LEADERSHIP: LAW, POLICY, AND MANAGEMENT

ASPEN ELECTIVE SERIES

LEADERSHIP: LAW,POLICY, ANDMANAGEMENT

Deborah L. RhodeErnest W. McFarland Professor of LawDirector, Center on the Legal ProfessionStanford Law School

Amanda K. PackelAssociate DirectorCenter on the Legal ProfessionStanford Law School

>,Wolters KluwerLaw & Business

TABLE OF CONTENTS

Acknowledgements xxv

PART I. THE NATURE OF LEADERSHIP

1 DEFINING LEADERSHIP 3A. INTRODUCTION: WHY STUDY LEADERSHIP? 3B. WHAT MAKES LEADERS: CHARACTERISTICS

AND CIRCUMSTANCES 61. Definitions 62. Early Theories and Contemporary Critiques:

Traits and Charisma 63. The Importance of Leaders 84. The Role of Circumstance: Situations,

Contingency, and Context in LeadershipTheory 9

5. Values in Leadership 106. Leading and Managing 117. The Leader's Legacy 13

• Joseph S. Nye Jr., The Powers to Lead 13• Ronald A. Heifetz, Leadership without Easy

Answers 19• Warren Bennis, On Becoming a Leader 24

PROBLEM 1-1 25

NOTES AND QUESTIONS 25

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C. WHAT QUALITIES ARE CRITICAL FORLEADERSHIP? 26

• James M. Kouzes and Barry Z. Posner, The LeadershipChallenge (4th ed.) 27

• Daniel Goleman, Richard Boyatzis, and Annie McKee,Primal Leadership: Learning to Lead with EmotionalIntelligence 32


PROBLEM 1-2 35Media Resources 35

END NOTES 36

DEVELOPING LEADERSHIP 41A. CONTEMPORARY CHALLENGES 41

1. The World of Leaders: Competition, Scale, Pace,and Diversity 41

2. Relationships with Followers 433. Gaining and Exercising Leadership 43

B. STYLES OF LEADERSHIP 44• Daniel Goleman, "Leadership That Gets Results" 44• Jack Zenger and Joseph Folkman, "Ten Fatal Flaws

That Derail Leaders" 51• Roderick M. Kramer, "The Great Intimidators" 52



C. LEADERSHIP IN CONTEXT: LAW, POLICY, ANDMANAGEMENT 591. Comparing Law, Policy, and Management 592. Lawyers in Leadership Roles: A Case Study 61

• Ben W. Heineman Jr., "Law and Leadership" 61

QUESTIONS 63

PROBLEM 2-2 63

NOTES 64

NOTES AND QUESTIONS 66Media Resources 69

Table of Contents xiii

D. LEARNING LEADERSHIP 691. The State of Leadership Education 69

QUESTIONS 702. The Learning Process 713. Obstacles to the Learning Process 724. Learning Strategies 735. Organizational Learning 75

• Chris Argyris, "Teaching Smart People How to Learn" 76• David W. Johnson and Frank P. Johnson, Joining

Together: Group Theory and Group Skills 80

PROBLEM 2-3 82


END NOTES 83

PART II. LEADERSHIP SKILLS

3 LEADERS AS DECISION MAKERS 9iA. THE DECISION-MAKING PROCESS AND

COGNTIVE BIASES 92• Paul Brest and Linda Hamilton Krieger, Problem

Solving, Decisionmaking, and Professional Judgment 92

PROBLEM 3-1 , 98



B. GROUP DECISION MAKING 1041. The Problem of Groupthink 104

• Irving L. Janis, "Groupthink" 1042. Strengths, Limitations, and Strategies for

Improvement of Group Decision Making 106• Paul Brest and Linda Hamilton Krieger, Problem

Solving, Decision Making, and Professional Judgment 107NOTES AND QUESTIONS 112

3. A Case Study: The Hewlett Packard PretextingScandal 115• Deborah L. Rhode and David Luban,

Legal Ethics 115

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• Eric Dezenhall and John Weber, Damage Control:,Why Everything You Know about Crisis ManagementIs Wrong 118


C. COST-BENEFIT ANALYSIS 121

PROBLEM 3-3 122• Paul Brest and Linda Hamilton Krieger, Problem

Solving, Decision Making, and ProfessionalJudgment 122


END NOTES 127

4 INFLUENCE 131A. FORMS OF INFLUENCE 131

1. Authority 1312. Reciprocity 1323. Social Influence 1334. Association 134

• Robert B. Cialdini, Influence: The Psychology ofPersuasion 134

• Paul Brest and Linda Hamilton Krieger, ProblemSolving, Decisionmaking, and Professional Judgment:A Guide for Lawyers and Policymakers 136

NOTES AND QUESTIONS 137• David L. Bradford and Allan Cohen, "Influence

without Authority" . . 1 3 8

PROBLEM 4-1 140

NOTES 140

QUESTIONS 142Media Resources 142

B. FOLLOWERS 1421. The Importance of Followers 142

• Barbara Kellerman, Followership: How Followers AreCreating Change and Changing Leaders 144


PROBLEM 4-2 150

Table of Contents

PROBLEM 4-3

• Steven Brill, "When a Lawyer Lies"

NOTES

QUESTIONS

Media Resources2. Adaptive Leadership

• Ronald A. Heifetz, Leadership without EasyAnswers

NOTES AND QUESTIONS

3. Fostering Innovation and Managing ChangePROBLEM 4-4

4. Feedback

C. CONFLICT MANAGEMENT

1. The Dynamics of Conflict2. Responses to Conflict3. Strategies

PROBLEM 4-5

Media ResourcesD. COMMUNICATION

1. Strategies• Deborah L. Rhode, "Public Presentations"• Chip Heath and Dan Heath, Made to Stick: Why Some

Ideas Survive and Others Die

PROBLEM 4-6

2. Examples• Elizabeth Cady Stanton, Declaration of Sentiments

NOTES AND QUESTIONS

• Martin Luther King Jr. "Letter froma Birmingham Jail"

NOTES AND QUESTIONS

• George Lakoff, "The Policy-Speak Disaster forHealth Care"

NOTES AND QUESTIONS

Media ResourcesEND NOTES

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PART III. ETHICS IN LEADERSHIP

5 MORAL LEADERSHIP 199A. HISTORICAL FRAMEWORKS 199

• Niccolo Machiavelli, The Prince (1532) 201


B. DIRTY HANDS 204• Michael Walzer, "Political Action: The Problem of

Dirty Hands" 204



C. HOW THE GOOD GO BAD: ETHICALMISCONDUCT AND INSTITUTIONALRESPONSES 215

1. Introduction 215

PROBLEM 5-2 231

QUESTIONS 231

2. Leadership Failures in the Financial Markets 233

PROBLEM 5-3 233Media Resources 239• William A. Sahlman, Management and the Financial

Crisis (We Have Met the Enemy and He Is Us . . . ) 239

NOTES 241

QUESTIONS 244Media Resources 245

END NOTES 245

6- AUTHORITY AND ACCOUNTABILITY 249A. FOLLOWING ORDERS 249

• Hannah Arendt, Eichmann in Jerusalem: A Report onthe Banality of Evil 249

QUESTION 251• Philip G. Zimbardo, "The Psychology of Power: To the

Person? To the Situation? To the System?" 251


PROBLEM 6-1

Media ResourcesB. MORAL MELTDOWNS

• David Luban, "Making Sense of MoralMeltdowns"

• John W. Dean III, Blind Ambition

NOTES AND QUESTIONS

PROBLEM 6-2

C. ACCOUNTABILITY

• Philip Bobbit, Terror and Consent: The Warsfor the Twenty-First Century

NOTES AND QUESTIONS

PROBLEM 6-3

QUESTIONS

Media Resources

END NOTES

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SCANDAL: PRIVATE LIVES, PUBLICRESPONSIBILITIES, AND CRISISMANAGEMENT 303A. HYPOCRISY 304

• Judith N. Shklar, Ordinary Vices 305• David Runciman, Political Hypocrisy: The Mask of

Power, From Hobbes to Orwell and Beyond 306


B. WHEN DOES THE PERSONAL BECOMEPOLITICAL? 310

• Deborah L. Rhode, "Moral Character: The Personal

and the Political" 310


C. THE PARADOX OF POWER: THE CORROSIONOF JUDGMENT 315

• Roderick Kramer, "The Harder They Fall" 315

NOTES AND QUESTIONS 324D. CRISIS MANAGEMENT: APOLOGIES AND

CORRECTIVE ACTION 324

PROBLEM 7-1 328

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NOTES AND QUESTIONS 330• Eric Dezenhall and John Weber, Damage Control:

Why Everything You Know about Crisis ManagementIs Wrong 332


PROBLEM 7-2 337


E. POLITICS 338• Ari Adut, On Scandal, Moral Disturbances in Society,

Politics, and Art 338

PROBLEM 7-3 340

PROBLEM 7-4 342


F. MONEY 346

• Bryan Burrough, "Marc Dreier's Crime of Destiny" 346


PROBLEM 7-5 351


Media Resources' 355

G. SEX 355

PROBLEM 7-6 358


END NOTES 362

PART IV. LEADERSHIP CHALLENGES

8 DIVERSITY IN LEADERSHIP 371A. THE CASE FOR DIVERSITY 372

• David A. Thomas and Robin J. Ely, "MakingDifferences Matter: A New Paradigm forManaging Diversity" 372

PROBLEM8-1 380


Table of Contents xix

B. A CASE STUDY ON THE CASE FOR DIVERSITY:CORPORATE BOARDS 383

• Deborah L. Rhode and Amanda K. Packel, "Diversityon Corporate Boards: How Much Difference DoesDifference Make?" 383


C. MANAGING DIVERSITY 395• Frank Dobbin, Alexandra Kalev, and Erin Kelly,

"Diversity Management in Corporate America" 395• Jean-Francois Manzoni, Paul Strebel, and Jean-Louis

Barsoux, "Why Diversity Can Backfire on CompanyBoards" 400


D. GENDER AND LEADERSHIP 4051. Women 405

• Deborah L. Rhode and Barbara Kellerman, "Womenand Leadership: The State of Play" 405

• Herminia Ibarra and Otilia Obodaru, "Women andthe Vision Thing" 418

NOTES AND QUESTIONS 4212. Men 422



E. RACIAL AND ETHNIC IDENTITY 426• ABA Commission on Women in the Profession,

Visible Invisibility: Women of Color in Law Firms,Executive Summary 426


PROBLEM 8-3 430• David B. Wilkins, "Two Paths to the Mountaintop?

The Role of Legal Education in Shaping the Valuesof Black Corporate Lawyers" 431



END NOTES 439

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9 LEADERSHIP FOR SOCIAL CHANGE 443A. INTRODUCTION 443

1. The Conditions of Social Change and theCentrality of Leaders 443

2. Leadership Characteristics 445

3. Leadership Challenges and Strategies 446

QUESTIONS 451

PROBLEM 9-1 451

B. CIVIL RIGHTS IN SOCIAL CONTEXT 451• Richard Kluger, Simple Justice: The History of

Brown v. Board of Education and Black America'sStruggle for Equality 452


Media Resources 457

• Ronald A. Heifetz, Leadership without Easy Answers 457

QUESTIONS 467

PROBLEM 9-2 468

C. CONFLICTNG VIEWS OF COMMONINTERESTS 468

• William B. Rubenstein, Divided We Litigate:Addressing Disputes among Group Members andLawyers in Civil Rights Campaigns 468

• Margaret Talbot, "A Risky Proposal: Is It Too Soonto Petition the Supreme Court on Gay Marriage?" 473

• Chuleenan Svetvilas, "Anatomy of a Complaint: HowHollywood Activists Seized Control of the Fight forGay Marriage" 480


PROBLEM 9-3 483

Media Resources 484

END NOTES 484

J 0 LEADERSHIP IN A GLOBALCONTEXT: CORPORATESOCIAL RESPONSIBILTY ANDINTERNATIONAL HUMAN RIGHTS 489A. INTRODUCTION 489

Table of

B. CORPORATE SOCIAL RESPONSIBILITY1. Definitions and Principles2. The Business Case for Social Responsibility

• Ben W. Heineman Jr., High Performance with HighIntegrity

3. Challenges and Concerns

NOTES

QUESTIONSMedia Resources

C. HUMAN RIGHTS1. Introduction2. Standards Governing Corporate Responsibility

for Human RightsPROBLEM 10-1

3. Child Labor

PROBLEM 10-2Media Resources

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4. Governmental and NongovernmentalOrganizations in International Conflicts 510• Thomas Pogge, "Moral Priorities for International

Human Rights NGOs" 510• Neera Chandhoke, "Thinking through Social and

Economic Rights" 511

NOTES AND QUESTIONS 512• Daniel A. Bell and Joseph H. Carens, "The Ethical

Dilemmas of International Human Rights andHumanitarian NGOs: Reflections on a Dialoguebetween Practitioners and Theorists" 512

NOTES AND QUESTIONS 521• Lyal S. Sunga, "Dilemmas Facing NGOs in Coalition-

Occupied Iraq" 522

PROBLEM 10-3 523

PROBLEM 10-4 525


END NOTES 527

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11 PHILANTHROPY AND PUBLICSERVICE 535A. STRATEGIC PHILANTHROPY AND PUBLIC

POLICY 535• Paul Brest and Hal Harvey, Money Well Spent:

A Strategic Plan for Smart Philanthropy 536

PROBLEM 11-1 539


B. CORPORATE PHILANTHROPY 542• Matthew Bishop and Michael Green,

Philanthrocapitalism: How the Rich Can Save theWorld 544

• Michael E. Porter and Mark R. Kramer."The Competitive Advantage of CorporatePhilanthropy" 547

PROBLEM 11-2 550

NOTES AND QUESTIONS 551Media Resources ^ 552

C. PRO BONO SERVICE BY LAWYERS 553• Deborah L. Rhode, "Rethinking the Public in

Lawyers' Public Service: Pro Bono, StrategicPhilanthropy, and the Bottom Line" 553

PROBLEM 11-3 559


END NOTES 560

PART V. CONCLUSION—LEADERSHIPTHROUGH A WIDER LENS

12 LEADERSHIP IN LITERATUREAND FILM 565A. LEADERSHIP THROUGH THE LENS OF

NARRATIVE 565

B. LOST OPPORTUNITIES: THE DEATH OFIVANILYCH 5661. Historical Background 5662. Notes on the Novel 567

Table of Contents xxiii

QUESTIONS 568Bibliographic and Media Resources 569

C. LAW 569

1. Harper Lee, To Kill a Mockingbird (1960) 569

QUESTIONS 570

2. Robert Bolt, A Man for All Seasons (1960) 570

QUESTIONS 573

D. POLITICS 574

1. Robert Penn Warren, All the King's Men (1953) 574

QUESTIONS 575

2. Kazuo Ishiguro, The Remains of the Day (1989) 576

QUESTIONS 578

3. Invictus (2009) 578

QUESTIONS 579

4. Anonymous [Joe Klein], Primary Colors (1996) 580

QUESTIONS 5> 581

E. BUSINESS 5811. George Bernard Shaw, Major Barbara, in The

Bodley Head Bernard Shaw: Collected Plays withTheir Prefaces, Volume III (1907) 581

QUESTIONS / 584

2. F. Scott Fitzgerald, The Last Tycoon (1965) 584

QUESTIONS 5863. Allan Gurganus, "Blessed Assurance" in

White People (1991) 586

QUESTIONS 588

END NOTES 588

13 CONCLUSION 593A. THE NATURE OF LEADERSHIP 593

B. LEADERSHIP SKILLS 594

C. VALUES IN LEADERSHIP 595

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D. LEADERSHIP CHALLENGES 596

E. THE LEGACY OF LEADERSHIP 597

END NOTES 598

Index 599

LEADERSHIP: LAW, POLICY, AND MANAGEMENT

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