Essentials of organizational behavior and evidence based approach

Essentials of
Organizational Behavior


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Essentials of
Organizational Behavior
An Evidence-Based Approach

Terri A. Scandura
University of Miami


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15 16 17 18 19 10 9 8 7 6 5 4 3 2 1


BRIEF CONTENTS
PREFACE xix
ACKNOWLEDGMENTS xxv
ABOUT THE AUTHOR xxvii
SECTION I. ORGANIZATIONAL BEHAVIOR
AND LEADERSHIP 1
CHAPTER 1 •  What Is Organizational Behavior? 2
CHAPTER 2 •  Leadership: Core Concepts 23

SECTION II. UNDERSTANDING
INDIVIDUALS IN ORGANIZATIONS 55
CHAPTER 3 •  Individual Differences 56
CHAPTER 4 •  Attitudes and Job Satisfaction 86
CHAPTER 5 •  Perception 109
CHAPTER 6 •  Individual Decision Making 137
SECTION III. MOTIVATING EMPLOYEES 167
CHAPTER 7 •  Motivation: Core Concepts 168
CHAPTER 8 •  Motivation: Learning and Rewards 194
SECTION IV. BUILDING RELATIONSHIPS 223
CHAPTER 9 •  Group Processes and Teams 224
CHAPTER 10 •  Managing Conflict and Negotiation 254


CHAPTER 11 •  Organizational Communication 284
CHAPTER 12 •  Cross-Cultural Differences and Adjustments 309
SECTION V. CREATING CHANGE 337
CHAPTER 13 •  Stress in the Context of Organizational Change 338
CHAPTER 14 •  Organizational Culture 365
CHAPTER 15 •  Leading Change 386
APPENDIX • Research Designs Used in Organizational
Behavior 409
GLOSSARY 413
NOTES 425
INDEX 455


CONTENTS
PREFACE xix
ACKNOWLEDGMENTS xxv

ABOUT THE AUTHOR xxvii
SECTION I. ORGANIZATIONAL BEHAVIOR
AND LEADERSHIP 1
CHAPTER 1 •  What Is Organizational Behavior? 2
Chapter Learning Objectives 2
A Crisis of Leadership?

2

What Is Organizational Behavior?
Applied Social Psychology 4
From Theory to Practice 4
Evidence-Based Management

3

6

What Is Critical Thinking? 8
The Scientific Method 10
Outcome Variables in Organizational Behavior
Performance 11
Work-Related Attitudes 12
Motivation 12
Employee Withdrawal 12

11

Levels of Analysis in Organizational Behavior 14
How Organizational Behavior Can Increase

Employee Performance 14
Toward More Effective Organizational Leaders: Plan for This Textbook 15
Leadership Implications: Thinking Critically 17
Key Terms

18

Suggestions for Further Reading 18

´ TOOLKIT ACTIVITY 1.1: Personal
Leadership Development Plan 18
´ CASE STUDY 1.1: Organizational Science in the Real World 20
´ SELF-ASSESSMENT 1.1: Assessing Your Experiential Evidence 21


CHAPTER 2 •  Leadership: Core Concepts 23
Chapter Learning Objectives

23

Have Leaders Lost Their Followers’ Trust? 23
What Is Leadership? 24
Differentiating Management and Leadership 25
Full-Range Leadership Development 26
Transactional Leadership 26
Transformational Leadership 27
Leader–Member Exchange 28
Leader–Member Exchange Development 31
Managing Your Boss 32
Follower Reactions to Authority 33

The Mentor Connection 33
The Importance of Trust 35
Calculus-Based Trust 35
Knowledge-Based Trust 35
Identification-Based Trust 36
Repairing Broken Trust 37
Power and Influence 38
Bases of Power 39
Organizational Sources of Power 40
Influence Strategies 41
Which Influence Strategies Are the Most Effective? 42
Organizational Politics and Political Skill
Ethical Leadership

44

45

Servant and Authentic Leadership

46

Leadership Implications: Developing Relationships and Leading Ethically 49
Key Terms 49
Suggestions for Further Reading 50

´ TOOLKIT ACTIVITY 2.1: Applying
the Full-Range Leadership Development Model 50
´ CASE STUDY 2.1: Which Boss Would You Rather Work For? 51
´ SELF-ASSESSMENT 2.1:

What’s Your Level of Political Acumen? 52

SECTION II. UNDERSTANDING
INDIVIDUALS IN ORGANIZATIONS 55
CHAPTER 3 •  Individual Differences 56
Chapter Learning Objectives

56

The Right Stuff at the Wrong Time 56
What Is Personality?

57


The Role of Heredity 57
Myers-Briggs Type Indicator 57
Limitations of the Myers-Briggs Type Indicator 58
How the Myers-Briggs Type Indicator Is Used in Organizations 58
“The Big Five” 59
Personality Traits and Health Research 60
Psychological Capital

62

Emotions and Moods at Work 64
Emotional Intelligence 66
Can Emotional Intelligence Be Learned? 66
Limitations of Emotional Intelligence 67
How Emotional Intelligence Is Used in Organizations 67

Emotional Labor: “Fake It Until You Make It” 67
Affective Events Theory: An Organizing Framework 68
Neuroscience 69
Ethical Issues in Neuroscience 70
Diversity 70
Surface-Level and Deep-Level Diversity 71
Generations at the Workplace
The Millennials 72
Leading Diverse Followers
Mindfulness

71

73

76

Leadership Implications: Embracing Diversity 77
Key Terms

78

Suggestions for Further Reading 79

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TOOLKIT ACTIVITY 3.1: Generations at Work 79

CASE STUDY 3.1: Managing Diversity at IBM Netherlands 80
SELF-ASSESSMENT 3.1: The Big Five Personality Test 82
SELF-ASSESSMENT 3.2: Type A Behavior Pattern 84

CHAPTER 4 •  Attitudes and Job Satisfaction 86
Chapter Learning Objectives 86
Job Satisfaction: A Downward Trend
What Is an Attitude? 87
Cognitive Dissonance 89
Do Attitudes Matter? 89
Job Satisfaction 90
Job Satisfaction Facets
Job Search Attitudes

91

94

Organizational Commitment 95
Job Involvement 96
Employee Engagement 97

86


Perceived Organizational Support
Psychological Empowerment

99

99

Leadership Implications: Creating Meaning at Work 100
Key Terms 101
Suggestions for Further Reading 102

´ TOOLKIT ACTIVITY 4.1: What
Do Workers Want From Their Jobs? 102
´ CASE STUDY 4.1: A Crisis in Nursing 103
´ SELF-ASSESSMENT 4.1:
Core Self-Evaluations Assessment 104
´ SELF-ASSESSMENT 4.2:
Do You Experience Empowerment? 106

CHAPTER 5 •  Perception 109
Chapter Learning Objectives

109

Would You Be Happier if You Were Richer? 109
What Is Perception?

110

Understanding Why People Don’t See Eye to Eye 111
The Primacy Effect 112
The Recency Effect 112
The Availability Bias 113
Contrast Effects 115
Halo Error 116

Attribution Theory 117
Attributions and the Development
of Leader–Member Relationships 119
The Romance of Leadership
The Pygmalion Effect

120

121

Employability: How Potential Employers Perceive You
Impression Management 124
Body Language 125

122

Leadership Implications: Leading
Followers With Differing Perceptions 126
Key Terms 127
Suggestions for Further Reading 128

´ TOOLKIT ACTIVITY 5.1:
Understanding the Pygmalion Effect 128
´ CASE STUDY 5.1: Lombardi’s Packers:
From Last in the League to the Best Legs in the League 129
´ SELF-ASSESSMENT 5.1:
Employability—Perceptions of Prospective Employers 130
´ SELF-ASSESSMENT 5.2:
Your Impression Management Strategies 134

CHAPTER 6 •  Individual Decision Making 137
Chapter Learning Objectives 137
The Importance of Decisions

137

Decision Processes and Organizational Performance 138
Why Some People Can’t Make Decisions 138
Constraints on Individual Decision Making 139
The Rational Decision-Making Model 139
Limitations of the Rational Model 140
Bounded Rationality 141
Prospect Theory 141
The Importance of How Decisions Are Framed
Intuition 144
Benefits of Intuition 144
Wicked Organizational Problems
Heuristics 147

142

147

Decision Traps 149
Hindsight Bias 149
Overconfidence 149
Escalation of Commitment 150
Ethical Decision Making 152
Creative Problem Solving 153

Going With the “Flow” 154
Three-Component Model of Creativity 154
Creative Leadership 156
Leadership Implications: How Leaders Support Creativity 158
Key Terms

159

Suggestions for Further Reading 160

´ TOOLKIT ACTIVITY 6.1:
Creative Problem-Solving Exercises 160
´ CASE STUDY 6.1: Do You Have
to Spend Money to Make Money? 160
´ SELF-ASSESSMENT 6.1:
How Would You Rate Your Creativity? 161

SECTION III. MOTIVATING EMPLOYEES 167
CHAPTER 7 •  Motivation: Core Concepts 168
Chapter Learning Objectives 168
Do You Have Grit?

168

What Is Motivation? 169
Need Theories 169


Goal Setting 171
“SMART” Goals 171

The Role of Leaders in Goal Setting 172
Job Characteristics Theory 173
The Motivating Potential of Work 173
Designing Work to Be Motivational 174
Job Crafting 176
The Importance of Fairness 177
Equity Theory 177
Organizational Justice: Expanding the Concept of Fairness 179
Developing a Fair Reputation 181
Expectancy Theory

182

Path–Goal Theory 185
Adapting to the Situation 185
Leadership Implications: Leaders as Motivators 187
Key Terms 187
Suggestions for Further Reading 188

´
´
´
´

TOOLKIT ACTIVITY 7.1: Future Me Letter 188
TOOLKIT ACTIVITY 7.2: SMART Goals Template 189
CASE STUDY 7.1: Building Motivation 190
SELF-ASSESSMENT 7.1:
How Much Perseverance Do You Have? 191

CHAPTER 8 •  Motivation: Learning and Rewards 194
Chapter Learning Objectives

194

The Meaning of Money 194
Reinforcement Theory 195
Reinforcers 196
Punishment 196
Schedules of Reinforcement 196
Organizational Behavior Modification

199

Social Learning Theory 201
The Modeling Process 201
Intrinsic vs. Extrinsic Rewards 202
Self-Determination Theory 204
Relationship Between Intrinsic and Extrinsic Rewards 204
What Money Can and Cannot Do
Pay Dispersion 205

205

Performance Management 205
Sources of Performance Management Ratings 207
Performance Management Methods 208
Problems With Performance Reviews
Feedback Seeking 211

209


Leadership Implications: Motivating With Rewards 212
Key Terms

213

Suggestions for Further Reading 213

´ TOOLKIT ACTIVITY 8.1: Performance
Appraisal Dos and Don’ts 213
´ TOOLKIT ACTIVITY 8.2: Performance Management Role-Play 214
´ CASE STUDY 8.1: Pay Inequity at Goodyear Tire and Rubber 219
´ SELF-ASSESSMENT 8.1: Work Values Checklist 220

SECTION IV. BUILDING RELATIONSHIPS 223
CHAPTER 9 •  Group Processes and Teams 224
Chapter Learning Objectives 224
Why Teams Matter: “The Orange Revolution” 224
What Is a Team? 225
Work Group Versus Team 225
Team Purpose

226

Team Development 226
Five-Stage Model 226
Team Performance Curve

228

Team Effectiveness 229
Team Learning 230
Team Creativity 231
Cohesion

232

Team Norms 233
The Team Charter 234
Team Metrics 234
Team Mental Models

235

Participation in Team Decisions 235
Team Decision-Making Methods 237
Brainstorming 237
Consensus 238
Multivoting 240
Nominal Group Technique 241
Stepladder 242
Team Challenges 242
Groupthink 243
Social Loafing 244
Virtual Teams 244
Multicultural Teams 246
Leadership Implications: Empowering the Team 246
Key Terms

248


Suggestions for Further Reading 248

´ TOOLKIT ACTIVITY 9.1: The Team Charter 248
´ TOOLKIT ACTIVITY 9.2:
The Marshmallow Challenge (Team Exercise) 250
´ TOOLKIT ACTIVITY 9.3:
How to Run an Effective Meeting (Checklist) 251
´ CASE STUDY 9.1: Texting All Teams:
Amazon Enters the Cell Phone Market 252
´ SELF-ASSESSMENT 9.1: Teamwork Orientation 252

CHAPTER 10 •  Managing Conflict and Negotiation 254
Chapter Learning Objectives

254

What Are CEOs Getting Coaching For?

254

What Is Conflict? 255
Causes of Organizational Conflict 256
Is Conflict Always Bad? 258
Task Versus Relationship Conflict 260
Workplace Aggression and Violence 261
Conflict Resolution Styles 263

Team Conflict and Performance 265
Third-Party Interventions

268

Resolving Conflict Across Cultures

269

Negotiation 270
Distributive Bargaining 271
Integrative Bargaining 271
Leadership Implications: Perspective Taking 272
Key Terms 273
Suggestions for Further Reading 273

´
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´
´

TOOLKIT ACTIVITY 10.1: Checklist for Difficult Conversations 274
TOOLKIT ACTIVITY 10.2: Salary Negotiation 274
TOOLKIT ACTIVITY 10.3: Negotiation Style Assessment 276
CASE STUDY 10.1: Perspective Taking: Captain Owen Honors 277
SELF-ASSESSMENT 10.1: Conflict Resolution Styles 278

CHAPTER 11 •  Organizational Communication 284
Chapter Learning Objectives

“Thin Slicing” a Conversation

284
284

What Is Organizational Communication?
The Communication Process 285
Barriers to Effective Communication 287
Communication Apprehension 287
Language 287
Active Listening 288

285


Communication Networks 288
Communication Flows in Organizations 290
The Grapevine 292
Electronic Communication 294
E-Mail 294
Text Messages 294
Social Networking 296
Videoconferencing 297
Cross-Cultural Communication

297

Nonverbal Communication 299
Silence

300

Leadership Implications: The Management of Meaning 302
Key Terms

303

Suggestions for Further Reading 303

´ TOOLKIT ACTIVITY 11.1: Active Listening Exercise 303
´ CASE STUDY 11.1: Communication:
What Message Is Yahoo Really Relaying? 304
´ SELF-ASSESSMENT 11.1: Quality of
Communication Experience 306

CHAPTER 12 •  Cross-Cultural
Differences and Adjustments 309
Chapter Learning Objectives 309
Global Diversity: A Key Workforce Trend 309
What Is Culture? 310
High-Context Versus Low-Context Cultures 311
Hofstede’s Cultural Values 313
Criticisms and Usefulness of Hofstede’s Research 315
GLOBE Studies of Cross-Cultural Leadership 316
Cultural Tightness–Looseness

318

Developing Global Leaders 319
The Third Culture 320

Cultural Intelligence 322
Cross-Cultural Adjustment 322
Integrative Acculturation: Biculturals 324
Culture Shock 324
Cultural Retooling 326
Repatriation 326
Cross-Cultural Adjustment for Expatriates 328
Leadership Implications: “Explain Before Blame” 329
Key Terms

330

Suggestions for Further Reading 331


´ TOOLKIT ACTIVITY 12.1: Journey to Sharahad 331
´ CASE STUDY 12.1: “A Person
Needs Face Like a Tree Needs Bark” 333
´ SELF-ASSESSMENT 12.1: What Is Your Cultural Intelligence? 333

SECTION V. CREATING CHANGE 337
CHAPTER 13 •  Stress in the
Context of Organizational Change 338
Chapter Learning Objectives

338

“Road Warriors” 338
What Is Stress? 339
Person–Environment Fit

340

Stress and Organizational Performance

341

Stress and Organizational Change 344
Sources of Work-Related Stress 345
Role Stress 345
“Toxic” Workplaces 348
Abusive Supervision 348
Stress Episode

350

Stress Is a Global Concern 351
Coping 352
Social Support 354
Preventive Stress Management in Organizations
Employee Assistance Programs 355
Work Redesign 356

354

Leadership Implications: Helping Employees Cope

357

Key Terms 358

Suggestions for Further Reading 359

´
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TOOLKIT ACTIVITY 13.1: Warning Signs of Burnout 359
TOOLKIT ACTIVITY 13.2: Stressful Life Events 360
CASE STUDY 13.1: The Price of Entrepreneurship 361
SELF-ASSESSMENT 13.1: Perceived Stress Scale 362

CHAPTER 14 •  Organizational Culture 365
Chapter Learning Objectives

365

When Elephants Learn to Dance

365

What Is Organizational Culture? 366
Seven Characteristics of Culture 366
National Culture and Organizational Culture
Strong Organizational Cultures 370
Organizational Subcultures 371

369

Socialization 372
Anticipatory Socialization 372
Organizational Entry and Assimilation 373
Metamorphosis 374
How Employees Learn Culture 374
Stories 374
Rituals 375
Symbols 375
Language 376
Organizational Climate 376
How Leaders Influence Climate 377
Ethical Climate 378
Leadership Implications: Changing Organizational Culture 380
Tool #1: Recruiting and Selecting People for Culture Fit 380
Tool #2: Managing Culture Through Socialization and Training
Tool #3: Managing Culture Through the Reward System 380
Key Terms

380

381

Suggestions for Further Reading 381

´ TOOLKIT ACTIVITY 14.1: Comparing
Organizational Cultures: IDEO and Amazon 381
´ CASE STUDY 14.1: Culture Clash at B-MED 383
´ SELF-ASSESSMENT 14.1: Comparing Service Climates 384

CHAPTER 15 •  Leading Change 386

Chapter Learning Objectives

386

Helping Employees Embrace Change

386

Forces Driving Organizational Change
Planned Organizational Change

387

388

Organizational Subsystems Involved in Planned Change

390

Organizational Development 391
Examples of Organizational Development Interventions 392
Resistance to Change 393
How to Overcome Resistance to Change 394
Leading Change 396
Lewin’s Three-Step Model 396
Force Field Analysis 397
Kotter’s Eight-Step Model 398
Effective Change Implementation

399

Leadership Implications: Creating Learning Organizations 400
Key Terms

402

Suggestions for Further Reading 402

´ TOOLKIT ACTIVITY 15.1: Appreciative Inquiry 402
´ CASE STUDY 15.1: Alighting Innovation in the Utility Industry 403


´ SELF-ASSESSMENT 15.1: Leading Through Change
Assessment 404

APPENDIX • Research Designs
Used in Organizational Behavior 409
Qualitative and Quantitative Research 409
Experimental and Quasi-Experimental Studies
Correlational Field Study 410
Case Study

410

Action Research

410

Mixed Methods Research 410
Meta-Analysis

Key Terms 412

GLOSSARY 413
NOTES 425
INDEX 455

411

409


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 take-away 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 25 years. During five 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 8 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. References are made to other chapters in multiple places so students can see
the connections across topics in OB. For example, Chapter 7 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
entitled “leaders as motivators.” Chapter 1 contains a figure that is a “map” of the field

PREFACE

xix


of OB that allows instructor to create integrated learning modules that can be used in

courses of varying lengths (for example, six-week courses and 15-week courses).
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.

TARGET AUDIENCES
I have written this book to be appropriate for MBA and Executive MBA core courses
in OB as well as for upper-level undergraduate courses. 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 and case
studies have discussion questions that can be answered by students and submitted as
assignments).

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 organized in toolkits at the end of each chapter.

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

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ESSENTIALS OF ORGANIZATIONAL BEHAVIOR


become effective leaders. These are the topics I have selected to teach for over 25 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.
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 early in the textbook in Chapter 2;
while I believe this is foundational to a leadership and management development
approach to OB, this chapter might be assigned later 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 13.

PREFACE

xxi


A number of the chapters include discussions on ethics as well. An example of this theme is
found in Chapter 11: 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 understanding diverse employees in
Chapter 3.

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 8 discusses “the
meaning of money.” 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,
there 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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ESSENTIALS OF ORGANIZATIONAL BEHAVIOR


Key Terms
Key terms featured in each chapter have been set in bold 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 following features:
•  Key terms highlighted within the chapter.

•  A short case study illustrating one or more concepts from the chapter.
These cases are followed by discussion questions that can be assigned
prior to in-class case discussion.
•  At least one self-assessment, including personality tests or leadership
assessments. Students learn something about themselves and others,
making the concepts relevant to their personal lives and development as
a leader.
•  The toolkit activities are team exercises, or role-plays, in which the
students interact with other students to apply the material. I have used
these exercises in my classes and I am pleased to provide them all in one
package so you don’t have to search for them, and copy them for class.
•  Years ago, one of my MBA students asked me if I could compile a list of
10 books that every manager should read. I have included Suggestions
for Further Reading to encourage further reading on classic and
current books on OB topics. These books are referenced in the chapters
and students may want to read them to learn more.

SAGE EDGE
Visit edge.sagepub.com/scandura

The edge every student needs
SAGE edge for instructors supports teaching by making it easy to integrate quality
content and create a rich learning environment for students.
•  Test banks provide a diverse range of pre-written options as well as the
opportunity to edit any question and/or insert personalized questions to
effectively assess students’ progress and understanding
•  Sample course syllabi for semester and quarter courses provide
suggested models for structuring one’s course
•  Editable, chapter-specific PowerPoint® slides offer complete flexibility
for creating a multimedia presentation for the course

•  Lecture outlines summarize key concepts by chapter to ease
preparation for lectures and class discussions
•  Sample answers to in-text questions ease preparation for lectures and
class discussions

PREFACE

xxiii


•  Suggested course projects are designed to promote students’
in-depth engagement with course material.
•  Lively and stimulating ideas for class activities that can be used in class
to reinforce active learning. The activities apply to individual or group
projects.
•  Teaching notes for cases are designed for instructors to expand
questions to students, or initiate class discussion.
•  EXCLUSIVE! Access to full-text SAGE journal articles that have been
carefully selected to support and expand on the concepts presented in
each chapter to encourage students to think critically
•  Multimedia content appeals to students with different learning styles
•  A course cartridge provides easy LMS integration
SAGE edge for students provides a personalized approach to help students accomplish
their coursework goals in an easy-to-use learning environment.
•  Mobile-friendly eFlashcards strengthen understanding of key terms
and concepts
•  Mobile-friendly practice quizzes allow for independent assessment by
students of their mastery of course material
•  A customized online action plan allows students to track their progress
and enhance their learning experience

•  Chapter summaries with learning objectives reinforce the most
important material`
•  EXCLUSIVE! Access to full-text SAGE journal articles that have been
carefully selected to support and expand on the concepts presented in
each chapter
•  Multimedia content appeals to students with different learning styles

xxiv

ESSENTIALS OF ORGANIZATIONAL BEHAVIOR