Organizational Leadership
McGraw−Hill Primis
ISBN: 0−390−63100−0
Text:
Leadership, Fifth Edition
Hughes−Ginnett−Curphy
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Organizational
Leadership
Contents
Hughes−Ginnett−Curphy
• Leadership, Fifth Edition

Hughes−Ginnett−Curphy:
Leadership, Fifth Edition
I. Leadership is a Process,
Not a Position
Introduction
1
© The McGraw−Hill
Companies, 2005
Leadership Is a
Process, Not a Position
1
Part
If any single idea is central to this book, it is that leadership is a process, not a position.
The entire first part of the book explores that idea. One is not a leader—except perhaps
in name only—merely because one holds a title or position. Leadership involves
something happening as a result of the interaction between a leader and followers.
In Chapter 1 we define leadership and explore its relationship to concepts such
as management and followership. We also suggest that better leadership is
something for which everyone shares responsibility. In Chapter 2 we discuss
how leadership involves complex interactions between the leader, the followers,
and the situation they are in. We also present an interactional framework for
conceptualizing leadership which becomes an integrating theme throughout the
rest of the book. Chapter 3 looks at how we can become better leaders by profiting
more fully from our experiences, which is not to say that either the study or the
practice of leadership is simple. Part I concludes with a chapter examining basic
concepts and methods used in the scientific study of leaders and leadership.
Leader
Leadership
Followers Situation
Hughes−Ginnett−Curphy:

wreckage. With the passing of several weeks and no sign of rescue in sight, the re-
maining passengers decided to mount several expeditions to determine the best
way to escape. The most physically fit were chosen to go on the expeditions, as the
thin mountain air and the deep snow made the trips extremely taxing. The results
of the trips were both frustrating and demoralizing; the expeditionaries determined
they were in the middle of the Andes mountains, and walking out to find help was
believed to be impossible. Just when the survivors thought nothing worse could
possibly happen, an avalanche hit the wreckage and killed several more of them.
The remaining survivors concluded they would not be rescued and their only
hope was for someone to leave the wreckage and find help. Three of the fittest
passengers were chosen for the final expedition, and everyone else’s work was
Hughes−Ginnett−Curphy:
Leadership, Fifth Edition
I. Leadership is a Process,
Not a Position
1. Leadership is Everyone’s
Business
3
© The McGraw−Hill
Companies, 2005
4 Part One Leadership Is a Process, Not a Position
directed toward improving the expedition’s chances of success. The three expe-
ditionaries were given more food and were exempted from routine survival ac-
tivities; the rest spent most of their energies securing supplies for the trip. Two
months after the plane crash, the expeditionaries set out on their final attempt to
find help. After hiking for 10 days through some of the most rugged terrain in the
world, the expeditionaries stumbled across a group of Chilean peasants tending
cattle. One of the expeditionaries stated, “I come from a plane that fell in the
mountains. I am Uruguayan . . .” Eventually, 14 other survivors were rescued.
When the full account of their survival became known, it was not without contro-

and critically evaluates a number of leadership theories and research articles, and also
offers practical advice on how to be a better leader. This book is designed to fill the
gap between books that provide excellent summaries of leadership research but little
practical advice on how to be a better leader and those that are not based on theory or
research but primarily offer just one person’s views on how to be a better leader (e.g.,
“how to” books, memoirs).
Lives of great men all remind us
We can make our lives sublime
And, departing, leave behind us
Footprints on the sands of time.
Henry Wadsworth Longfellow
Hughes−Ginnett−Curphy:
Leadership, Fifth Edition
I. Leadership is a Process,
Not a Position
1. Leadership is Everyone’s
Business
4
© The McGraw−Hill
Companies, 2005
Three Leaders
One way we will bridge that gap between leadership research and more personalized
accounts of leadership will be through personal glimpses of individual leaders.
Dozens of different leaders are mentioned illustratively throughout the text, but three
particular individuals will be a continuing focus across many chapters. They are Colin
Powell, Peter Jackson, and Aung San Suu Kyi. Let us introduce you to them now.
Colin Powell
Until 2005, Colin Powell has been the United States secretary of state. No African
American has ever held a higher position in the U.S. government. He is also a for-
mer chairman of the Joint Chiefs of Staff, the highest-ranking officer in the U.S.

do it justice he obviously did. What was it about
the “Sultan of Splatter’s” leadership that gave
others such confidence in his ability to make one
Chapter 1 Leadership Is Everyone’s Business 5
The halls of fame are open wide and
they are always full. Some go in by
the door called “push” and some by
the door called “pull.”
Stanley Baldwin,
British prime minister in 1930s
Hughes−Ginnett−Curphy:
Leadership, Fifth Edition
I. Leadership is a Process,
Not a Position
1. Leadership is Everyone’s
Business
5
© The McGraw−Hill
Companies, 2005
6 Part One Leadership Is a Process, Not a Position
of the biggest and best movies of all time? What gave him the confidence to even
try it? And what made others want to share in his vision? We’ll see.
Aung San Suu Kyi
In 1991 Suu Kyi already had spent two years under house arrest in Burma for “en-
dangering the state.” That same year she won the Nobel Prize for Peace. Like Nel-
son Mandela, Suu Kyi stands as an international symbol of heroic and peaceful
resistance to government oppression.
Until the age of 43, Suu Kyi led a relatively quiet existence in England as a pro-
fessional working mother. Her life changed dramatically in 1988 when she re-
turned to her native country of Burma to visit her sick mother. That visit occurred

been defined. Leadership researchers have defined leadership in
many different ways:
Remember the difference between a
boss and a leader: a boss says,
“Go!”—a leader says, “Let’s go!”
E. M. Kelly
Hughes−Ginnett−Curphy:
Leadership, Fifth Edition
I. Leadership is a Process,
Not a Position
1. Leadership is Everyone’s
Business
6
© The McGraw−Hill
Companies, 2005
• The process by which an agent induces a subordinate to behave in a desired
manner (Bennis, 1959).
• Directing and coordinating the work of group members (Fiedler, 1967).
• An interpersonal relation in which others comply because they want to, not be-
cause they have to (Merton, 1969).
• Transforming followers, creating visions of the goals that may be attained, and
articulating for the followers the ways to attain those goals (Bass, 1985; Tichy &
Devanna, 1986).
• The process of influencing an organized group toward accomplishing its goals
(Roach & Behling, 1984).
• Actions that focus resources to create desirable opportunities (Campbell, 1991).
• The leader’s job is to create conditions for the team to be effective (Ginnett,
1996).
• The ends of leadership involve getting results through others, and the means of
leadership involve the ability to build cohesive, goal-oriented teams. Good lead-

Hughes−Ginnett−Curphy:
Leadership, Fifth Edition
I. Leadership is a Process,
Not a Position
1. Leadership is Everyone’s
Business
7
© The McGraw−Hill
Companies, 2005
8 Part One Leadership Is a Process, Not a Position
them. Similarly, Campbell used the phrase desirable opportunities precisely to dis-
tinguish between leadership and tyranny.
All considered, we believe the definition provided by Roach and Behling (1984)
to be a fairly comprehensive and helpful one. Therefore, this book also defines
leadership as “the process of influencing an organized group toward accomplish-
ing its goals.” There are several implications of this definition which are worth fur-
ther examination.
Leadership Is Both a Science and an Art
Saying leadership is both a science and an art emphasizes the subject of leadership
as a field of scholarly inquiry, as well as certain aspects of the practice of leader-
ship. The scope of the science of leadership is reflected in the num-
ber of studies—approximately 8,000—cited in an authoritative
reference work, Bass & Stogdill’s Handbook of Leadership: Theory, Re-
search, & Managerial Applications (Bass, 1990). However, being an
expert on leadership research is neither a necessary nor a sufficient
condition for being a good leader. Some managers may be effective
leaders without ever having taken a course or training program in
leadership, and some scholars in the field of leadership may be rel-
atively poor leaders themselves.
This is not to say that knowing something about leadership research is irrele-

be a hero must not content himself
with heroic virtues and anonymous
action. He must talk and explain as
he acts—drama.
William Allen White,
American writer and editor,
Emporia Gazette
Hughes−Ginnett−Curphy:
Leadership, Fifth Edition
I. Leadership is a Process,
Not a Position
1. Leadership is Everyone’s
Business
8
© The McGraw−Hill
Companies, 2005
rights movement of the 1960s. It was a movement based on emotions as well as on
principles. Dr. Martin Luther King, Jr., inspired many people to action; he touched
people’s hearts as well as their heads.
Aroused feelings, however, can be used either positively or negatively, con-
structively or destructively. Some leaders have been able to inspire others to deeds
of great purpose and courage. On the other hand, as images of Adolf Hitler’s mass
rallies or present-day angry mobs attest, group frenzy can readily become group
mindlessness. As another example, emotional appeals by the Reverend Jim Jones
resulted in approximately 800 of his followers volitionally committing suicide.
The mere presence of a group (even without heightened emotional levels) can
also cause people to act differently than when they are alone. For example, in air-
line cockpit crews, there are clear lines of authority from the captain down to the
first officer (second in command) and so on. So strong are the norms surrounding
the authority of the captain that some first officers will not take control of the air-

Chapter 1 Leadership Is Everyone’s Business 9
If you want some ham, you gotta go
into the smokehouse.
Huey Long,
Governor of Louisiana
Hughes−Ginnett−Curphy:
Leadership, Fifth Edition
I. Leadership is a Process,
Not a Position
1. Leadership is Everyone’s
Business
9
© The McGraw−Hill
Companies, 2005
10 Part One Leadership Is a Process, Not a Position
• Managers have a short-term view; leaders, a long-term view.
• Managers ask how and when; leaders ask what and why.
• Managers imitate; leaders originate.
• Managers accept the status quo; leaders challenge it.
Zaleznik (1974, 1983) goes so far as to say these differences reflect
fundamentally different personality types, that leaders and man-
agers are basically different kinds of people. He says some people
are managers by nature; other people are leaders by nature. This is not
at all to say one is better than the other, only that they are different.
Their differences, in fact, can be quite useful, since organizations
typically need both functions performed well in order to be suc-
cessful. For example, consider again the civil rights movement in
the 1960s. Dr. Martin Luther King, Jr., gave life and direction to the civil rights
movement in America. He gave dignity and hope of freer participation in our na-
tional life to people who before had little reason to expect it. He inspired the world

Long John Silver,
in Robert Louis Stevenson’s
Treasure Island
Hughes−Ginnett−Curphy:
Leadership, Fifth Edition
I. Leadership is a Process,
Not a Position
1. Leadership is Everyone’s
Business
10
© The McGraw−Hill
Companies, 2005
Chapter 1 Leadership Is Everyone’s Business 11
Source: © Tribune Media Services. All rights reserved. Reprinted with permission.
Hughes−Ginnett−Curphy:
Leadership, Fifth Edition
I. Leadership is a Process,
Not a Position
1. Leadership is Everyone’s
Business
11
© The McGraw−Hill
Companies, 2005
12 Part One Leadership Is a Process, Not a Position
position or role; followers are part of the leadership process, too. In recent years,
both practitioners and scholars have emphasized the relatedness of leadership
and followership. As Burns (1978) observed, the idea of “one-man leadership” is
a contradiction in terms.
Thus, the question What is leadership? cannot be separated from the question
What is followership? There is no simple line dividing them; they merge. The rela-

FIGURE 1.2
The
leadership/
followership
Möbius strip.
L
e
a
d
e
r
s
h
i
p
F
o
l
l
o
w
e
r
s
h
i
p
He who would eat the fruit must
climb the tree.
Scottish proverb

The Stateliness of Charles de Gaulle
Highlight 1.1
Certain men have, one might almost say from birth,
the quality of exuding authority, as though it were a
liquid, though it is impossible to say precisely of what
it consists. In his fascinating book Leaders, former
president Richard Nixon described the French presi-
dent Charles de Gaulle as one of the great leaders he
had met. Following are several aspects of de Gaulle’s
leadership based on Nixon’s observations.
• He conveyed stately dignity. De Gaulle had a res-
olute bearing that conveyed distance and superi-
ority to others. He was at ease with other heads of
state but never informal with anyone, even close
friends. His tall stature and imperious manner con-
veyed the message he was not a common man.
• He was a masterful public speaker. He had a deep,
serene voice and a calm, self-assured manner. He
used the French language grandly and eloquently.
According to Nixon, “He spoke so articulately and
with such precision that his message seemed to
resonate apart from his words” (p. 59).
• He played the part. De Gaulle understood the role
of theater in politics, and his meetings with the
press (a thousand at a time!) were like audiences
with royalty. He staged them in great and ornate
halls, and he deftly crafted public statements that
would be understood differently by different
groups. In one sense, perhaps, this could be seen
as a sort of falseness, but that may be too narrow

be a leader. To paraphrase John Fitzgerald Kennedy, we all can make a difference
and each of us should try. However, this book is more than an exhortation for each
of us to play a more active leadership role on the various stages of our lives. It is
a review of what is known about leadership from available research, a review we
hope is presented in a way that will foster leadership development. We are all
more likely to make the kind of difference we want if we understand what lead-
ership is and what it is not, how you get it, and what improves it (see Highlight
1.2 for a contrasting view of how much of a difference leaders really make). To-
ward that end, we will look at leaders on both the large and the small stages of life
throughout the book. We will look at leaders on the world stage like Powell, Jack-
son, and Suu Kyi; and we will look at leaders on those smaller stages closer to
home like principals, coaches, and managers at the local store. You also might
want to see Highlight 1.3 for a listing of women leaders throughout history from
many different stages.
The Romance of Leadership
Highlight 1.2
This text is predicated on the idea that leaders can
make a difference. Interestingly, though, while peo-
ple in the business world generally agree, not all
scholars do.
People in the business world attribute much of a
company’s success or failure to its leadership. One
study counted the number of articles appearing in The
Wall Street Journal that dealt with leadership and
found nearly 10 percent of the articles about repre-
sentative target companies addressed that company’s
leadership. Furthermore, there was a significant posi-
tive relationship between company performance and
the number of articles about its leadership; the more
a company’s leadership was emphasized in The Wall

Myths That Hinder Leadership Development
Few things pose a greater obstacle to leadership development than certain un-
substantiated and self-limiting beliefs about leadership. Therefore, before we be-
gin examining what leadership and leadership development are in more detail,
we will consider what they are not. We will examine several beliefs (we call them
myths) that stand in the way of fully understanding and developing leadership.
Myth: Good Leadership Is All Common Sense
At face value, this myth says one needs only common sense to be a good leader. It
also implies, however, that most if not all of the studies of leadership reported in
Chapter 1 Leadership Is Everyone’s Business 15
Women and Leadership: A Few Women Leaders throughout History
Highlight 1.3
1429 Joan of Arc is finally granted an audience
with Charles the Dauphin of France and
subsequently captains the army at the siege of
Orleans.
1492 Queen Isabella of Spain finances
Columbus’s voyage to the New World.
1638 Religious dissident Anne Hutchinson leads
schismatic group from Massachusetts Bay Colony
into wilderness and establishes Rhode Island.
1803–1806 Sacajawea leads the Lewis and Clark
expedition.
1837 Educator Mary Lyons founds Mount
Holyoke Female Seminary (later Mount Holyoke
College), the first American college exclusively
for women.
1843 Dorothea Dix reports to Massachusetts
legislature on treatment of criminally insane,
resulting in a significant reform of American

minister of Pakistan.
1991 Aung San Suu Kyi wins Nobel Prize for
Peace.
1994 Christine Todd Whitman becomes
governor of New Jersey, later appointed to
cabinet by President Bush in 2001.
1996 Madeleine Albright is appointed U.S.
secretary of state.
Source:
Originally adapted from the Colorado Education
Association Journal, February–March 1991. Based on
original work by the Arts and Entertainment Network.
Hughes−Ginnett−Curphy:
Leadership, Fifth Edition
I. Leadership is a Process,
Not a Position
1. Leadership is Everyone’s
Business
15
© The McGraw−Hill
Companies, 2005
16 Part One Leadership Is a Process, Not a Position
scholarly journals and books only confirm what anyone with common sense al-
ready knows.
The problem, of course, is with the ambiguous term common sense. It implies a
common body of practical knowledge about life that virtually any reasonable per-
son with moderate experience has acquired. A simple experiment, however, may
convince you that common sense may be less common than you think. Ask a few
friends or acquaintances whether the old folk wisdom “Absence makes the heart
grow fonder” is true or false. Most will say it is true. After that ask a different group

Effective leadership must be something more than just common sense.
Myth: Leaders Are Born, Not Made
Some people believe being a leader is either in one’s genes or not; others believe
that life experiences mold the individual, that no one is born a leader. Which view
is right? In a sense, both and neither. Both views are right in the sense that innate
factors as well as formative experiences influence many sorts of behavior, includ-
ing leadership. Yet both views are wrong to the extent they imply leadership is ei-
Never reveal all of yourself to other
people; hold back something in
reserve so that people are never
quite sure if they really know you.
Michael Korda,
Author, editor
Hughes−Ginnett−Curphy:
Leadership, Fifth Edition
I. Leadership is a Process,
Not a Position
1. Leadership is Everyone’s
Business
16
© The McGraw−Hill
Companies, 2005
ther innate or acquired; what matters more is how
these factors interact. It does not seem useful, we
believe, to think of the world as composed of two
mutually exclusive types of people, leaders and
nonleaders. It is more useful to address the ways
in which each person can make the most of lead-
ership opportunities he or she faces.
It may be easier to see the pointlessness of ask-

mutually exclusive or antagonistic. In fact, they
complement each other. Rather than ask whether
leadership develops from formal study or from
real-life experience, it is better to ask what kind
of study will help students learn to discern criti-
cal lessons about leadership from their own ex-
perience. Approaching the issue in such a way
Chapter 1 Leadership Is Everyone’s Business 17
If you miss seven balls out of ten,
you’re batting three hundred and
that’s good enough for the Hall of
Fame. You can’t score if you keep
the bat on your shoulder.
Walter B. Wriston,
Chairman of Citicorp,
1970–1984
Progress always involves risks. You
can’t steal second base and keep
your foot on first.
Frederick B. Wilcox
Hughes−Ginnett−Curphy:
Leadership, Fifth Edition
I. Leadership is a Process,
Not a Position
1. Leadership is Everyone’s
Business
17
© The McGraw−Hill
Companies, 2005
18 Part One Leadership Is a Process, Not a Position

chapters in Part II focus on the leader, beginning with an examina-
tion of the issues of power and influence, then of ethics, values, and attitudes.
Other chapters look at theories and research concerning the leader: how good and
bad leaders differ in personality, intelligence, creativity, and behavior. Part II con-
cludes by looking at charismatic leadership. Part III primarily focuses on the fol-
lowers; it summarizes the research and provides practical advice on such topics as
motivating subordinates and using delegation. Part IV examines how the situation
affects the leadership process. Part V looks at several dozen specific leadership
skills, including practical advice about handling specific leadership challenges.
While Part V represents in one sense the “end” of the book, you may want to start
reading about and practicing some of the skills right now.
Nurture your mind with great
thoughts. To believe in the heroic
makes heroes.
Benjamin Distaeli,
British prime minister, 1874–1880
Hughes−Ginnett−Curphy:
Leadership, Fifth Edition
I. Leadership is a Process,
Not a Position
1. Leadership is Everyone’s
Business
18
© The McGraw−Hill
Companies, 2005
Summary
Chapter 1 Leadership Is Everyone’s Business 19
Key Terms
1. We say leadership involves influencing organized groups toward goals. Do
you see any disadvantages to restricting the definition to organized groups?

out followers, and followership is an easily neglected component of the leader-
ship process. Leadership is everyone’s business and everyone’s responsibility.
Finally, learning certain conceptual frameworks for thinking about leadership
can be helpful in making your own on-the-job experiences a particularly valuable
part of your leadership development. Thinking about leadership can help you
become a better leader than you are right now.
Hughes−Ginnett−Curphy:
Leadership, Fifth Edition
I. Leadership is a Process,
Not a Position
1. Leadership is Everyone’s
Business
19
© The McGraw−Hill
Companies, 2005
6. Would you consider it a greater compliment for someone to call you a good
manager or a good leader? Why? Do you believe you can be both?
7. Do you believe leadership can be studied scientifically? Why or why not?
8. To the extent leadership is an art, what methods come to mind for improving
one’s “art of leadership”?
Activity
Describe the best leader you have personally known, or a favorite leader from
history, a novel, or a movie.
Minicase
“Richard Branson Shoots for the Moon”
The Virgin Group is the umbrella for a variety of business ventures ranging from
air travel to entertainment. With close to 200 companies in over 30 countries, it is
one of the largest companies in the world. At the head of this huge organization
is Richard Branson. Branson founded Virgin over 30 years ago and has built the
organization from a small student magazine to the multibillion-dollar enterprise

1. Leadership is Everyone’s
Business
20
© The McGraw−Hill
Companies, 2005
Chapter 1 Leadership Is Everyone’s Business 21
highlights of the Virgin Group—all this while Branson has attempted to break
world speed records for crossing the Atlantic Ocean by boat and by hot air balloon.
As you might guess, Branson’s approach is nontraditional—he has no giant cor-
porate office or staff and few if any board meetings. Instead, he keeps each enter-
prise small and relies on his skills of empowering people’s ideas to fuel success.
When a flight attendant from Virgin Airlines approached him with her vision of a
wedding business, Richard told her to go do it. He even put on a wedding dress
himself to help launch the publicity. Virgin Brides was born. Branson relies heav-
ily on the creativity of his staff—he is more a supporter of new ideas than a creator
of them. He encourages searches for new business ideas everywhere he goes and
even has a spot on the Virgin Website called “Got a Big Idea?”
In December 1999, Richard Branson was awarded a knighthood in the Queen’s
Millennium New Year’s Honours List for “services to entrepreneurship.” What’s
next on Branson’s list? He recently announced that Virgin was investing money in
“trying to make sure that, in the not too distant future, people from around the
world will be able to go into space.” Not everyone is convinced that space tourism
can become a fully fledged part of the travel industry, but with Branson behind the
idea it just may fly.
1. Would you classify Richard Branson as a manager or a leader? What qualities
distinguish him as one over the other?
2. As mentioned earlier in this chapter, followers are part of the leadership process.
Describe the relationship between Branson and his followers.
3. Identify the myths of leadership development that Richard Branson’s success
helps to disprove.

ness, athletics, and the military. Sometimes scholars have done this systematically
by studying good leaders as a group (see Bennis & Nanus, 1985; Astin & Leland,
1991), and sometimes they have done this more subjectively, drawing lessons
about leadership from the behavior or character of an individual leader such as
Martin Luther King, Jr., Bill Gates, or Hillary Clinton. The latter approach is simi-
lar to drawing conclusions about leadership from observing individuals in one’s