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Essentials of Organizational behavior

Second Edition

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To T. K.

For keeping it real.

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Essentials of Organizational Behavior

An Evidence-Based Approach

Second Edition

Terri A. Scandura
University of Miami

Los Angeles
London

New Delhi
Singapore

Washington DC
Melbourne

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Copyright ? 2019 by SAGE Publications, Inc.

All rights reserved. No part of this book may be reproduced or utilized in any form or by
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FOR INFORMATION:

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Library of Congress Cataloging-in-Publication Data

Names: Scandura, Terri A., author. Title: Essentials of organizational behavior / Terri A. Scandura, University of
Miami.

Description: Second edition. | Thousand Oaks, California : SAGE, [2018] | Includes bibliographical references and
index.

Identifiers: LCCN 2017033151 | ISBN 9781506388465 (pbk. : alk. paper) Subjects: LCSH: Organizational change.

Classification: LCC HD58.8 .S293 2018 | DDC 352.3/67?dc23

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LC record available at https://lccn.loc.gov/2017033151

Printed in the United States of America.

This book is printed on acid-free paper.

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Cover Designer: Candice Harman

Marketing Manager: Amy Lammers

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Brief Contents

1. Preface
2. Acknowledgments
3. About the Author
4. SECTION I: INTRODUCTION

1. Chapter 1: What Is Organizational Behavior?
5. SECTION II: UNDERSTANDING INDIVIDUALS IN ORGANIZATIONS

1. Chapter 2: Personality and Person?Environment Fit
2. Chapter 3: Emotions and Moods
3. Chapter 4: Attitudes and Job Satisfaction
4. Chapter 5: Perception, Decision Making, and Problem Solving

6. SECTION III: INFLUENCING AND MOTIVATING EMPLOYEES
1. Chapter 6: Leadership
2. Chapter 7: Power and Politics
3. Chapter 8: Motivation: Core Concepts
4. Chapter 9: Motivation: Applications

7. SECTION IV: BUILDING RELATIONSHIPS
1. Chapter 10: Group Processes and Teams
2. Chapter 11: Managing Conflict and Negotiation
3. Chapter 12: Organizational Communication
4. Chapter 13: Diversity and Cross-Cultural Adjustments

8. SECTION V: LEADERS AS CHANGE AGENTS
1. Chapter 14: Organizational Culture
2. Chapter 15: Leading Change and Stress Management

9. Appendix: Research Designs Used in Organizational Behavior
10. Glossary
11. Notes
12. Index

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Detailed Contents

Preface
Acknowledgments
About the Author
SECTION I: INTRODUCTION

Chapter 1: What Is Organizational Behavior?
Learning Objectives
A Crisis of Leadership?
What Is Organizational Behavior?

Disciplines Contributing to Organizational Behavior
From Theory to Practice

Evidence-Based Management
What Is Critical Thinking?
The Scientific Method
Outcome Variables in Organizational Behavior

Performance
Work-Related Attitudes
Employee Well-Being
Motivation
Employee Withdrawal

Levels of Analysis in Organizational Behavior
How OB Research Increases Employee Performance
Theory X and Theory Y
Plan for This Textbook
Leadership Implications: Thinking Critically
Key Terms
TOOLKIT ACTIVITY 1.1: Personal Leadership Development Plan
CASE STUDY 1.1: Organizational Science in the Real World
SELF-ASSESSMENT 1.1: Are You Theory X or Theory Y?
SELF-ASSESSMENT 1.2: Assessing Your Experiential Evidence Base

SECTION II: UNDERSTANDING INDIVIDUALS IN ORGANIZATIONS
Chapter 2: Personality and Person?Environment Fit

Learning Objectives
The Right Stuff at the Wrong Time?
What Is Personality?

The Role of Heredity
Myers-Briggs Type Indicator

Limitations of the Myers-Briggs Type Indicator
How the Myers-Briggs Type Indicator Is Used in Organizations

?The Big Five?

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Personality Traits and Health Research
Other Relevant Personality Traits

Machiavellianism
Self-Monitoring
Risk Taking

Psychological Capital
Core Self-Evaluations
Person?Environment Fit

Person?Organization Fit
Person?Job Fit

Leadership Implications: Understanding Others
Key Terms
TOOLKIT ACTIVITY 2.1: Fitting in Somewhere Great!
CASE STUDY 2.1: Who Would You Hire?
SELF-ASSESSMENT 2.1: The Big Five Personality Test
SELF-ASSESSMENT 2.2: Type A/Type B Behavior Pattern
SELF-ASSESSMENT 2.3: Core Self-Evaluations Assessment

Chapter 3: Emotions and Moods
Learning Objectives
Does Lack of Sleep Make You Grumpy?
Emotions and Moods at Work
Affective Events Theory: An Organizing Framework
Affective Climate

The Broaden-and-Build Model of Emotions
Moods
Emotional Labor
Emotional Intelligence

Can Emotional Intelligence Be Learned?
Limitations of Emotional Intelligence
How Emotional Intelligence Is Used in Organizations

Emotional Contagion
Affective Neuroscience

Ethical Issues in Neuroscience
Leadership Implications: Affective Coaching
Key Terms
TOOLKIT ACTIVITY 3.1: The 5-Minute Gratitude Exercise
CASE STUDY 3.1: Managing Your Boss?s Moods and Emotions
SELF-ASSESSMENT 3.1: Positive and Negative Affect Schedule
(PANAS)
SELF-ASSESSMENT 3.2: Emotion Regulation Questionnaire (ERQ)

Chapter 4: Attitudes and Job Satisfaction
Learning Objectives

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Job Satisfaction: An Upward Trend
What Is an Attitude?

Cognitive Dissonance
Do Attitudes Matter?
Job Satisfaction

Job Satisfaction Facets
Job Search Attitudes
Organizational Commitment

Job Involvement
Employee Engagement

Perceived Organizational Support
Psychological Empowerment
Leadership Implications: Creating Meaning at Work
Key Terms
TOOLKIT ACTIVITY 4.1: What Do Workers Want From Their Jobs?
CASE STUDY 4.1: A Crisis in Nursing
SELF-ASSESSMENT 4.1: How Much Career Adaptability Do You
Have?
SELF-ASSESSMENT 4.2: Do You Experience Empowerment?

Chapter 5: Perception, Decision Making, and Problem Solving
Learning Objectives
Would You Be Happier if You Were Richer?
Understanding Why People Don?t See Eye to Eye

The Primacy Effect
The Recency Effect
The Availability Bias
Contrast Effects
Halo Error

Employability: Self-Fulfilling Prophecies During the Application Process
Individual Decision Making

Decision Processes and Organizational Performance
Why Some People Can?t Make Decisions
Constraints on Individual Decision Making

The Rational Decision-Making Model
Limitations of the Rational Model
Bounded Rationality

Prospect Theory
The Importance of How Decisions Are Framed

Intuition
Benefits of Intuition
Wicked Organizational Problems

Decision Traps

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Hindsight Bias
Overconfidence
Escalation of Commitment

Creative Problem Solving
Going With the ?Flow?
Three-Component Model of Creativity

Leadership Implications: Making Ethical Decisions
Key Terms
TOOLKIT ACTIVITY 5.1: The Oil Drilling Partnership
CASE STUDY 5.1: Do You Have to Spend Money to Make Money?
SELF-ASSESSMENT 5.1: Employability?Perceptions of Prospective
Employers
SELF-ASSESSMENT 5.2: How Would You Rate Your Creativity?

SECTION III: INFLUENCING AND MOTIVATING EMPLOYEES
Chapter 6: Leadership

Learning Objectives
Have Leaders Lost Their Followers? Trust?
What Is Leadership?

Differentiating Management and Leadership
Trait Approaches
Leader Behaviors
Path?Goal Theory

Adapting to the Situation
Leader?Member Exchange

Leader?Member Exchange Development
Managing Your Boss
Follower Reactions to Authority
Attributions and Leader?Member Relationships
The Mentor Connection

The Importance of Trust
Calculus-Based Trust
Knowledge-Based Trust
Identification-Based Trust
Repairing Broken Trust

Full-Range Leadership Development
Transactional Leadership
Transformational Leadership

Moral Approaches
Ethical Leadership
Servant and Authentic Leadership

Critiques of Leadership Theory
Implicit Leadership Theory

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Romance of Leadership
Leadership Implications: Flexibility Matters
Key Terms
TOOLKIT ACTIVITY 6.1: Applying the Full-Range Leadership
Development Model
TOOLKIT ACTIVITY 6.2: Comparing Supervisor Leader?Member
Exchange
CASE STUDY 6.1: Which Boss Would You Rather Work For?
SELF-ASSESSMENT 6.1: Mentoring Functions Questionnaire
SELF-ASSESSMENT 6.2: How Trustful Are You?

Chapter 7: Power and Politics
Learning Objectives
What Is It Like to Have Power?
Power and Influence
Bases of Power
Organizational Sources of Power

Influence Without Authority
Influence Strategies

Which Influence Strategies Are the Most Effective?
Impression Management

Managing Impressions With Body Language
Perceptions of Organizational Politics
Political Skill

Having Both the Will and the Skill for Politics
Leadership Implications: Managing With Power
Key Terms
TOOLKIT ACTIVITY 7.1: Politics or Citizenship?
TOOLKIT ACTIVITY 7.2: What Would You Do?
CASE STUDY 7.1: Can You Succeed Without Power?
SELF-ASSESSMENT 7.1: Your Impression Management Strategies
SELF-ASSESSMENT 7.2: What?s Your Level of Political Acumen?

Chapter 8: Motivation: Core Concepts
Learning Objectives
Do You Have Grit?
What Is Motivation?
Need Theories
Goal Setting

?SMART? Goals
Regulatory Goal Focus
The Role of Leaders in Goal Setting

Job Characteristics Theory
The Motivating Potential of Work

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Designing Work to Be Motivational
Work Redesign and Job Stress
Job Crafting

The Importance of Fairness
Equity Theory
Organizational Justice: Expanding Fairness
Developing a Fair Reputation

Expectancy Theory
The Pygmalion Effect
Leadership Implications: Who Will Lead?
Key Terms
TOOLKIT ACTIVITY 8.1: Future Me Letter
TOOLKIT ACTIVITY 8.2: SMART Goals Template
TOOLKIT ACTIVITY 8.3: Understanding the Pygmalion Effect
CASE STUDY 8.1: Building Motivation
SELF-ASSESSMENT 8.1: How Much Perseverance Do You Have?

Chapter 9: Motivation: Applications
Learning Objectives
The Meaning of Money
Reinforcement Theory

Reinforcers
Punishment
Schedules of Reinforcement
Organizational Behavior Modification

Social Learning Theory
The Modeling Process

Intrinsic Versus Extrinsic Rewards
Relationship Between Intrinsic and Extrinsic Rewards
Self-Determination Theory

What Money Can and Cannot Do
Pay Dispersion

Performance Management
Sources of Performance Management Ratings
Performance Management Methods

Problems With Performance Reviews
Other Forms of Compensation

Feedback Seeking
Leadership Implications: Motivating With Rewards
Key Terms
TOOLKIT ACTIVITY 9.1: Performance Appraisal Do?s and Don?ts
TOOLKIT ACTIVITY 9.2: Performance Management Role-Play
CASE STUDY 9.1: Pay Inequity at Goodyear Tire and Rubber

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SELF-ASSESSMENT 9.1: Work Values Checklist
SECTION IV: BUILDING RELATIONSHIPS

Chapter 10: Group Processes and Teams
Learning Objectives
Does Trust Impact Team Performance?
What Is a Team?

Work Group Versus Team
Team Purpose

Team Norms
The Team Charter
Team Mental Models

Team Development
Five-Stage Model
Team Performance Curve

Team Effectiveness
Team Metrics
Team Learning
Team Creativity and Innovation

Cohesion
Social Identity Theory
Groupthink

Team Decision Making
Participation in Team Decisions
Brainstorming
Consensus
Multivoting
Nominal Group Technique
Stepladder

Team Challenges
Social Loafing
Virtual Teams

Team Diversity
Challenges of Team Diversity
Benefits of Team Diversity

Leadership Implications: Empowering the Team
Key Terms
TOOLKIT ACTIVITY 10.1: The Team Charter
TOOLKIT ACTIVITY 10.2: The Marshmallow Challenge (Team
Exercise)
TOOLKIT ACTIVITY 10.3: How to Run an Effective Meeting
(Checklist)
CASE STUDY 10.1: Problem Solving in Virtual Teams

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SELF-ASSESSMENT 10.1: Teamwork Orientation
SELF-ASSESSMENT 10.2: Team Leadership Inventory (TLI)

Chapter 11: Managing Conflict and Negotiation
Learning Objectives
The Costs of Workplace Conflict
What Is Conflict?

Causes of Organizational Conflict
Is Conflict Always Bad?
Task Versus Relationship Conflict
Workplace Incivility and Aggression
Abusive Supervision
?Toxic? Workplaces
Workplace Violence

Conflict Resolution Styles
Team Conflict and Performance
Resolving Conflict Across Cultures
Third-Party Interventions
Negotiation

Distributive Bargaining
Integrative Bargaining
Union-Management Negotiations

Leadership Implications: Perspective Taking
Key Terms
TOOLKIT ACTIVITY 11.1: Checklist for Difficult Conversations
TOOLKIT ACTIVITY 11.2: Salary Negotiation
TOOLKIT ACTIVITY 11.3: Negotiation Style Assessment
CASE STUDY 11.1: Perspective Taking: Captain Owen Honors
SELF-ASSESSMENT 11.1: Conflict Resolution Styles

Chapter 12: Organizational Communication
Learning Objectives
?Thin Slicing? a Conversation
What Is Organizational Communication?

The Communication Process
Barriers to Effective Communication

Communication Apprehension
Language
Active Listening

Communication Networks
Communication Flows in Organizations
The Grapevine

Electronic Communication
E-mail

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Text Messages
Social Networking
Videoconferencing

Cross-Cultural Communication
Nonverbal Communication
Silence
Leadership Implications: The Management of Meaning
Key Terms
TOOLKIT ACTIVITY 12.1: Active Listening Exercise
CASE STUDY 12.1: What?s App-ening?
SELF-ASSESSMENT 12.1: Quality of Communication Experience

Chapter 13: Diversity and Cross-Cultural Adjustments
Learning Objectives
Diversity: A Key Workforce Trend
Diversity

Surface-Level and Deep-Level Diversity
Generations at the Workplace

The Millennials
What?s Next? Generation Z

What Is Culture?
High-Context Versus Low-Context Cultures
Hofstede?s Cultural Values
Criticisms and Usefulness of Hofstede?s Research
Cultural Tightness?Looseness

GLOBE Studies of Cross-Cultural Leadership
Developing Global Leaders

The Third Culture
Cultural Intelligence
Cross-Cultural Adjustment Strategies
Integrative Acculturation: Biculturals

Culture Shock
Expatriate Adjustment

Repatriation
Leadership Implications: Becoming a Global Leader
Key Terms
TOOLKIT ACTIVITY 13.1: Generations at Work
TOOLKIT ACTIVITY 13.2: Journey to Sharahad
CASE STUDY 13.1: Managing Diversity at IBM Netherlands
CASE STUDY 13.2: ?A Person Needs Face, Like a Tree Needs Bark?
SELF-ASSESSMENT 13.1: What Is Your Cultural Intelligence?
SELF-ASSESSMENT 13.2: Do You Have a Global Mind-Set?

SECTION V: LEADERS AS CHANGE AGENTS

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Chapter 14: Organizational Culture
Learning Objectives
Culture Change at Verizon: Can You Hear Me Now?
What Is Organizational Culture?

Seven Characteristics of Culture
Markets, Bureaucracies, and Clans
National Culture and Organizational Culture
Strong Organizational Cultures

Organizational Subcultures
Socialization

Anticipatory Socialization
Entry and Assimilation
Metamorphosis
Attraction-Selection-Attrition (ASA)

How Employees Learn Culture
Stories
Rituals
Symbols
Language

Organizational Climate
How Climate Influences Organizational Performance
Ethical Climate

Leadership Implications: Culture Change
Tool #1: Recruiting and Selecting People for Culture Fit
Tool #2: Managing Culture Through Socialization and Training
Tool #3: Managing Culture Through the Reward System

Key Terms
TOOLKIT ACTIVITY 14.1: Comparing Organizational Cultures:
IDEO and Amazon
CASE STUDY 14.1: Changing Corporate Culture: The Case of B-MED
SELF-ASSESSMENT 14.1: Comparing Service Climates

Chapter 15: Leading Change and Stress Management
Learning Objectives
ING?s Agile Transformation
Forces Driving Organizational Change
Planned Organizational Change

Organizational Subsystems Involved in Planned Change
Organizational Development
Examples of Organizational Development Interventions

Resistance to Change
How to Overcome Resistance to Change

Leading Change

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Lewin?s Three-Step Model
Force Field Analysis
Kotter?s Eight-Step Model
Effective Change Implementation

Stress in the Context of Organizational Change
What Is Stress?

Stress Episode
Stress and Organizational Performance
Role Stress
Stress Is a Global Concern

Coping
Social Support

Preventive Stress Management in Organizations
Employee Assistance Programs

Leadership Implications: Helping Employees Cope
Key Terms
TOOLKIT ACTIVITY 15.1: Appreciative Inquiry
TOOLKIT ACTIVITY 15.2: Warning Signs of Burnout
TOOLKIT ACTIVITY 15.3: Stressful Life Events
CASE STUDY 15.1: We Have to Change: Alighting Innovation in the
Utility Industry
CASE STUDY 15.2: The Price of Entrepreneurship
SELF-ASSESSMENT 15.1: Leading Through Change Assessment
SELF-ASSESSMENT 15.2: Perceived Stress Scale

Appendix: Research Designs Used in Organizational Behavior
Glossary
Notes
Index

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Preface

After decades of using organizational behavior (OB) textbooks, I realized they were not
communicating the right message for today?s students. They memorized theories and
dutifully wrote them down on exams, but I felt they were missing out on how to apply
these theories to become a better leader. Students want takeaway skills they can put into
practice immediately. A new approach to teaching OB is needed, and this textbook shows
students how to be effective leaders and managers in organizations. With a focus on
leadership and management development, students will go beyond memorizing theories
and will apply the most-relevant concepts to effectively motivate followers, lead their teams,
and champion organizational change.

I have researched leadership for over 30 years. During 5 of those years, I was an acting dean
at a major research university undergoing change. With this position, I put OB concepts
into practice every day in my administrative position?I hired people, motivated them, set
goals, and did annual performance appraisals. I helped employees, students, and faculty
cope with organizational change. Based upon my research and the practical experience as an
administrator with several direct reports, I began to look at my courses differently. I wanted
to translate our rich evidence base into skills that managers can use every day. I also wanted
to show how managers can become effective leaders through applications of course
concepts. My process to achieve this was to start incorporating more skill-based
assessments, role-plays, and team activities into each class meeting. Feedback from students
was extremely positive, and many cited these exercises as high points in their learning
experience in my course evaluations. I decided to write a textbook that reviewed OB theory
and distilled the most relevant concepts for the development of effective leaders in
organizations. Keeping a sharp focus on what the evidence base in OB supports, I searched
for and developed exercises and activities that reinforce the key takeaways from each area I
taught.

This ?essentials? book is not a condensed version of a larger OB textbook. It was written
with an eye toward the fundamentals every managerial leader needs to know and how to
apply them. I used an evidence-based approach, making prescriptions based on research.
Theories are reviewed critically, and students are encouraged to think critically about what
they read. End-of-chapter assessments and activities make the linkage from theory to
practice for students. For example, Chapter 9 includes an activity in which students role-
play giving a performance appraisal. Based on my practical experience, performance
appraisal is one of the most challenging scenarios a new manager faces. The activity is
realistic and encourages students to practice the skill set of how to provide feedback in an
effective way. This textbook fills another need by adopting an integrative OB textbook
approach with a framework of leadership and management development throughout. Each

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section begins with a ?map? of the field of OB that allows instructors to create integrated
learning modules that can be used in courses of varying lengths (for example, 6-week
courses and 15-week courses). References are made to other chapters in multiple places so
students can see the connections across topics in OB. For example, Chapter 8 discusses core
concepts in motivation and refers to the chapter immediately following, which focuses on
the role of rewards in motivating followers. As a set, these two chapters compose a learning
module on ?leaders as motivators.?

The cases at the end of each chapter cover a wide range of organizational situations
including small business, hospitals, large corporations, and many other types of
organizations. My colleagues and I have tested the cases and exercises with students, and
they resonate with both MBAs and undergraduates. Regardless of the career paths students
choose, they will find these assessments and activities valuable as they develop leadership
and management skills.

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Target Audiences

I have written this book to be appropriate for upper-level undergraduate courses and MBA
core courses in OB. Case studies and exercises will prepare students at all levels for today?s
workplace. The content and activities have been carefully written so students can respond
to discussion questions and assessments. For undergraduates, the role-plays and team
activities at the end of the chapters are particularly valuable. This experiential approach to
learning supports the application of OB fundamentals, and the activities are interesting and
fun. Textbook reviews have also indicated that this textbook will work very well in
industrial/organizational psychology courses as well as courses in higher education
leadership. In writing the textbook, I kept in mind that some OB courses are being offered
in hybrid or online formats. The features of this textbook support these formats (for
example, all boxed inserts, case studies, activities, and self-assessments have discussion
questions that can be answered by students and submitted as assignments).

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Approach

I always wanted a concise OB textbook that did certain things for my students. This
textbook was written with three guiding principles:

1. An evidence-based management approach to the field of OB so practice
recommendations are grounded in research.

2. Emphasis on critical thinking in Chapter 1 and throughout the textbook so students
can evaluate the strengths and weaknesses of research before they move to practice
applications.

3. A focus on leadership development for managers so rather than just memorizing
theories, students apply them to cases and a variety of activities at the end of each
chapter, including activities, role-plays, case studies, and self-assessments.

Evidence-Based Management

Hundreds of references to classic and current OB research are used in this textbook to build
a new way of looking at the research as the foundation for leadership development. The
evidence-based management approach is described in detail in Chapter 1. The coverage of
research is comprehensive, with a focus on the most important topics managers need to
become effective leaders. These are the topics I have selected to teach for over 30 years to
undergraduate, MBA, and executive MBA students. This textbook offers a research-based
approach that translates theory to practice, focusing on the contemporary approaches rather
than the historical/classical approaches. Most students are less interested in historical
development of theory and more interested in theories they can apply to be more effective
leaders. There is far less emphasis on theories that don?t have solid research support than
other textbooks that I have used and read. In fairness, certain topics are noted for their
contribution to broad-based understanding of OB, followed by a critical assessment of the
research support.

Critical Thinking

Over the years, I have heard colleagues lament, ?Our students don?t think critically.? One
day while teaching, it occurred to me that I had never actually included a lecture on critical
thinking?what it is and why it is important. It wasn?t in my OB textbook. I researched
critical thinking and started to lecture on it in my class lectures. I began to see a difference
in how my students approached the material in my courses. The quality of classroom
discussion improved, and students began to really discuss strengths and weaknesses of
theory and develop relevant examples as applications. Their answers on essay questions
went beyond memorization to demonstration of understanding concepts, plus providing
examples to show they could apply them as managers.

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It just makes sense that we teach our students about critical thinking, and this is a major
theme of this textbook. Critical thinking is defined and discussed in detail in Chapter 1 so
students will understand what it is and why it is important for a managerial leader to think
critically.

Leadership Development

I have an extensive background studying the importance of leadership within organizations,
in addition to holding positions of leadership at several points in my career. For this reason,
leadership is a major theme that flows throughout the textbook. Leadership core concepts
are covered in the textbook in Chapter 6; while I believe this is foundational to a leadership
and management development approach to OB, this chapter might be assigned earlier as
many OB instructors do (this book is written to have such flexibility). In addition to a full
chapter on leadership, each chapter includes a section discussing leadership implications in
the context of the topic being discussed, as well as end-of-chapter activities and self-
assessments designed to enhance students? understanding of leadership and their own –
leadership styles and tendencies.

Trends in Organizational Behavior

Along with the three guiding principles of evidence-based management, critical thinking,
and leadership development, this textbook also touches upon emerging topics in OB.
Throughout the chapters, there is an emphasis on globalization and cross-cultural OB. For
example, cross-cultural differences in stress are compared in Chapter 15. A number of the
chapters include discussions on ethics as well. An example of this theme is found in
Chapter 12: Organizational Communication, where the Enron case is discussed as a
grapevine effect that led to uncovering major ethical violations. Finally, in a number of
places, positive psychology is integrated into the presentation of OB topics. For example,
mindfulness is discussed as a coaching strategy for managing emotions and moods in the
leadership implications section of Chapter 3.

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Features

Learning Objectives

The learning objectives included at the beginning of each chapter highlight the key topics
covered in the chapter and note the skills students will develop after reading. These learning
objectives are directly tied to main headers within the chapter and can be used to measure
and assess students? understanding of chapter material.

Chapter-Opening Vignette

Each chapter begins with a research-based challenge facing managers based upon empirical
data, often from national polls or consulting firms. For example, Chapter 7 discusses what
it feels like to have power, based on research. These highlights are intended to get the
students? attention so they immediately see the relevance of the material in the chapter that
follows.

Best Practices and Research in Action Boxes

Within each chapter, there are two types of boxed inserts to enhance the application of the
material to the student?s development as a leader??Best Practices? and ?Research in
Action.? Best Practices highlight current applications of OB research in real organizations
or consulting examples. One of my favorites is a Best Practices box that teaches students
step-by-step how to use perceptual tools to remember people?s names. Research in Action
vignettes demonstrate how OB research translates to leadership practice. An example is a
short discussion of current research on the rise of workplace incivility that asks the question
of whether we need to ?send in Miss Manners.? Included in each of these boxed features
are discussion questions to stimulate the student?s thinking on the application and can be
used for in-class discussion. These discussion questions may be assigned prior to class to
encourage students to read and apply the highlighted practice and research in these inserts.
These boxed inserts can be integrated into class discussions to show how practice and
research use OB theories.

Critical Thinking Questions

To support critical thinking throughout the course, critical thinking questions are
integrated within the textbook. These questions encourage students to pause, think about,
and then apply the material just covered to an organizational challenge for leaders. For
instructors teaching online courses, these questions can be assigned to check the student
comprehension of assigned textbook readings.

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Key Terms

Key terms featured in each chapter have been set in color throughout the text. Students will
be able to quickly search for and locate these key terms.

The Toolkit

Each chapter contains a ?Toolkit? in which the student will apply the concepts covered
within that chapter. Each chapter?s Toolkit contains the foll