire
help prepare a person for becoming an
leaderl

j'Hf,
",1
A fi"#;:o',i11',,,':g;'.lT
#.1 revive Gateway by applying rhe same
approachthar he successfullyusedto rurn
way, Inc. announced that it is.retre.atingfrom PC maker eMachines, Inc., which
the consumer electronics world and returnrng acquired in 2004. There, he slashed
to its original mission of marketing consolidating component suppliers,
ilrson;
t"T8:T;t;r, qualiry and fiJling retail orders on rime.
objective is to fix our core-business,,, time of its acquisirion,eMachinesemplolod
sals W^aV.n5 R. lnouye, who recently assumedtlre I38 workers bur was consistentlv profitabh
role of chief executive."People talk about multi- had $l billion in annual sales.
t11kinS, but in real life you have ro focus on one So far at Gateway. Inouye has closed rhr
rime.' Inouye saysthat new dealswith 188 of its .loss-plaguedGateway CoLrntrr-
$l"S "t,
PC retailers. Best Buy Co., Inc. and CompU.SA and outsourced manufacturing and
Inc.; as well as a greater Focuson fast-growrng service.Gateway will continue to market
should the money-tosin[ related products via the lnternet and
::j:_b"rk .PCs, .attow
company ro earn consisrent profits beginning sales,in addition to managing its neq.dea.b
next
'id;.year. big retailers.
is a huge gamble for Gateway,which The changeswere made with rwo lofn'
.
has relied on consumer electronics-,o prop up mind: (l) eventuallyro unseat Hewlett-
profit^margins at its once rhriving pC bus,ncss. Co. as the leading sel.lerof home pCs, and I
But Gateway'sconsumer electronicssalesnever becomea $10 billion businessilr the next
ov.ercamethe drag fiom irs pC business,which "I don't think it's a big strerc[*
still accounted for 72 percent of its revenue last tL. _y.*
CEO insists.
year. Cateway losr a cumulative $2.4 billion in the Yet Gateway's new direction represens I
years, to biltion plete rurnaround from just four years ago.
li::**
trom a one-yearls. :"1.'^9i".pp:d. $3.4
high of $6.1 billion. Waitt plunged into consumer electroni
Gateway has suffered four failed resffucturings Gateway'sbusinessfell victim
. to price u'arsi
in the past three years,all under the auspicesof by Dell Inc. and Hewletr-packard
former chief executive Ted Waitt, who itepped (HP). Like Dell, Gateway
was founded as a
down as CEO in 20.04. This ri-e nro'und, seller. But by the mid-l990s,
the compam
Inouye, a veteran retailing execudve, hopes to Iaunched its own chain
of showrooms to
 LEADERSHIP
CASEPROBLEM
B 29

l ::. products and provide soFtwaretrainine

awal' lrom higher-margin consumer electronics
:::lrs., Over time, those Gateway Cornr!
alsoleaveGateway
evenlessapt ro earna
s :::olphed.intosalesof computersand high_
- : . r u m e l ' e l e c t r o n i cB
s .u t G a t e w a yw a sn e v e r
ffi
Inouye saysfhat Garewayalreadysurpasses
: , make its retail outlers profita'ble,and . Hp
as
rn customer satislactionsurveysand its
: c plummeted the expense of the stores new low_
overhead approach will allow it ro profitablv
--J roo steepto mailltain.
-. undercurrhe much bigger pC and printei
rre's plan now calls for expanding makerin
U.S.
the retail marker.He expecrsro besrHp
=- :nd overseas bv erabl

5=:fi ';l1,l1l';11
saiesro achieveat ieastt irilliou
bing an "over 50 percenr..shareof the U.j.
ietail
iil.1.,.j:Tj.'"
q-::_i----once
:[|;:s
the highestin the industry at 26 oer_
salesas soon as the first quarrer of 2005.
rently holds a 60 percenrshareof rerailsales.
Hp cur_
com_
paredwirh Gateway's30 percentshare.
*_ : of revenuc-to below Dell.s 9.5 percenr.
L-;:-=rilv now employsabout I,800 workers.
down Q U E S T I O N S
r :: i,500 when Inouye rook ovcr. Much
nStr:rian of the

t around
. ". cr headcount comesfrom closingthe
..lnirv stores. lnoul,e explains that
Gateway
I trf,iJiiSTlli ;"lHx.TilJ'""'pving-;
lower ' thatInouve
il::ff1iru;:T:row'th Eoars
G:ieu'av :.:.cn\es will allow the company to be profitable
rnses br= :--'n uirh thin margrnsof abour B percenr.
' jili]f;,r,]::J$
xiltsting
- -\: the
-
Famouslyfrugal. Inouye neverspendsmore
:t tor lunch, buys the cheapestgrs for his
than
cer, and d urirrg Gateway'stransitionI
J:.rff^t':L
ffi,',*10-1;'
1ed onlv _-_r\been known to clip coupons for staples
such as 4. \4ftar leadershipchallengcs
tt'lc and :',rp His fiatherwas a tomato nnd peaj Farmer lace lnouve as he
in to impleme'rhis turnaroun<l
iuba Ciry California. An uncanny abiliry
to .*o".,
oF
rhe last ier hnancial details from opcradrg reports
ilffJ
earned
1- SIOTeS

uslomer
rnouye the luckname ,,Wayne Man,',
nLrmancalculatorin the film Rain Man.
after the
i',",,tfi :flil,sl
H#i##rpp#tiir,:"t?i,t
iil j{i##:il.t.s
f ;ix-*
PCs and His talentsand quirks not withsrandinq.
kphone
als s-ith
husrnessanalystschara*erize the CEO'silrrl
ttusplaceHP as quixotic (far_tetched,1.
some
,o $"ifr T",:t
;:l:."'J
rnc. rn rhe formarTerrbookvia CopyrighrCiearance
The shift ::il:i"t

eoals fui
Pickard
d 2;to
three to
:h..' the

ia com-
r- u'hen
nics as
i ignited
Dmpany sJf,xi;J:;"5.:l
TttJ:,,
#i::'j'
:;
her Girl Scourrroop at age.l l,
drive lor homelesspeople jn her hometown
t h r e e c o n s e c u t i v es u m l n e r s .S o L e e b e l i e v e d
p . . r ; a . n i o f t h c . s ee x p e r i e n c e si n, a d d i d o n
to her formal edu_
for
that
a Crect t h e , A s i a n S t u d e n r A s s o c i a r i o nil n
.
l r i g h s c h o o l . catron, were preparing
ur.. had a n d t h e c a p t a i no f h e r . s o c c e tr e a m i n i o t h her to be a corporate
h i g h leader. Ar college Lee majored in
denon- school and college. She also orgrnizecl iuformation
, fooa s y s t e m s a n d b u s i n e s s a d m i n i s t r a t i o n '
(continucrrt
30 cHAprER1 / THENATURE
ANDtMpoRTANcE
oF LEADERSHTp

's
L e e f i r s t p o s i t i o n i r r i r r d t r s t r rr ra s a h u s i n c s s her nov employer. At the outsetl she reminde:
r n a l v s t n t I m c d i u n r - s i z ec o n s u l t i r r gf i r r n t l r a t h e r n c u l n a n a g e rl r r d l e r n r l c a d c r l h a t s l r c
1.1...
h e l p c dc l i e r r r si n r p l e r n e n [t a r g c - s c . r s. llcs t c m ss r r c h t b r r e . i t h c m a r r r g e r i a lr o u t c t o r - c r r r a i r r i ni g n:
r s e u r c l p r i s cs o f i r r a r e .S h e e x p l a i n e dt o l r c l t e r r r r t c c h n i c , p r lo s i r i o r rA. J i o ' s i r r n o n r h so f h a r d n o r * .
l e a d e rr t t h e o r r l s e tt h . r t s h c n . r n t c d t o b e p l l c c d Lec looked fornald ro her firsr ficrmal per-lb:-
oD a rnJllirgelncnttt'rrcl(rJtlter Lllxlt rr tcchrrical n r J l r c ec v i r l u . l r i o r rH. c l t e l m l e a d e ri-n l b r - m e dl r c :
t r a c kb e c r u s es h ee s p i l c dt o h c c o m i n ga c o r p o r a f c t l r a r l r c r p e r f b l m a n c cr r . r sl r c f t e rt h a u a r c r a g c .h u :
exccutivc. Lee's term leirder explained, .,Jen, I s h o r t o [ o u t s t e r r d i n g L. e e a s l < e ldo r r n e r p l . r n a t i o : -
Itnon lorr lrc in a hurrl'to geralrcadL . o r so f c a p a of rrhv her perfonnarlce \vas not considered out-
ble peoplelre looltirrgro r-[irnbtlre ladder..Brrrtou s t r n d i n g .S h ei u l b r r n e dl r c r r e a ml e r d c ra r r dr n a n -
f i r s t h n c t o b u i l d v o u r c x l . e ebr 1 p r o r i n g t h a t v o u a g e r , " l r r e c d r n o u t s t r l t d i l l g r a t i n g t o h c l p m .
arcan outstandirrg an.rlvst." l c h i c r c n r l g o a l o l ' b c c o r n i r r g, r l c . r d e r i r r o L r :
L c e r h o u g h t . " l r l o o l < sl i l < er h e c o l n p . r n \ n . )x)' a'nmnan\/
r r e e da l i t t l c c o n l i n c i r r gr h l t I ' m l e . r d e r s h im p ate- The manager replied, "Our performancc eval-
r i a l , s o I ' n r g o i r r g r o d i g i r r a u d p c r f . o r ml i l < ea uations are based orr yepl contribution to the
s t a r . "A r t l L c c d i d d i g i n . m t r c h r o r h c p l e a s t r r o e l ' companv. We care much lcss about r.vriting per-
l r c r c l i c n t s ,h e r t c l m l c r d c r , . r n d l r e r c o r r o r l < c r - s .fbrmance evaluations to help a senior business
H e r f i r s t l b r r p c r f o r r r r a r r clep p r a i s l l s n . c r e o u t - r r u a l y ' s tr e r i c l r h e r c r r e c r g o r l s . B e s i d e s ,
Jcrr.
s t a r r d i n gv, e r t h e c ( ) r n p a n )n a s s t i l l n o t r . c r r d tvo V o r . r ' \ cn r t d c
1 ' O r rpI o i n t e r r o r r g hl b t l u t r r a n t i n s
p r u m o t c J c nt o e t e l m l c r d e r p o s i t i o r r L . e e ' st c a r n t o b e a l e r . l c r i r r o u r f i r ' m .L c t v o u r p e r l o r m a r r c c
l e a d c r e r p l a i n c d , " B o b l t h e r c r r n l c a d c r ' sn r a r r - s p e r l <f b r i r s e l t . "
a g e r l a r r d I b o r h a g r e er h a t 1 ' o r ra r e c l c , i n ga n o u r - Thrt cveuing.fcrr rnet rr ith her fiancc.Kenrrerlr.
s t a n d i r r gj o b , b u t p r o m ( ) t i o n \; r r eh a r d t o c o r n cb v to discusshcr dilemnr.r.. "The problem, I(err.is rhar
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