DR. MARY UHL-BIEN is the BNSF Railway Endowed Professor of Leadership in the Neeley School of Business at Texas Christian University (TCU). She holds an honorary doctorate at Copenhagen Business School in Denmark, and a PhD and MBA from the University of Cincinnati. Dr. Uhl-Bien is an active scholar and leader in the Academy of Management. She was ranked #6 in the Top 20 Most Influential Leadership Scholars since 1990 and has won multiple Best Paper awards, including two Decennial Awards, for her work on leadership. She is a founder of the Network of Leadership Scholars (NLS) in the Academy of Management and has served as both Representative-at-Large and Division Chair for the Organizational Behavior Division in the Academy, as well as on multiple Academy-wide leadership committees. She publishes her work in top journals including Academy of Management Journal, Journal of Applied Psychology, Journal of Management, and The Leadership Quarterly, and disseminates it both in the classroom and to practice through practitioner articles and executive education. She is passionate about undergraduate teaching and was recognized in Poets & Quants 2nd Annual Top 50 Undergraduate Business Professors.DR. RONALD F. PICCOLO is the Galloway Professor of Management in the College of Business at the University of Central Florida. From 2009–2016, he served as the Cornell Professor of Management and Academic Director of the Center for Leadership Development & Executive Education in the Crummer Graduate School of Business at Rollins College. Dr. Piccolo earned a PhD in management from the University of Florida, an MBA from Rollins, and a Bachelor of Science in mathematics from Stetson University. He has been a visiting scholar at Drexel University in Philadelphia, Tulane University, Jacobs University in Bremen, Germany, Kiel University, and the Amsterdam Business School. Dr. Piccolo teaches graduate-level courses in leadership, organizational behavior, research methods, and management strategy. His research on leadership, motivation, job design, and personality has been published in Forbes magazine, Monster.com, CIO.com, in numerous textbooks, and in top academic journals such as the Academy of Management Journal (AMJ), Journal of Applied Psychology, Personnel Psychology, Human Resource Management, Journal of Management, and the Journal of Organizational Behavior. In 2019, he was recognized by The Leadership Quarterly as one of the most highly cited leadership scholars since 1990.DR. JOHN R. SCHERMERHORN, JR. is the Charles G. O’Bleness Emeritus Professor of Management in the College of Business at Ohio University. He earned a PhD in organizational behavior from Northwestern University, an MBA (with distinction) in management and international business from New York University, and a BS in business administration from the State University of New York at Buffalo. Dr. Schermerhorn’s international experience includes appointments as a visiting professor of management at the Chinese University of Hong Kong, the Kohei Miura Visiting Professor at Chubu University in Japan, Visiting Fulbright Scholar at the University of Botswana, member of the graduate faculty at Bangkok University in Thailand, and advisor to the Lao-American College in Vientiane, Laos. He was on-site coordinator for two years at the Ohio University MBA and Executive MBA programs in Malaysia. He currently teaches a graduate course in organizational behavior and strategic leadership at Universitá Politecnica delle Marche in Italy, and an organization behavior PhD seminar at the University of Pècs in Hungary. Dr. Schermerhorn is known to educators and students as senior author of Exploring Management 7e (Wiley, 2021) and Management 15e (Wiley, 2023). His research has been published in the Academy of Management Journal, Academy of Management Review, Academy of Management Executive, Organizational Dynamics, Asia-Pacific Journal of Management, and the Journal of Management Education, among other scholarly outlets. Ohio University named Dr. Schermerhorn a University Professor, the university’s highest campus-wide honor for excellence in undergraduate teaching.

• TABLE OF CONTENTS  Part 1: Why Do I Need to Study Organizational Behavior?1 Introduction to Organizational Behavior  1.1 Organizational Behavior  What Is Organizational Behavior?  Why Is Organizational Behavior Important?  How Do We Learn about Organizational Behavior?  Disciplines That Contribute to Organizational Behavior  Abstractness in Organizational Behavior  1.2 Critical Thinking  What Is the Science of Organizational Behavior?  What Does It Mean to Think Critically?  Why Is It So Difficult to Think Critically?  What Are the Steps in the Critical Thinking Process?  1.3 Ethics in OB  What Are Ethics?  A Framework for Ethical Decision Making  Importance of Personal Ethical Fit  Self-Test Chapter 1  Self-Test Answers  Endnotes     2 Understanding Organizations  2.1 Organizational Strategy and Change  What Is Strategy?  Organizational Change and Adaptability  Consequences of Change: Stress and Burnout  2.2 Organizational Structure  What Is Organizational Structure?  Mechanistic vs. Organic Organizational Design  Team-Based Organizational Design  Innovative and Flexible Organizational Design  Why Do We Need Creativity and Innovation?  2.3 Organizational Culture  What Is Organizational Culture?  How Do We Identify an Organization’s Culture?  How Can We Build More Effective Cultures?  Self-Test Chapter 2  Self-Test Answers  Endnotes     Part 2: Why Do People Behave as They Do? 3 Individual Differences  3.1 Personality  Nature or Nurture?  Are Personalities Stable?  What Are Behavioral and Social Traits?  What Are Self-Concept Traits?  “The Dark Side” of Personality  How Can We Assess Personality?  3.2 Emotions and Moods  What Are Emotions and Moods?  Coping with Stress: Job Demands–Resources Model  What Is Emotional Intelligence?  Cultural Aspects of Emotions and Moods  3.3 Attitudes and Behavior  What Is an Attitude?  What Are Job Attitudes?  How Do Attitudes Influence Work Behavior?  Negative Workplace Behaviors  Self-Test Chapter 3  Self-Test Answers  Endnotes    4 Perception and Bias  4.1 Perception and Cognitive Bias  What Is Perception?  What Is Attribution?  Cognitive Bias  Perception Management in Organizations  4.2 Identity and Social Bias  What Are Common Types of Self-Identities?  How Does Identity Affect Behavior?  Identity Threat  Social Bias  4.3 Perspective Taking and Diversity  Perspective Taking  Perspective Taking and Diversity  Benefits of Perspective Taking  Learning to Take Another’s Perspective  Using Perspective Taking to Enhance Diversity and Inclusion  Self-Test Chapter 4  Self-Test Answers  Endnotes    5 Motivation  5.1 Motivation and Performance Management  What Is Motivation?  Pay for Performance  What Is Performance Management?  How Do We Create More Motivating Environments?  5.2 Needs Theories of Motivation  Maslow’s Hierarchy of Needs  Alderfer’s ERG Theory  Manifest Needs Theory  Self-Determination Theory (SDT)  5.3 Process Theories of Motivation  Equity Theory  Self-Test Chapter 5  Self-Test Answers  Endnotes      Part 3: How Do I Effectively Manage Myself and Influence Others?  6 Communication  6.1 Influence and Persuasion  What Is Framing?  How Can We Communicate with Charisma?  Why Are Stories So Persuasive?  Don’t Forget the Nonverbals  6.2 Difficult Conversations  What Is Avoidance and Why Does It Happen?  What Is a Difficult Conversation and When Should We Have One?  What Are the Skills for Having Difficult Conversations?  6.3 Feedback and Listening  What Is Developmental Feedback?  What Are Active Listening Skills?  Self-Test Chapter 6  Self-Test Answers  Endnotes      7 Teamwork  7.1 Team Effectiveness  What Makes a Team Effective?  How Can We Set Teams Up for Success?  How Does Member Diversity Affect Team Performance?  7.2 Team Dynamics  What Are Roles and Role Dynamics?  What Are Norms?  What Are Other Important Team Dynamics?  7.3 High-Performance Teams  How Do We Build a High-Performance Team?  What Is the Role of Team Cohesiveness?  How Can We Improve Team Decision Making?  Self-Test Chapter 7  Self-Test Answers  Endnotes    8 Leadership and Followership  8.1 Leadership as Co-Creation  What Is Leadership?  How Does Leadership Work?  Leadership as Social Construction  8.2 Leader Styles  What Makes Leaders Successful?  Ways We Act as Leaders  8.3 Follower Styles  What Is Followership?  Follower Styles  Self-Test Chapter 8  Self-Test Answers  Endnotes      9 Power and Politics  9.1 Power  What Is Power?  Where Does Power Come From?  How Is Power Gained and Lost?  9.2 Building Power Bases  What Is Position Power?  What Are Responses to Position Power?  What Is Personal Power?  What Is Connection Power?  What Are Responses to Personal and Connection Power?  How to Develop and Maintain Power Bases?  9.3 Navigating the Political Landscape  Why Do We Have Organizational Politics?  How Do We Understand Organizational Politics?  How Do I Navigate Organizational Politics?  9.4 Theory of Organizational Justice  Understanding the Concept of Organizational Justice  Understanding the Intersection between Justice, Power, and Politics  Self-Test Chapter 9  Self-Test Answers  Endnotes      10 Relationships and Networks  10.1 Interpersonal Relationships  What Kinds of Relationships Matter?  How Are Relationships Developed?  How Do We Build and Maintain Good Relationships?  10.2 Networks  What Are Networks?  How Do Networks Work?  10.3 Leveraging Your Network  Networks and Social Capital  How Do We Leverage a Network?  Using Your Network to Advance Your Career  Self-Test Chapter 10  Self-Test Answers  Endnotes    11 Conflict, Negotiation, and Decision Making  11.1 Conflict  What Are the Types of Conflict?  How Can I Guard Against Common Conflict Management Pitfalls?  11.2 Negotiation  Why Negotiate?  How Do I Negotiate?  How Can I Guard Against Common Negotiation Pitfalls?  11.3 Decision Making  What Are Common Approaches to Decision Making?  How Can I Be a Better Decision Maker?  Guarding Against Common Decision-Making Pitfalls?  Self-Test Chapter 11  Self-Test Answers  Endnotes    OB SKILLS WORKBOOKGLOSSARYINDEX TABLE OF CONTENTS  Part 1: Why Do I Need to Study Organizational Behavior?  1 Introduction to Organizational Behavior    1.1 Organizational Behavior    What Is Organizational Behavior?    Why Is Organizational Behavior Important?    How Do We Learn about Organizational Behavior?    Disciplines That Contribute to Organizational Behavior    Abstractness in Organizational Behavior    1.2 Critical Thinking    What Is the Science of Organizational Behavior?    What Does It Mean to Think Critically?    Why Is It So Difficult to Think Critically?    What Are the Steps in the Critical Thinking Process?    1.3 Ethics in OB    What Are Ethics?    A Framework for Ethical Decision Making    Importance of Personal Ethical Fit    Self-Test Chapter 1    Self-Test Answers    Endnotes      2 Understanding Organizations    2.1 Organizational Strategy and Change    What Is Strategy?    Organizational Change and Adaptability    Consequences of Change: Stress and Burnout    2.2 Organizational Structure    What Is Organizational Structure?    Mechanistic vs. Organic Organizational Design    Team-Based Organizational Design    Innovative and Flexible Organizational Design    Why Do We Need Creativity and Innovation?    2.3 Organizational Culture    What Is Organizational Culture?    How Do We Identify an Organization’s Culture?    How Can We Build More Effective Cultures?    Self-Test Chapter 2    Self-Test Answers    Endnotes      Part 2: Why Do People Behave as They Do?  3 Individual Differences    3.1 Personality    Nature or Nurture?    Are Personalities Stable?    What Are Behavioral and Social Traits?    What Are Self-Concept Traits?    “The Dark Side” of Personality    How Can We Assess Personality?    3.2 Emotions and Moods    What Are Emotions and Moods?    Coping with Stress: Job Demands–Resources Model    What Is Emotional Intelligence?    Cultural Aspects of Emotions and Moods    3.3 Attitudes and Behavior    What Is an Attitude?    What Are Job Attitudes?    How Do Attitudes Influence Work Behavior?    Negative Workplace Behaviors    Self-Test Chapter 3    Self-Test Answers    Endnotes      4 Perception and Bias    4.1 Perception and Cognitive Bias    What Is Perception?    What Is Attribution?    Cognitive Bias    Perception Management in Organizations    4.2 Identity and Social Bias    What Are Common Types of Self-Identities?    How Does Identity Affect Behavior?    Identity Threat    Social Bias    4.3 Perspective Taking and Diversity    Perspective Taking    Perspective Taking and Diversity    Benefits of Perspective Taking    Learning to Take Another’s Perspective    Using Perspective Taking to Enhance Diversity and Inclusion    Self-Test Chapter 4    Self-Test Answers    Endnotes      5 Motivation    5.1 Motivation and Performance Management    What Is Motivation?    Pay for Performance    What Is Performance Management?    How Do We Create More Motivating Environments?    5.2 Needs Theories of Motivation    Maslow’s Hierarchy of Needs    Alderfer’s ERG Theory    Manifest Needs Theory    Self-Determination Theory (SDT)    5.3 Process Theories of Motivation    Equity Theory    Self-Test Chapter 5    Self-Test Answers    Endnotes      Part 3: How Do I Effectively Manage Myself and Influence Others?  6 Communication    6.1 Influence and Persuasion    What Is Framing?    How Can We Communicate with Charisma?    Why Are Stories So Persuasive?    Don’t Forget the Nonverbals    6.2 Difficult Conversations    What Is Avoidance and Why Does It Happen?    What Is a Difficult Conversation and When Should We Have One?    What Are the Skills for Having Difficult Conversations?    6.3 Feedback and Listening    What Is Developmental Feedback?    What Are Active Listening Skills?    Self-Test Chapter 6    Self-Test Answers    Endnotes      7 Teamwork    7.1 Team Effectiveness    What Makes a Team Effective?    How Can We Set Teams Up for Success?    How Does Member Diversity Affect Team Performance?    7.2 Team Dynamics    What Are Roles and Role Dynamics?    What Are Norms?    What Are Other Important Team Dynamics?    7.3 High-Performance Teams    How Do We Build a High-Performance Team?    What Is the Role of Team Cohesiveness?    How Can We Improve Team Decision Making?    Self-Test Chapter 7    Self-Test Answers    Endnotes      8 Leadership and Followership    8.1 Leadership as Co-Creation    What Is Leadership?    How Does Leadership Work?    Leadership as Social Construction    8.2 Leader Styles    What Makes Leaders Successful?    Ways We Act as Leaders    8.3 Follower Styles    What Is Followership?    Follower Styles    Self-Test Chapter 8    Self-Test Answers    Endnotes      9 Power and Politics    9.1 Power    What Is Power?    Where Does Power Come From?    How Is Power Gained and Lost?    9.2 Building Power Bases    What Is Position Power?    What Are Responses to Position Power?    What Is Personal Power?    What Is Connection Power?    What Are Responses to Personal and Connection Power?    How to Develop and Maintain Power Bases?    9.3 Navigating the Political Landscape    Why Do We Have Organizational Politics?    How Do We Understand Organizational Politics?    How Do I Navigate Organizational Politics?    9.4 Theory of Organizational Justice    Understanding the Concept of Organizational Justice    Understanding the Intersection between Justice, Power, and Politics    Self-Test Chapter 9    Self-Test Answers    Endnotes      10 Relationships and Networks    10.1 Interpersonal Relationships    What Kinds of Relationships Matter?    How Are Relationships Developed?    How Do We Build and Maintain Good Relationships?    10.2 Networks    What Are Networks?    How Do Networks Work?    10.3 Leveraging Your Network    Networks and Social Capital    How Do We Leverage a Network?    Using Your Network to Advance Your Career    Self-Test Chapter 10    Self-Test Answers    Endnotes      11 Conflict, Negotiation, and Decision Making    11.1 Conflict    What Are the Types of Conflict?    How Can I Guard Against Common Conflict Management Pitfalls?    11.2 Negotiation    Why Negotiate?    How Do I Negotiate?    How Can I Guard Against Common Negotiation Pitfalls?    11.3 Decision Making    What Are Common Approaches to Decision Making?    How Can I Be a Better Decision Maker?    Guarding Against Common Decision-Making Pitfalls?    Self-Test Chapter 11    Self-Test Answers    Endnotes    OB SKILLS WORKBOOKGLOSSARYINDEX

DR. MARY UHL-BIEN is the BNSF Railway Endowed Professor of Leadership in the Neeley School of Business at Texas Christian University (TCU). She holds an honorary doctorate at Copenhagen Business School in Denmark, and a PhD and MBA from the University of Cincinnati. Dr. Uhl-Bien is an active scholar and leader in the Academy of Management. She was ranked #6 in the Top 20 Most Influential Leadership Scholars since 1990 and has won multiple Best Paper awards, including two Decennial Awards, for her work on leadership. She is a founder of the Network of Leadership Scholars (NLS) in the Academy of Management and has served as both Representative-at-Large and Division Chair for the Organizational Behavior Division in the Academy, as well as on multiple Academy-wide leadership committees. She publishes her work in top journals including Academy of Management Journal, Journal of Applied Psychology, Journal of Management, and The Leadership Quarterly, and disseminates it both in the classroom and to practice through practitioner articles and executive education. She is passionate about undergraduate teaching and was recognized in Poets & Quants 2nd Annual Top 50 Undergraduate Business Professors.DR. RONALD F. PICCOLO is the Galloway Professor of Management in the College of Business at the University of Central Florida. From 2009–2016, he served as the Cornell Professor of Management and Academic Director of the Center for Leadership Development & Executive Education in the Crummer Graduate School of Business at Rollins College. Dr. Piccolo earned a PhD in management from the University of Florida, an MBA from Rollins, and a Bachelor of Science in mathematics from Stetson University. He has been a visiting scholar at Drexel University in Philadelphia, Tulane University, Jacobs University in Bremen, Germany, Kiel University, and the Amsterdam Business School. Dr. Piccolo teaches graduate-level courses in leadership, organizational behavior, research methods, and management strategy. His research on leadership, motivation, job design, and personality has been published in Forbes magazine, Monster.com, CIO.com, in numerous textbooks, and in top academic journals such as the Academy of Management Journal (AMJ), Journal of Applied Psychology, Personnel Psychology, Human Resource Management, Journal of Management, and the Journal of Organizational Behavior. In 2019, he was recognized by The Leadership Quarterly as one of the most highly cited leadership scholars since 1990.DR. JOHN R. SCHERMERHORN, JR. is the Charles G. O’Bleness Emeritus Professor of Management in the College of Business at Ohio University. He earned a PhD in organizational behavior from Northwestern University, an MBA (with distinction) in management and international business from New York University, and a BS in business administration from the State University of New York at Buffalo. Dr. Schermerhorn’s international experience includes appointments as a visiting professor of management at the Chinese University of Hong Kong, the Kohei Miura Visiting Professor at Chubu University in Japan, Visiting Fulbright Scholar at the University of Botswana, member of the graduate faculty at Bangkok University in Thailand, and advisor to the Lao-American College in Vientiane, Laos. He was on-site coordinator for two years at the Ohio University MBA and Executive MBA programs in Malaysia. He currently teaches a graduate course in organizational behavior and strategic leadership at Universitá Politecnica delle Marche in Italy, and an organization behavior PhD seminar at the University of Pècs in Hungary. Dr. Schermerhorn is known to educators and students as senior author of Exploring Management 7e (Wiley, 2021) and Management 15e (Wiley, 2023). His research has been published in the Academy of Management Journal, Academy of Management Review, Academy of Management Executive, Organizational Dynamics, Asia-Pacific Journal of Management, and the Journal of Management Education, among other scholarly outlets. Ohio University named Dr. Schermerhorn a University Professor, the university’s highest campus-wide honor for excellence in undergraduate teaching.

• TABLE OF CONTENTS  Part 1: Why Do I Need to Study Organizational Behavior?1 Introduction to Organizational Behavior  1.1 Organizational Behavior  What Is Organizational Behavior?  Why Is Organizational Behavior Important?  How Do We Learn about Organizational Behavior?  Disciplines That Contribute to Organizational Behavior  Abstractness in Organizational Behavior  1.2 Critical Thinking  What Is the Science of Organizational Behavior?  What Does It Mean to Think Critically?  Why Is It So Difficult to Think Critically?  What Are the Steps in the Critical Thinking Process?  1.3 Ethics in OB  What Are Ethics?  A Framework for Ethical Decision Making  Importance of Personal Ethical Fit  Self-Test Chapter 1  Self-Test Answers  Endnotes     2 Understanding Organizations  2.1 Organizational Strategy and Change  What Is Strategy?  Organizational Change and Adaptability  Consequences of Change: Stress and Burnout  2.2 Organizational Structure  What Is Organizational Structure?  Mechanistic vs. Organic Organizational Design  Team-Based Organizational Design  Innovative and Flexible Organizational Design  Why Do We Need Creativity and Innovation?  2.3 Organizational Culture  What Is Organizational Culture?  How Do We Identify an Organization’s Culture?  How Can We Build More Effective Cultures?  Self-Test Chapter 2  Self-Test Answers  Endnotes     Part 2: Why Do People Behave as They Do? 3 Individual Differences  3.1 Personality  Nature or Nurture?  Are Personalities Stable?  What Are Behavioral and Social Traits?  What Are Self-Concept Traits?  “The Dark Side” of Personality  How Can We Assess Personality?  3.2 Emotions and Moods  What Are Emotions and Moods?  Coping with Stress: Job Demands–Resources Model  What Is Emotional Intelligence?  Cultural Aspects of Emotions and Moods  3.3 Attitudes and Behavior  What Is an Attitude?  What Are Job Attitudes?  How Do Attitudes Influence Work Behavior?  Negative Workplace Behaviors  Self-Test Chapter 3  Self-Test Answers  Endnotes    4 Perception and Bias  4.1 Perception and Cognitive Bias  What Is Perception?  What Is Attribution?  Cognitive Bias  Perception Management in Organizations  4.2 Identity and Social Bias  What Are Common Types of Self-Identities?  How Does Identity Affect Behavior?  Identity Threat  Social Bias  4.3 Perspective Taking and Diversity  Perspective Taking  Perspective Taking and Diversity  Benefits of Perspective Taking  Learning to Take Another’s Perspective  Using Perspective Taking to Enhance Diversity and Inclusion  Self-Test Chapter 4  Self-Test Answers  Endnotes    5 Motivation  5.1 Motivation and Performance Management  What Is Motivation?  Pay for Performance  What Is Performance Management?  How Do We Create More Motivating Environments?  5.2 Needs Theories of Motivation  Maslow’s Hierarchy of Needs  Alderfer’s ERG Theory  Manifest Needs Theory  Self-Determination Theory (SDT)  5.3 Process Theories of Motivation  Equity Theory  Self-Test Chapter 5  Self-Test Answers  Endnotes      Part 3: How Do I Effectively Manage Myself and Influence Others?  6 Communication  6.1 Influence and Persuasion  What Is Framing?  How Can We Communicate with Charisma?  Why Are Stories So Persuasive?  Don’t Forget the Nonverbals  6.2 Difficult Conversations  What Is Avoidance and Why Does It Happen?  What Is a Difficult Conversation and When Should We Have One?  What Are the Skills for Having Difficult Conversations?  6.3 Feedback and Listening  What Is Developmental Feedback?  What Are Active Listening Skills?  Self-Test Chapter 6  Self-Test Answers  Endnotes      7 Teamwork  7.1 Team Effectiveness  What Makes a Team Effective?  How Can We Set Teams Up for Success?  How Does Member Diversity Affect Team Performance?  7.2 Team Dynamics  What Are Roles and Role Dynamics?  What Are Norms?  What Are Other Important Team Dynamics?  7.3 High-Performance Teams  How Do We Build a High-Performance Team?  What Is the Role of Team Cohesiveness?  How Can We Improve Team Decision Making?  Self-Test Chapter 7  Self-Test Answers  Endnotes    8 Leadership and Followership  8.1 Leadership as Co-Creation  What Is Leadership?  How Does Leadership Work?  Leadership as Social Construction  8.2 Leader Styles  What Makes Leaders Successful?  Ways We Act as Leaders  8.3 Follower Styles  What Is Followership?  Follower Styles  Self-Test Chapter 8  Self-Test Answers  Endnotes      9 Power and Politics  9.1 Power  What Is Power?  Where Does Power Come From?  How Is Power Gained and Lost?  9.2 Building Power Bases  What Is Position Power?  What Are Responses to Position Power?  What Is Personal Power?  What Is Connection Power?  What Are Responses to Personal and Connection Power?  How to Develop and Maintain Power Bases?  9.3 Navigating the Political Landscape  Why Do We Have Organizational Politics?  How Do We Understand Organizational Politics?  How Do I Navigate Organizational Politics?  9.4 Theory of Organizational Justice  Understanding the Concept of Organizational Justice  Understanding the Intersection between Justice, Power, and Politics  Self-Test Chapter 9  Self-Test Answers  Endnotes      10 Relationships and Networks  10.1 Interpersonal Relationships  What Kinds of Relationships Matter?  How Are Relationships Developed?  How Do We Build and Maintain Good Relationships?  10.2 Networks  What Are Networks?  How Do Networks Work?  10.3 Leveraging Your Network  Networks and Social Capital  How Do We Leverage a Network?  Using Your Network to Advance Your Career  Self-Test Chapter 10  Self-Test Answers  Endnotes    11 Conflict, Negotiation, and Decision Making  11.1 Conflict  What Are the Types of Conflict?  How Can I Guard Against Common Conflict Management Pitfalls?  11.2 Negotiation  Why Negotiate?  How Do I Negotiate?  How Can I Guard Against Common Negotiation Pitfalls?  11.3 Decision Making  What Are Common Approaches to Decision Making?  How Can I Be a Better Decision Maker?  Guarding Against Common Decision-Making Pitfalls?  Self-Test Chapter 11  Self-Test Answers  Endnotes    OB SKILLS WORKBOOKGLOSSARYINDEX TABLE OF CONTENTS  Part 1: Why Do I Need to Study Organizational Behavior?  1 Introduction to Organizational Behavior    1.1 Organizational Behavior    What Is Organizational Behavior?    Why Is Organizational Behavior Important?    How Do We Learn about Organizational Behavior?    Disciplines That Contribute to Organizational Behavior    Abstractness in Organizational Behavior    1.2 Critical Thinking    What Is the Science of Organizational Behavior?    What Does It Mean to Think Critically?    Why Is It So Difficult to Think Critically?    What Are the Steps in the Critical Thinking Process?    1.3 Ethics in OB    What Are Ethics?    A Framework for Ethical Decision Making    Importance of Personal Ethical Fit    Self-Test Chapter 1    Self-Test Answers    Endnotes      2 Understanding Organizations    2.1 Organizational Strategy and Change    What Is Strategy?    Organizational Change and Adaptability    Consequences of Change: Stress and Burnout    2.2 Organizational Structure    What Is Organizational Structure?    Mechanistic vs. Organic Organizational Design    Team-Based Organizational Design    Innovative and Flexible Organizational Design    Why Do We Need Creativity and Innovation?    2.3 Organizational Culture    What Is Organizational Culture?    How Do We Identify an Organization’s Culture?    How Can We Build More Effective Cultures?    Self-Test Chapter 2    Self-Test Answers    Endnotes      Part 2: Why Do People Behave as They Do?  3 Individual Differences    3.1 Personality    Nature or Nurture?    Are Personalities Stable?    What Are Behavioral and Social Traits?    What Are Self-Concept Traits?    “The Dark Side” of Personality    How Can We Assess Personality?    3.2 Emotions and Moods    What Are Emotions and Moods?    Coping with Stress: Job Demands–Resources Model    What Is Emotional Intelligence?    Cultural Aspects of Emotions and Moods    3.3 Attitudes and Behavior    What Is an Attitude?    What Are Job Attitudes?    How Do Attitudes Influence Work Behavior?    Negative Workplace Behaviors    Self-Test Chapter 3    Self-Test Answers    Endnotes      4 Perception and Bias    4.1 Perception and Cognitive Bias    What Is Perception?    What Is Attribution?    Cognitive Bias    Perception Management in Organizations    4.2 Identity and Social Bias    What Are Common Types of Self-Identities?    How Does Identity Affect Behavior?    Identity Threat    Social Bias    4.3 Perspective Taking and Diversity    Perspective Taking    Perspective Taking and Diversity    Benefits of Perspective Taking    Learning to Take Another’s Perspective    Using Perspective Taking to Enhance Diversity and Inclusion    Self-Test Chapter 4    Self-Test Answers    Endnotes      5 Motivation    5.1 Motivation and Performance Management    What Is Motivation?    Pay for Performance    What Is Performance Management?    How Do We Create More Motivating Environments?    5.2 Needs Theories of Motivation    Maslow’s Hierarchy of Needs    Alderfer’s ERG Theory    Manifest Needs Theory    Self-Determination Theory (SDT)    5.3 Process Theories of Motivation    Equity Theory    Self-Test Chapter 5    Self-Test Answers    Endnotes      Part 3: How Do I Effectively Manage Myself and Influence Others?  6 Communication    6.1 Influence and Persuasion    What Is Framing?    How Can We Communicate with Charisma?    Why Are Stories So Persuasive?    Don’t Forget the Nonverbals    6.2 Difficult Conversations    What Is Avoidance and Why Does It Happen?    What Is a Difficult Conversation and When Should We Have One?    What Are the Skills for Having Difficult Conversations?    6.3 Feedback and Listening    What Is Developmental Feedback?    What Are Active Listening Skills?    Self-Test Chapter 6    Self-Test Answers    Endnotes      7 Teamwork    7.1 Team Effectiveness    What Makes a Team Effective?    How Can We Set Teams Up for Success?    How Does Member Diversity Affect Team Performance?    7.2 Team Dynamics    What Are Roles and Role Dynamics?    What Are Norms?    What Are Other Important Team Dynamics?    7.3 High-Performance Teams    How Do We Build a High-Performance Team?    What Is the Role of Team Cohesiveness?    How Can We Improve Team Decision Making?    Self-Test Chapter 7    Self-Test Answers    Endnotes      8 Leadership and Followership    8.1 Leadership as Co-Creation    What Is Leadership?    How Does Leadership Work?    Leadership as Social Construction    8.2 Leader Styles    What Makes Leaders Successful?    Ways We Act as Leaders    8.3 Follower Styles    What Is Followership?    Follower Styles    Self-Test Chapter 8    Self-Test Answers    Endnotes      9 Power and Politics    9.1 Power    What Is Power?    Where Does Power Come From?    How Is Power Gained and Lost?    9.2 Building Power Bases    What Is Position Power?    What Are Responses to Position Power?    What Is Personal Power?    What Is Connection Power?    What Are Responses to Personal and Connection Power?    How to Develop and Maintain Power Bases?    9.3 Navigating the Political Landscape    Why Do We Have Organizational Politics?    How Do We Understand Organizational Politics?    How Do I Navigate Organizational Politics?    9.4 Theory of Organizational Justice    Understanding the Concept of Organizational Justice    Understanding the Intersection between Justice, Power, and Politics    Self-Test Chapter 9    Self-Test Answers    Endnotes      10 Relationships and Networks    10.1 Interpersonal Relationships    What Kinds of Relationships Matter?    How Are Relationships Developed?    How Do We Build and Maintain Good Relationships?    10.2 Networks    What Are Networks?    How Do Networks Work?    10.3 Leveraging Your Network    Networks and Social Capital    How Do We Leverage a Network?    Using Your Network to Advance Your Career    Self-Test Chapter 10    Self-Test Answers    Endnotes      11 Conflict, Negotiation, and Decision Making    11.1 Conflict    What Are the Types of Conflict?    How Can I Guard Against Common Conflict Management Pitfalls?    11.2 Negotiation    Why Negotiate?    How Do I Negotiate?    How Can I Guard Against Common Negotiation Pitfalls?    11.3 Decision Making    What Are Common Approaches to Decision Making?    How Can I Be a Better Decision Maker?    Guarding Against Common Decision-Making Pitfalls?    Self-Test Chapter 11    Self-Test Answers    Endnotes    OB SKILLS WORKBOOKGLOSSARYINDEX

DR. MARY UHL-BIEN is the BNSF Railway Endowed Professor of Leadership in the Neeley School of Business at Texas Christian University (TCU). She holds an honorary doctorate at Copenhagen Business School in Denmark, and a PhD and MBA from the University of Cincinnati. Dr. Uhl-Bien is an active scholar and leader in the Academy of Management. She was ranked #6 in the Top 20 Most Influential Leadership Scholars since 1990 and has won multiple Best Paper awards, including two Decennial Awards, for her work on leadership. She is a founder of the Network of Leadership Scholars (NLS) in the Academy of Management and has served as both Representative-at-Large and Division Chair for the Organizational Behavior Division in the Academy, as well as on multiple Academy-wide leadership committees. She publishes her work in top journals including Academy of Management Journal, Journal of Applied Psychology, Journal of Management, and The Leadership Quarterly, and disseminates it both in the classroom and to practice through practitioner articles and executive education. She is passionate about undergraduate teaching and was recognized in Poets & Quants 2nd Annual Top 50 Undergraduate Business Professors.DR. RONALD F. PICCOLO is the Galloway Professor of Management in the College of Business at the University of Central Florida. From 2009–2016, he served as the Cornell Professor of Management and Academic Director of the Center for Leadership Development & Executive Education in the Crummer Graduate School of Business at Rollins College. Dr. Piccolo earned a PhD in management from the University of Florida, an MBA from Rollins, and a Bachelor of Science in mathematics from Stetson University. He has been a visiting scholar at Drexel University in Philadelphia, Tulane University, Jacobs University in Bremen, Germany, Kiel University, and the Amsterdam Business School. Dr. Piccolo teaches graduate-level courses in leadership, organizational behavior, research methods, and management strategy. His research on leadership, motivation, job design, and personality has been published in Forbes magazine, Monster.com, CIO.com, in numerous textbooks, and in top academic journals such as the Academy of Management Journal (AMJ), Journal of Applied Psychology, Personnel Psychology, Human Resource Management, Journal of Management, and the Journal of Organizational Behavior. In 2019, he was recognized by The Leadership Quarterly as one of the most highly cited leadership scholars since 1990.DR. JOHN R. SCHERMERHORN, JR. is the Charles G. O’Bleness Emeritus Professor of Management in the College of Business at Ohio University. He earned a PhD in organizational behavior from Northwestern University, an MBA (with distinction) in management and international business from New York University, and a BS in business administration from the State University of New York at Buffalo. Dr. Schermerhorn’s international experience includes appointments as a visiting professor of management at the Chinese University of Hong Kong, the Kohei Miura Visiting Professor at Chubu University in Japan, Visiting Fulbright Scholar at the University of Botswana, member of the graduate faculty at Bangkok University in Thailand, and advisor to the Lao-American College in Vientiane, Laos. He was on-site coordinator for two years at the Ohio University MBA and Executive MBA programs in Malaysia. He currently teaches a graduate course in organizational behavior and strategic leadership at Universitá Politecnica delle Marche in Italy, and an organization behavior PhD seminar at the University of Pècs in Hungary. Dr. Schermerhorn is known to educators and students as senior author of Exploring Management 7e (Wiley, 2021) and Management 15e (Wiley, 2023). His research has been published in the Academy of Management Journal, Academy of Management Review, Academy of Management Executive, Organizational Dynamics, Asia-Pacific Journal of Management, and the Journal of Management Education, among other scholarly outlets. Ohio University named Dr. Schermerhorn a University Professor, the university’s highest campus-wide honor for excellence in undergraduate teaching.

• TABLE OF CONTENTS  Part 1: Why Do I Need to Study Organizational Behavior?1 Introduction to Organizational Behavior  1.1 Organizational Behavior  What Is Organizational Behavior?  Why Is Organizational Behavior Important?  How Do We Learn about Organizational Behavior?  Disciplines That Contribute to Organizational Behavior  Abstractness in Organizational Behavior  1.2 Critical Thinking  What Is the Science of Organizational Behavior?  What Does It Mean to Think Critically?  Why Is It So Difficult to Think Critically?  What Are the Steps in the Critical Thinking Process?  1.3 Ethics in OB  What Are Ethics?  A Framework for Ethical Decision Making  Importance of Personal Ethical Fit  Self-Test Chapter 1  Self-Test Answers  Endnotes     2 Understanding Organizations  2.1 Organizational Strategy and Change  What Is Strategy?  Organizational Change and Adaptability  Consequences of Change: Stress and Burnout  2.2 Organizational Structure  What Is Organizational Structure?  Mechanistic vs. Organic Organizational Design  Team-Based Organizational Design  Innovative and Flexible Organizational Design  Why Do We Need Creativity and Innovation?  2.3 Organizational Culture  What Is Organizational Culture?  How Do We Identify an Organization’s Culture?  How Can We Build More Effective Cultures?  Self-Test Chapter 2  Self-Test Answers  Endnotes     Part 2: Why Do People Behave as They Do? 3 Individual Differences  3.1 Personality  Nature or Nurture?  Are Personalities Stable?  What Are Behavioral and Social Traits?  What Are Self-Concept Traits?  “The Dark Side” of Personality  How Can We Assess Personality?  3.2 Emotions and Moods  What Are Emotions and Moods?  Coping with Stress: Job Demands–Resources Model  What Is Emotional Intelligence?  Cultural Aspects of Emotions and Moods  3.3 Attitudes and Behavior  What Is an Attitude?  What Are Job Attitudes?  How Do Attitudes Influence Work Behavior?  Negative Workplace Behaviors  Self-Test Chapter 3  Self-Test Answers  Endnotes    4 Perception and Bias  4.1 Perception and Cognitive Bias  What Is Perception?  What Is Attribution?  Cognitive Bias  Perception Management in Organizations  4.2 Identity and Social Bias  What Are Common Types of Self-Identities?  How Does Identity Affect Behavior?  Identity Threat  Social Bias  4.3 Perspective Taking and Diversity  Perspective Taking  Perspective Taking and Diversity  Benefits of Perspective Taking  Learning to Take Another’s Perspective  Using Perspective Taking to Enhance Diversity and Inclusion  Self-Test Chapter 4  Self-Test Answers  Endnotes    5 Motivation  5.1 Motivation and Performance Management  What Is Motivation?  Pay for Performance  What Is Performance Management?  How Do We Create More Motivating Environments?  5.2 Needs Theories of Motivation  Maslow’s Hierarchy of Needs  Alderfer’s ERG Theory  Manifest Needs Theory  Self-Determination Theory (SDT)  5.3 Process Theories of Motivation  Equity Theory  Self-Test Chapter 5  Self-Test Answers  Endnotes      Part 3: How Do I Effectively Manage Myself and Influence Others?  6 Communication  6.1 Influence and Persuasion  What Is Framing?  How Can We Communicate with Charisma?  Why Are Stories So Persuasive?  Don’t Forget the Nonverbals  6.2 Difficult Conversations  What Is Avoidance and Why Does It Happen?  What Is a Difficult Conversation and When Should We Have One?  What Are the Skills for Having Difficult Conversations?  6.3 Feedback and Listening  What Is Developmental Feedback?  What Are Active Listening Skills?  Self-Test Chapter 6  Self-Test Answers  Endnotes      7 Teamwork  7.1 Team Effectiveness  What Makes a Team Effective?  How Can We Set Teams Up for Success?  How Does Member Diversity Affect Team Performance?  7.2 Team Dynamics  What Are Roles and Role Dynamics?  What Are Norms?  What Are Other Important Team Dynamics?  7.3 High-Performance Teams  How Do We Build a High-Performance Team?  What Is the Role of Team Cohesiveness?  How Can We Improve Team Decision Making?  Self-Test Chapter 7  Self-Test Answers  Endnotes    8 Leadership and Followership  8.1 Leadership as Co-Creation  What Is Leadership?  How Does Leadership Work?  Leadership as Social Construction  8.2 Leader Styles  What Makes Leaders Successful?  Ways We Act as Leaders  8.3 Follower Styles  What Is Followership?  Follower Styles  Self-Test Chapter 8  Self-Test Answers  Endnotes      9 Power and Politics  9.1 Power  What Is Power?  Where Does Power Come From?  How Is Power Gained and Lost?  9.2 Building Power Bases  What Is Position Power?  What Are Responses to Position Power?  What Is Personal Power?  What Is Connection Power?  What Are Responses to Personal and Connection Power?  How to Develop and Maintain Power Bases?  9.3 Navigating the Political Landscape  Why Do We Have Organizational Politics?  How Do We Understand Organizational Politics?  How Do I Navigate Organizational Politics?  9.4 Theory of Organizational Justice  Understanding the Concept of Organizational Justice  Understanding the Intersection between Justice, Power, and Politics  Self-Test Chapter 9  Self-Test Answers  Endnotes      10 Relationships and Networks  10.1 Interpersonal Relationships  What Kinds of Relationships Matter?  How Are Relationships Developed?  How Do We Build and Maintain Good Relationships?  10.2 Networks  What Are Networks?  How Do Networks Work?  10.3 Leveraging Your Network  Networks and Social Capital  How Do We Leverage a Network?  Using Your Network to Advance Your Career  Self-Test Chapter 10  Self-Test Answers  Endnotes    11 Conflict, Negotiation, and Decision Making  11.1 Conflict  What Are the Types of Conflict?  How Can I Guard Against Common Conflict Management Pitfalls?  11.2 Negotiation  Why Negotiate?  How Do I Negotiate?  How Can I Guard Against Common Negotiation Pitfalls?  11.3 Decision Making  What Are Common Approaches to Decision Making?  How Can I Be a Better Decision Maker?  Guarding Against Common Decision-Making Pitfalls?  Self-Test Chapter 11  Self-Test Answers  Endnotes    OB SKILLS WORKBOOKGLOSSARYINDEX TABLE OF CONTENTS  Part 1: Why Do I Need to Study Organizational Behavior?  1 Introduction to Organizational Behavior    1.1 Organizational Behavior    What Is Organizational Behavior?    Why Is Organizational Behavior Important?    How Do We Learn about Organizational Behavior?    Disciplines That Contribute to Organizational Behavior    Abstractness in Organizational Behavior    1.2 Critical Thinking    What Is the Science of Organizational Behavior?    What Does It Mean to Think Critically?    Why Is It So Difficult to Think Critically?    What Are the Steps in the Critical Thinking Process?    1.3 Ethics in OB    What Are Ethics?    A Framework for Ethical Decision Making    Importance of Personal Ethical Fit    Self-Test Chapter 1    Self-Test Answers    Endnotes      2 Understanding Organizations    2.1 Organizational Strategy and Change    What Is Strategy?    Organizational Change and Adaptability    Consequences of Change: Stress and Burnout    2.2 Organizational Structure    What Is Organizational Structure?    Mechanistic vs. Organic Organizational Design    Team-Based Organizational Design    Innovative and Flexible Organizational Design    Why Do We Need Creativity and Innovation?    2.3 Organizational Culture    What Is Organizational Culture?    How Do We Identify an Organization’s Culture?    How Can We Build More Effective Cultures?    Self-Test Chapter 2    Self-Test Answers    Endnotes      Part 2: Why Do People Behave as They Do?  3 Individual Differences    3.1 Personality    Nature or Nurture?    Are Personalities Stable?    What Are Behavioral and Social Traits?    What Are Self-Concept Traits?    “The Dark Side” of Personality    How Can We Assess Personality?    3.2 Emotions and Moods    What Are Emotions and Moods?    Coping with Stress: Job Demands–Resources Model    What Is Emotional Intelligence?    Cultural Aspects of Emotions and Moods    3.3 Attitudes and Behavior    What Is an Attitude?    What Are Job Attitudes?    How Do Attitudes Influence Work Behavior?    Negative Workplace Behaviors    Self-Test Chapter 3    Self-Test Answers    Endnotes      4 Perception and Bias    4.1 Perception and Cognitive Bias    What Is Perception?    What Is Attribution?    Cognitive Bias    Perception Management in Organizations    4.2 Identity and Social Bias    What Are Common Types of Self-Identities?    How Does Identity Affect Behavior?    Identity Threat    Social Bias    4.3 Perspective Taking and Diversity    Perspective Taking    Perspective Taking and Diversity    Benefits of Perspective Taking    Learning to Take Another’s Perspective    Using Perspective Taking to Enhance Diversity and Inclusion    Self-Test Chapter 4    Self-Test Answers    Endnotes      5 Motivation    5.1 Motivation and Performance Management    What Is Motivation?    Pay for Performance    What Is Performance Management?    How Do We Create More Motivating Environments?    5.2 Needs Theories of Motivation    Maslow’s Hierarchy of Needs    Alderfer’s ERG Theory    Manifest Needs Theory    Self-Determination Theory (SDT)    5.3 Process Theories of Motivation    Equity Theory    Self-Test Chapter 5    Self-Test Answers    Endnotes      Part 3: How Do I Effectively Manage Myself and Influence Others?  6 Communication    6.1 Influence and Persuasion    What Is Framing?    How Can We Communicate with Charisma?    Why Are Stories So Persuasive?    Don’t Forget the Nonverbals    6.2 Difficult Conversations    What Is Avoidance and Why Does It Happen?    What Is a Difficult Conversation and When Should We Have One?    What Are the Skills for Having Difficult Conversations?    6.3 Feedback and Listening    What Is Developmental Feedback?    What Are Active Listening Skills?    Self-Test Chapter 6    Self-Test Answers    Endnotes      7 Teamwork    7.1 Team Effectiveness    What Makes a Team Effective?    How Can We Set Teams Up for Success?    How Does Member Diversity Affect Team Performance?    7.2 Team Dynamics    What Are Roles and Role Dynamics?    What Are Norms?    What Are Other Important Team Dynamics?    7.3 High-Performance Teams    How Do We Build a High-Performance Team?    What Is the Role of Team Cohesiveness?    How Can We Improve Team Decision Making?    Self-Test Chapter 7    Self-Test Answers    Endnotes      8 Leadership and Followership    8.1 Leadership as Co-Creation    What Is Leadership?    How Does Leadership Work?    Leadership as Social Construction    8.2 Leader Styles    What Makes Leaders Successful?    Ways We Act as Leaders    8.3 Follower Styles    What Is Followership?    Follower Styles    Self-Test Chapter 8    Self-Test Answers    Endnotes      9 Power and Politics    9.1 Power    What Is Power?    Where Does Power Come From?    How Is Power Gained and Lost?    9.2 Building Power Bases    What Is Position Power?    What Are Responses to Position Power?    What Is Personal Power?    What Is Connection Power?    What Are Responses to Personal and Connection Power?    How to Develop and Maintain Power Bases?    9.3 Navigating the Political Landscape    Why Do We Have Organizational Politics?    How Do We Understand Organizational Politics?    How Do I Navigate Organizational Politics?    9.4 Theory of Organizational Justice    Understanding the Concept of Organizational Justice    Understanding the Intersection between Justice, Power, and Politics    Self-Test Chapter 9    Self-Test Answers    Endnotes      10 Relationships and Networks    10.1 Interpersonal Relationships    What Kinds of Relationships Matter?    How Are Relationships Developed?    How Do We Build and Maintain Good Relationships?    10.2 Networks    What Are Networks?    How Do Networks Work?    10.3 Leveraging Your Network    Networks and Social Capital    How Do We Leverage a Network?    Using Your Network to Advance Your Career    Self-Test Chapter 10    Self-Test Answers    Endnotes      11 Conflict, Negotiation, and Decision Making    11.1 Conflict    What Are the Types of Conflict?    How Can I Guard Against Common Conflict Management Pitfalls?    11.2 Negotiation    Why Negotiate?    How Do I Negotiate?    How Can I Guard Against Common Negotiation Pitfalls?    11.3 Decision Making    What Are Common Approaches to Decision Making?    How Can I Be a Better Decision Maker?    Guarding Against Common Decision-Making Pitfalls?    Self-Test Chapter 11    Self-Test Answers    Endnotes    OB SKILLS WORKBOOKGLOSSARYINDEX