Jay A. Conger

Ronald E. Riggio

Foreword by Bernard M. Bass

The Practiceof Leadership

Developing the Next Generationof Leaders

John Wiley & Sons, Inc.

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The Practice of Leadership

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The Kravis-de Roulet Leadership Conference

The Kravis-de Roulet Leadership conference, which began in1990, is an annual leadership conference funded jointly by anendowment from Henry R. Kravis and the de Roulet family. Thisperpetual funding, along with additional support from theKravis Leadership Institute and Claremont McKenna College,enables us to attract the finest leadership scholars and practitionersas conference presenters and participants. The 15th annualKravis-de Roulet Conference, Best Practices in Leadership, washeld February 2526, 2005.

The Kravis Leadership Institute

The Kravis Leadership Institute plays an active role in the devel-opment of young leaders via educational programs, research andscholarship, and the development of technologies for enhancingleadership potential.

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Jay A. Conger

Ronald E. Riggio

Foreword by Bernard M. Bass

The Practiceof Leadership

Developing the Next Generationof Leaders

John Wiley & Sons, Inc.

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Copyright 2007 by Jossey-Bass Inc., Publishers, 350 Sansome Street, San Francisco,California 94104.

All rights reserved. No part of this publication may be reproduced, stored in a retrievalsystem, or transmitted, in any form or by any means, electronic, mechanical, photocopy-ing, recording, or otherwise, without the prior written permission of the publisher.

Substantial discounts on bulk quantities of Jossey-Bass books are available to corporations, professional associations, and other organizations. For details anddiscount information, contact the special sales department at Jossey-Bass Inc.,Publishers (415) 4331740; Fax (800) 6052665.

For sales outside the United States, please contact your local Simon & SchusterInternational Office.

Library of Congress Cataloging-in-Publication Data

Conger, Jay Alden.The practice of leadership : developing the next generation of leaders /

Jay A. Conger.1st ed.p. cm.

Includes bibliographical references and index.ISBN-13: 978-0-7879-8305-5 (alk. paper)ISBN-10: 0-7879-8305-5 (alk. paper)

1. Leadership. I. Riggio, Ronald E. II. Title.HD57.7.C666 2006658.4'092dc22

2006031371

FIRST EDITION

HB Printing 10 9 8 7 6 5 4 3 2 1

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Contents

Foreword viiBernard M. Bass

About the Authors ix

Introduction 01Jay A. Conger and Ronald E. Riggio

Part One: Leadership Development and Selection 09

1 Best Practices in Leader Selection 11Ann Howard

2 Best Practices in Leadership Assessment 41Manuel London, James W. Smither, and Thomas Diamante

3 Shifting the Emphasis of Leadership Development:From Me to All of Us 64Patricia M. G. OConnor and David V. Day

4 Getting Leader Development Right: Competence Not Competencies 87Morgan W. McCall Jr. and George P. Hollenbeck

Part Two: The Tasks of the Leader 107

5 Best Practices in the Use of Proactive InfluenceTactics by Leaders 109Gary Yukl

6 Creating the Conditions for Success:Best Practices in Leading for Innovation 129Michael D. Mumford, Dawn L. Eubanks,and Stephen T. Murphy

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7 Best Practices in Ethical Leadership 150Craig E. Johnson

8 Best Practices in Team Leadership: What Team Leaders Do to Facilitate Team Effectiveness 172Kevin C. Stagl, Eduardo Salas, and C. Shawn Burke

Part Three: Leading the Organization 199

9 Best Practices in Leading Organizational Change:Workplace Recovery Following Major Organizational Transitions 201Mitchell Lee Marks

10 Best Practices in Leading at Strategic Levels:A Social Responsibility Perspective 224David A. Waldman

11 Best Practices in Corporate Boardroom Leadership 244Jay A. Conger

Part Four: Leading in Todays World 261

12 Best Practices in Leading under Crisis:Bottom-Up Leadership, or How to Be a Crisis Champion 263Ian I. Mitroff

13 Best Practices in Leading Diverse Organizations 277Lynn R. Offermann and Kenneth Matos

14 Best Practices in Cross-Cultural Leadership 300Mary B. Teagarden

15 Getting It Right: The Practice of Leadership 331Ronald E. Riggio and Jay A. Conger

Notes 345

Index 389

vi CONTENTS

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Foreword

In 1938, Kurt Lewin offered the widely quoted aphorism that therewas nothing as good for research as a good theory. In 1974, I addedthat there was nothing as bad for research as a bad theory. It also needsto be said that along with good theory about leadership we need goodpractice, and we need to know the difference between good practicesand bad practicesthe practices that Marvin Dunnette labeled man-agement fads and folderol. Conger and Riggio have made a signalcontribution with this discriminating collection of good leadershipand management practices among the diverse areas of leadership study:at the individual level are represented essays on assessment, competence,innovation, ethics, and proactive influence tactics. At the organizationallevel are presentations on organizational transitions, strategy and socialresponsibility, corporate boardroom leadership, crisis management,diversity in organizations, cross-cultural perspectives, team leadership,and doing the right things in the right way. The authors are all well-published contributors to the field.

With an estimated six thousand management and leadership prac-tice books published annuallysome grounded in good leadershipresearch, and unfortunately many others not so groundedit is timeto take stock of what we know and what we dont know about thegood, better, and best practices available for selection, development,and organizational improvement.

This book is based on a conference held at the Kravis LeadershipInstitute at Claremont McKenna College on February 2325, 2005. Itis one of a series of books based on conferences on leadership heldsince 1999.

Binghamton University BERNARD M. BASSDISTINGUISHED PROFESSOR

OF MANAGEMENT

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About the Authors

C. Shawn Burke is a research scientist at the Institute for Simulationand Training of the University of Central Florida. Dr. Burke has pub-lished more than forty articles and chapters and presented at morethan seventy peer-reviewed conferences. She is currently investigat-ing team adaptability and its corresponding measurement, multicul-tural team performance, leadership, and training of such teams.Dr. Burke earned her doctorate in industrial/organizational psychologyfrom George Mason University and serves as an ad hoc reviewer forHuman Factors, Leadership Quarterly, Human Resource Management,and Quality and Safety in Healthcare. She has coedited a book on adapt-ability and is coediting a book on advances in team effectivenessresearch.

Jay A. Conger holds the Henry R. Kravis Research Chair in LeadershipStudies at Claremont McKenna College. Author of many articles andbook chapters and twelve books, he researches executive leadership,organizational change, boards of directors, executive derailment, andleadership development. Recent books include Growing Your Com-panys Leaders: How Organizations Use Succession Management forCompetitive Advantage, Shared Leadership: Reframing the Hows andWhys of Leading Others (coauthored), Charismatic Leadership in Orga-nizations, and Corporate Boards: New Strategies for Adding Value at theTop (coauthored). He earned an MBA from the University of Virginia,and DBA from Harvard Business School. He was selected by BusinessWeek as the best professor to teach leadership to executives.

David V. Day is professor of organizational behavior in the Lee KongChian School of Business at the Singapore Management University.Day is also an adjunct research scientist with the Center for CreativeLeadership and a senior research consortium fellow with the U.S.Army Research Institute. His research interests focus on the develop-ment of leaders and leadership in organizations. He recently

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completed a project sponsored by the Army Research Institute todevelop an integrative theory of leader development for the U.S. Army.

Thomas Diamante is a consulting industrial psychologist at DOARLitigation Consulting in New York. Formerly vice president for cor-porate strategy and development at Merrill Lynchs Global SecuritiesResearch and Economics Division, he has held senior managementpositions at KPMG and Altria (Philip Morris). He received his PhDin psychology with an industrial and organizational specializationfrom the Graduate Center, City University of New York, and com-pleted postdoctoral training in clinical psychology. He is New YorkState licensed.

Dawn L. Eubanks is a doctoral candidate in the Industrial and Orga-nizational Psychology Program at the University of Oklahoma. Priorto joining the doctoral program at the University of Oklahoma sheworked as a business analyst at the Corporate Executive Board. Afterreceiving her MS degree in I-O psychology from University ofBaltimore, Dawn gained experience as a consultant at Watson WyattWorldwide, where she was involved with creation and analysis ofemployee satisfaction instruments.