2. S.J. Zaccaro, J.A. Gilbert, K.K. Thor, and M.D. Mumford, “Leadership and Social Intelligence: Linking Social Perspectiveness and Behavioral Flexibility to Leader Effectiveness,” Leadership Quarterly 2, no. 4 (1991): 317–342.
3. S.J. Zaccaro, R.J. Foti, and D.A. Kenny, “Self-Monitoring and Trait-Based Variance in Leadership: An Investigation of Leader Flexibility Across Multiple Group Situations,” Journal of Applied Psychology 76, no. 2 (1991): 308–315.
4. G. Yukl and R. Mahsud, “Why Flexible and Adaptive Leadership Is Essential,” Consulting Psychology Journal: Practice and Research 62, no. 2 (2010): 81–93.
5. K.M. Eisenhardt, “Making Fast Strategic Decisions in High-Velocity Environments,” Academy of Management Journal 32, no. 3 (1989): 543–576.
CHAPTER 8: INFLUENCE WITH INTEGRITY
1. Adapted from C. Anderson, S.E. Spataro, and F.J. Flynn, “Personality and Organizational Culture as Determinants of Influence,” Journal of Applied Psychology 93, no. 3 (2008): 702–710.
2. H.G. Enns and D.B. McFarlin, “When Executives Influence Peers: The Role of Target Assessment, Preparation, and Tactics,” Human Resource Management 44, no. 3 (2005): 257–278.
3. The researchers drew on the influence tactics and definitions offered by G. Yukl in Leadership in Organizations, 5th ed. (Englewood Cliffs, NJ: Prentice Hall, 2002).
4. A.W. Joshi, “Salesperson Influence on Product Development: Insights from a Study of Small Manufacturing Organizations,” Journal of Marketing 74, no. 1 (2010): 94–107.
5. S.A. Furst and D.M. Cable, “Employee Resistance to Organizational Change: Managerial Influence and Leader-Member Exchange,” Journal of Applied Psychology 93, no. 2 (2008): 453–462.
6. A.W. Joshi, “Salesperson Influence on Product Development.”
7. R.C. Sinclaire, S.E. Moore, M.M. Mark, A.S. Soldat, and C.A. Lavis, “Incidental Moods, Source Likeability, and Persuasion: Liking Motivates Message Elaboration in Happy People,” Cognition and Emotion 24, no. 6 (2010): 940–961.
8. See, for example, “Practice One: Model the Way” in the sixth edition of Kouzes and Posner’s international bestseller The Leadership Challenge (San Francisco: Jossey-Bass, 2017).
9. B.Z. Posner, “Another Look at the Impact of Personal and Organizational Values Congruency,” Journal of Business Ethics 97, no. 4 (2010): 535–541. This study was a replication of earlier work by Posner and W.H. Schmidt, “Values Congruence and Differences Between the Interplay of Personal and Organizational Value Systems,” Journal of Business Ethics 12, no. 5 (1993): 341–347. The 2010 study was done to determine if the findings of the earlier study were still valid, given new economic realities and changing human resource assumptions.
10. L. Chou, A. Wang, T. Wang, M. Huang, and B. Cheng, “Shared Work Values and Team Member Effectiveness: The Mediation of Trustfulness and Trustworthiness,” Human Relations 61, no. 12 (2008): 1713–1742.
11. S.A. Furst et al., “Employee Resistance to Organizational Change.”
12. R.van Dijk (Newton) and R. van Dick, “Navigating Organizational Change: Change Leaders, Employee Resistance and Work-Based Identities,” Journal of Change Management 9, no. 2 (2009): 143–163.
13. B. Caillaud and J. Tirole, “Consensus Building: How to Persuade a Group,” American Economic Review 97, no. 5 (2007): 1877–1900.
14. L.K. Lian and L.G. Tui, “Leadership Styles and Organizational Citizenship Behavior: The Mediating Effect of Subordinates’ Competence and Downward Influence Tactics,” Journal of Applied Business and Economics 13, no. 2 (2012): 59–96.
15. J.L. Jensen, “Getting One’s Way in Policy Debates: Influence Tactics Used in Group Decision-Making Settings,” Public Administration Review 67, no. 2 (2007): 216–227.
16. A. Pentland, “The Water Cooler Effect,” Psychology Today, November 22, 2009, https://www.psychologytoday.com/blog/reality-mining/200911/the-water-cooler-effect.
17. H.G. Enns et al., “When Executives Influence Peers.”
18. M.B. Wadsworth and A.L. Blanchard, “Influence Tactics in Virtual Teams,” Computers in Human Behavior 44 (2015): 386–393.
CHAPTER 9: THE JOINT ADVENTURER
1. Section subtitle from J. O’Toole, J. Galbraith, and E.E. Lawler III, “The Promise and Pitfalls of Shared Leadership: When Two (or More) Heads Are Better Than One,” in Shared Leadership: Reframing the Hows and Whys of Leadership, eds. C.L. Pearce and J.A. Conger (Thousand Oaks, CA: Sage Publications, Inc., 2003).
2. A.Y. Ou, A.S. Tsui, A.J. Kinicki, D.A. Waldman, Z. Xiao, and L.J. Song, “Humble Chief Executive Officers’ Connections to Top Management Team Integration and Middle Managers’ Responses,” Administrative Science Quarterly 59, no. 1 (2014): 34–72.
3. A.Y. Ou, D.A. Waldman, and S.J. Peterson, “Do Humble CEOs Matter? An Examination of CEO Humility and Firm Outcomes,” Journal of Management 44, no. 3 (2018): 1147–1173.
4. A.Y. Ou et al., “Humble Chief Executive Officers’ Connections.”
5. For an excellent resource on the power and benefits of collaboration, see H.K. Gardner, Smart Collaboration: How Professionals and Their Firms Succeed by Breaking Down Silos (Boston, MA: Harvard Business Review Press, 2016).
6. M.D. Ensley, K.M. Hmieleski, and C.L. Pearce, “The Importance of Vertical and Shared Leadership Within New Venture Top Management Teams: Implications for the Performance of Startups,” Leadership Quarterly 17, no. 3 (2006): 217–231.
7. See, for example, A. Seers, “Better Leadership Through Chemistry: Toward a Model of Emergent Shared Team Leadership,” in Advances in Interdisciplinary Studies of Work Teams: Team Leadership, vol. 3, ed. M.M. Beyerlein and D.A. Johnson (Greenwich, CT: JAI Press, 1996), 145–172; and A. Seers, T. Keller, and J.M. Wilkerson, “Can Team Members Share Leadership? Foundations in Research and Theory,” in Shared Leadership: Reframing the Hows and Whys of Leadership, 77–102.
8. See, for example, D.E. Yeatts and C. Hyten, High-Performing Self-Managed Work Teams: A Comparison of Theory to Practice (Thousand Oaks, CA: Sage Publications, Inc., 1998).
9. See, for example, C. Manz and H.P. Sims, Business Without Bosses: How Self-Managing Teams Are Building High-Performance Companies (New York: Wiley, 1993).
10. See, for example, C.L. Pearce and H.P. Sims, “Vertical versus Shared Leadership as Predictors of the Effectiveness of Change Management Teams: An Examination of Aversive, Directive, Transactional, Transformational, and Empowering Leader Behaviors,” Group Dynamics: Theory, Research, and Practice 6, no. 2 (2002): 172–197.
11. See, for example, J.B. Carson, P.E. Tesluk, and J.A. Marrone, “Shared Leadership in Teams: An Investigation of Antecedent Conditions and Performance,” Academy of Management Journal 50, no. 5 (2007): 1217–1234.
12. Passenger traffic information from Dubai Airports Media Centre, http://www.dubaiairports.ae/corporate/media-centre/fact-sheets/detail/dubai-airports, July 22, 2018. Number of employees as of date of interview in 2014.
13. J. O’Toole et al., “The Promise and Pitfalls of Shared Leadership.”
14. This section was adapted from R. Newton, “Collaborate Across Teams, Silos and Even Companies,” Harvard Business Review, July 25, 2014, https://hbr.org/2014/07/collaborate-across-teams-silos-and-even-companies.
15. This section was adapted from R. Newton, “How to Co-Lead a Team,” Harvard Business Review, July 14, 2015, https://hbr.org/2015/07/how-to-co-lead-a-team.
16. This section was adapted from R. Newton, “Strategies for Working Smoothly with Your Peers,” Harvard Business Review, June 11, 2015, https://hbr.org/2015/06/strategies-for-working-smoothly-with-your-peers.
17. G. Barczak, F. Lassk, and J. Mulki, “Emotional Intelligence, Team Trust and Collaborative Culture,” Creativity and Innovation Management 19, no. 4 (2010): 332–345.
18. L. Huang and J.K. Murnighan, “What’s in a Name? Subliminally Activating Trust Behavior,” Organizational Behavior and Human
Decision Processes 111, no. 1 (2010): 62–70.
19. F. Chiocchio, D. Forgues, D. Paradis, and I. Iordanova, “Teamwork in Integrated Design Projects: Understanding the Effects of Trust, Conflict, and Collaboration on Performance,” Project Management Journal 42, no. 6 (2011): 78–91.
ABCDEFGHIJKLMNOPQRSTUVWXYZ
INDEX
The page numbers in this index refer to the printed version of this book. The link provided will take you to the beginning of that print page. You may need to scroll forward from that location to find the corresponding reference on your e-reader.
adapting your style, 157–80
and authenticity, 159–60
brevity and directness, 165–67
clarity, 166–67
and cognitive dissonance about others, 162–63
courage in, 171, 180
critique, 172–79
idea generation, 168–72
need for, 160–62
overview, 157–60
owning your preferences, 170–71, 179
pace, 163–68
practices for, 179–80
and vulnerability, 171
advice/opinions, articulating, 58–59, 70, 236n1
advocacy (focus on memorable messages), 58, 69–71, 80
aggression, 7
ambiguity reduction, 200–201
amygdala, 47
anxiety and nerves, 141–47, 156, 241n20
apprising, 189
Aristotle, 18, 128
arrogance, 120
authenticity
vs. being natural, 13–15, 86–97, 101, 158–60, 225
benefits of, 13
defined, 12–13
practice for building, 31
Bandura, Albert, 17–18
Barczak, Gloria, 219
Baseball Hall of Fame, 126–27
Berlin Wisdom Model, 128
body language
of the audience, reading, 97
eye contact, 96–98, 106
face freeze (restricted affect), 95, 106
facial expressions, 47, 95
focusing on slides or flip chart, 94
hand gestures, 93, 106
as nonverbal communication, 83–84
shifting weight/taking small steps, 92, 106
sitting/leaning in, 98–99
Boyatzis, Richard, 152–55
brain
facial expressions’ effects on, 47
and narrative vs. experiential focus, 143–44
regions linked to wisdom, 129–30
breathing, 144–45
Brewerton, Paul, 149
Brooks, Alison Wood, 146–47
Brosch, T., 5–6
Brown, Brené, 78
bullying, 7
Caillaud, Bernard, 195
calming yourself, 145–47
CALM Model of Leadership Coaching, 154
charisma. See connection over charisma
chemistry. See influence
coaching with compassion, 153–56
coalitions (forward influence), 195–97, 200
coercion, 7
cognitive dissonance about others, 162–63
collaboration, 205–21
advantages of, 205–6
challenges of, 212–15
commitment needed for, 213
vs. compromise, 207
confrontation in, 215–18
courage in, 207
vs. exclusiveness, 207
forced, 212
humility’s role in, 206, 220
in leadership, 208–12
practices for, 220–21
vs. silent competition, 217
success factors in, 210–12
trust needed for, 218–19, 221
vulnerability in, 208, 220, 225
as win-win or die, 207–8
comfort zone, 20–21, 147
communication
conversational flow, 75–76
powerful vs. powerless language, 84–86, 99–101
speaking speed, 87–88
verbal vs. nonverbal, 83–84, 88, 106
in virtual contexts (conference calls and email), 102–4, 200
Conchie, Barry, 148
confidence
courage over, xv, 2–3, 16–22, 27–28, 223
feeling bad about lack of, 183
inconsistent feelings of, 2–3, 16, 18–21
as inner strength, 16
instilling confidence in others, 24, 193
myth of, 2–3, 15–16, 223
needing more, 19–20
planning for development of, 21–22
as strength of belief, 17–18
in your message, 85, 104–5
confirmation bias, 40–42, 55, 235n8
conflict, 131, 215–18
Confucius, 128
Congleton, Christina, 138
connection over charisma, 27, 29, 33–55
charisma, defined, 39
charisma, myth of, 3, 38–46
and confirmation bias, 40–42, 55
emotions as influencing decisions, 37–38
and expertise as a trap, 43–44
and feeling better in “real life,” 53–54
and generosity of spirit, 35–38
intentionality in connecting, 34
lack of time for connecting, 42–43
making others feel comfortable, 33
by moving toward vs. away from away from people, 49–50
nonverbal messages, 50–51
overview, 33–35
practices for connection, 54–55
and silent messages of value, 46–52, 235n13
“space in the middle” conversations, 44–46
consulting, 193–94, 196, 200
content, 58, 72–79, 81
conversational flow, 75–76
coping and wisdom, 132, 240n28
courage
in adapting your style, 171, 180
behavioral integrity’s effects on, 21
to change, 104–5
in collaboration, 207
vs. the comfort zone, 20–21, 147
commitment to, 27
definition/components of, 16–17
developing, 18–22, 234n17
over confidence, xv, 2–3, 16–22, 27–28, 223
performance predicted by, 17
practice for building, 18–19, 31
Covey, Stephen: The 7 Habits of Highly Effective People, 121
credibility
experience needed for, 24–26
knowledge/expertise needed for, 22–24, 224–25
and positions of power, 26–27
self-doubt about, 22–27
Creswell, David, 112
critique, 172–79
Cuddy, Amy, 83–84
curiosity, 224
broad, 120–22, 133
and clarity, 79
commitment to, 39, 120
confirmation bias as hindering, 40–42
as embracing the unknown, 39–40
as motivation, 60–64
over certainty, 27
trait, 239n12
David, Susan, 138
defensiveness, 34, 216–17
developmental relationships/mentors, 127–28, 134
dominance, 7
Driven (Lawrence and Nohria), 60–61
drives, 60–61
See also motivation
Dubai Airports, 209–10
Dweck, Carol, 138–39
Eisenhardt, Kathleen, 166
emotional agility, 138
emotions
<
br /> decisions influenced by, 37–38
facial expressions used to interpret, 47
fear of public speaking, 142–43
and inspirational appeals, 189–91
positive emotional attractor (PEA), 154–55
vs. reason, 37–38
empathy, 36, 48, 200–201, 219
exchange, 189
executive functioning, 52
expertise
vs. collective knowledge, 24
credibility based on, 22–24, 224–25
as a trap, 43–44
facial expressions, 47
Farb, Norman, 144
Farquhar, Graham, 107
favors, 188–89
feedback, 100–101, 106
Flippen, Flip, 100–101
Galbraith, Jay, 211
Gardner, Heidi K., 208
generosity of spirit, 35–38
gratitude, 141, 156
gravitas
adverse, 6–8, 28, 46, 50, 140, 161
authentic, meaning of, 6
authentic vs. surface, 50, 107
charisma required for, myth of, 3, 224
confidence required for, myth of, 2–3, 15–16, 223
defined, xiv–xv, 4–5
desire for, xi–xiii
feeling undeserving of (see credibility)
as a gift, myth of, 2–3, 223
obstacles to (see gremlins)
potential for developing, 3–4
practices for building, 31
respect as a sign of, 23
shared, 205–6
trust as a sign of, 23
truths about, 28–30
as the value you bring, 5–6, 224
virtual, 102–4, 106, 200–202
gremlins, 135–56
calming yourself, 145–47
current-experience exercise, 144
Authentic Gravitas Page 27