Cases on Critical Leadership Skills

Edited by D.D. Warrick, Professor of Leadership and Organization Change and President's Teaching Scholar, College of Business, University of Colorado, Colorado Springs, US, Jens Mueller, MNZM, Director of Massey Executive Development, Massey University, New Zealand and Anna Warrick, Vice President, The Warrick Agency Training and Development Company and Assistant Instructor, University of Colorado, Colorado Springs, US

Contents:

Foreword xxxix
Alan Mulally
Preface xli

PART I INSPIRATIONAL LEADERS AND THE
IMPACT LEADERS CAN HAVE
1 Changing a country through transformational leadership
and teacher empowerment 2
Ronald E. Riggio
2 A physician turned leader commits to building an
award-winning organization 10
Susan Albers Mohrman and Arienne McCracken
3 Robert Swan: from polar expeditions to entrepreneurial
environmental leadership 19
Jireh Hooi-Inn Seow
4 Visionary leadership from Northern Ireland: a woman of
many firsts 27
Sandra Janoff and Marvin Weisbord
5 The first woman conductor of the Baltimore Symphony Orchestra 35
Katherine Farquhar and David W. Jamieson

PART II LEADING IN CHALLENGING AND RAPIDLY
CHANGING TIMES
6 Responding to the Great Resignation 43
Linda Ronnie and Sarah Boyd
7 Building a change-ready organization for today’s
challenging times 53
D.D. Warrick
8 Leadership challenges in law enforcement in changing times 62
David Anderson, Peter Sorensen, and Therese Yaeger

PART III THE NEED FOR ETHICAL LEADERS OF
STRONG CHARACTER
9 Abraham Lincoln and the Reaper Case: on forgiveness,
trust-building, and mutual respect 72
Mark L. McConkie
10 Ecolab Inc.: how a company encourages ethical leadership 80
Tracy L. Gonzalez-Padron
11 Cultural leadership: building an ethical organizational culture 90
Achilles Armenakis, Steven Brown, and Anju Mehta

PART IV THE SIGNIFICANT INFLUENCE OF
A LEADER’S LEADERSHIP STYLE
12 How leaders and companies treat people matters: voices
of women garment assembly workers in Nicaragua 99
Virginia E. Schein
13 The importance of leadership style on morale,
performance, and culture 105
D.D. Warrick
14 Leadership in a turnaround situation and a multicultural
environment 112
Lloyd Gibson and Regina Gibson

PART V BUILDING PEOPLE-ORIENTED
ORGANIZATIONS THAT BRING OUT THE
BEST IN PEOPLE
15 The leadership principles Alan Mulally followed in
transforming Ford Motor Company into a successful
company with a strong people-oriented culture 120
D.D. Warrick and Alan Mulally
16 Building a people-oriented organization pre-pandemic and
post-pandemic 134
Jeanne D. Maes and Dennis M. Gassert
17 Reigniting demotivated employees: reversing career entrenchment 140
Angela Spranger
18 Using collaborative leadership at all levels to build
people-oriented organizations 144
C. Theodor Forde-Stiegler, M.C. Immendorf, and Steven H. Cady
19 Taking care of your employees results in better care of
customers: a case study of a large private hospital in
Dhaka, Bangladesh 153
William J. Rothwell and Sohel M. Imroz

PART VI BUILDING HIGH-PERFORMING TEAMS
AND TEAMWORK
20 The fundamentals of building high-performance teams 163
D.D. Warrick
21 The synergistic Robin Hood: building upon strengths to
make productive teams 174
Mark L. McConkie
22 Building teamwork in a hostile unionized culture in
a large company in India 181
Neha Gupta

PART VII BUILDING ORGANIZATIONS FOR SUCCESS
23 Developing an award-winning organization: a case study
of a Saudi Chamber of Commerce 188
Vijayalaxmi Moovala
24 Building a state-of-the art, world-class hospital 197
Jeanne D. Maes, Colonel Andrew W. Backus, William A.
Sorrentino Jr., James P. Moore, and Robert A. Shearer
25 Huron Hospital: leading with sustainability to create
a high-performance organization 204
Arienne McCracken and Susan Albers Mohrman

PART VIII BUILDING STRONG CULTURES
26 How Zappos built a zany, high-performance culture 214
D.D. Warrick, John Milliman, and Jeffery M. Ferguson
27 The influence of an Australian CEO’s philosophy and
personality on shaping culture 225
Theodora Issa and David Pick
28 The organizational challenge: building a change-adept culture 233
Janet McCollum and Ken Murrell
29 Building, rebuilding, and sustaining a winning culture at
the Madame Zingara Restaurant Group 247
Kate (Herbert) Wardle and Linda Ronnie
30 The intentional engagement of informal leaders in
a large-scale organization and culture change 260
Larry Peters

PART IX MANAGING CHANGE
31 Exploring the world of pseudo change 271
Thomas C. Head and Peter Sorensen
32 Leading change: a case study of Al Salam Bank–Bahrain 277
Vijayalaxmi Moovala
33 Brandeis University: selling art or the art of selling change 285
Todd Jick

PART X LEADER OF LEADERS
34 What I learned from Frances Hesselbein: work is love
made visible 295
Sarah McArthur