About the Book
For courses in Organizational Behavior, Leadership, and Managing Change.
This casebook provides 42 real cases on leadership and related issues in organizational behavior. A wide variety of industrial, international, and business settings are used. Professor Clawson takes the approach that effective leadership is a function of many elements: characteristics of the individual leader; the leader's strategic view of what tasks to focus on; the leader's ability to influence others toward that vision; and the leader's ability to design and implement organizational systems to maximize team members' potential.
Table of Contents:
Cases.
The Leadership Point of View.
Case 1: Astral Records, LTD., North America, Lynn Isabella.
Case 2: Paragon Corporation and Its Flight Department, Greg Bevan & Jim Clawson.
Leader/Self.
Case 3: John Wolford (A), Jack Weber.
Case 4: Hassan Shahrasebi—The Golden Boy, Amir Massoud Amiri & Jim Clawson.
Case 5: Jackie Woods (A), Catherine Lloyd & Jim Clawson.
Case 6: The Life and Career of a Senior Executive Officer (Tom Curren), Jim Clawson.
Case 7: Peter Woodson (A), Alex Horniman.
Case 8: Greenland, Morten Lie.
Case 9: Ray Hagen (A), Jim Clawson.
Case 10: Phil Charles (A), Charles Flocco & Alex Horniman.
Case 11: Robert J. O'Neill, Jr. and the Fairfax County Government (A), Lindsey Houser & Jim Clawson.
Case 12: Japanese Leadership: The Case of the Tetsundo Iwakuni, Maki DePalo & Jim Clawson.
Case 13: Stewart-Glapat Corporation (A), Jim Clawson.
Strategic Thinking.
Case 14: Secom Co., Ltd., Toshimasa Yashima, Bing Shui & Jim Clawson.
Case 15: Disney Productions: The Walt Years (A), Jeanne Liedtka.
Case 16: Stewart Glapat Corporation vs. Caljan (A), Andrew Spreadbury, Jean Kane & Jim Clawson.
Case 17: Jiffy Lube International, Inc., (Abridged), L. J. Bourgeois.
Interpersonal Influences.
Case 18: Alvarez (A), Ingrid Celis & Jim Clawson.
Case 19: Great Expectations (A), Mohan Das Manandhar & Jim Clawson.
Team Behavior.
Case 20: Crossroads (A), Tunde Onitiri & Jim Clawson.
Case 21: Peninsular Insurance (A), James Berger.
Case 22: Making the Tough Team Call (A), Lynn Isabella.
Case 23: GE Fanuc North America (A), Ted Forbes & Lynn Isabella.
Organizational Design.
Case 24: FMC Aberdeen, Jim Clawson.
Case 25: The Department of Work and Family Life at Marriott Corporation (A), Jeff Edwards & Colleen Logan.
Case 26: Organizing the Comanche Program (A), Catherine Alexander & Jim Clawson.
Leading Diversity.
Case 27: U.S. West: The Case of the Dinka Letters (A), Lynn Isabella.
Case 28: James Carroway (A), Eric Anderson & Jim Clawson.
Case 29: John Franklin, Bryan Smith & Jim Clawson.
Case 30: Jerry Caldwell at MOEX (A), Martin Davidson.
Case 31: Robert Jones, Jim Clawson.
Managing Pose Merger Integration.
Case 32: Kellogg-Worthington Merger, Luis Franco, Margaret Cording & L. J. Bourgeois.
Case 33: Louis Gerstner and Lotus Development (A), Tak Kato & Joe Harder.
Case 34: Banc One Corporation and the Park Cities (A), Eric Colsman & Jack Weber.
Leading Change.
Case 35: Two Big Banks' Broken Back Office, Margaret Cording & L. J. Bourgeois.
Case 36: Brubaker, Jim Clawson.
Case 37: Chicago Park District (A), Jim Clawson.
Case 38: NYT Pub Com (A), William Allen, Alex Horniman, Robert Landel, and Jim Clawson.
Case 39: Big Sky, Inc.: The Magasco Paper Mill (A), F. B. Brake, Jr. & Alex Horniman.
Case 40: Marsha Harris (A), Maki Depalo & Jim Clawson.
Case 41: Battalion Chief James Scott of the Lynchburg Fire Department, Sheila McMillen & Theodore Forbes.
Case 42: Goodwin House, Inc., Jim Clawson, Randolph New & Greg Bevan.
About the Author :
James G. Clawson, author of Level Three Leadership, is an associate professor at the Darden Graduate School of Business, University of Virginia, where he teaches in the masters of business administration, executive education, and doctoral programs. He has also taught at the Harvard Business School, Northeastern University, the International University of Japan, and in various countries throughout Europe, Africa, Australia. Asia, and North America. Dr. Clawson earned a doctorate of business administration from the Harvard University Graduate School of Business Administration, a masters of business administration at Brigham Young University, and a bachelor of arts from Stanford University. He has consulted with a number of corporations and organizations on issues of organizational design, management development, career management, managing change, leadership development, and human resource management. His other books include Self-Assessment and Career Development, Third Edition, and An MBA's Guide to Self-Assessment and Career Development.
