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 Intentional Leadership
Intentional Leadership: Becoming a Trustworthy Leader clearly explains the ways
leaders can build trust in three stages of their career: as an individual contrib-
utor, as a team member, and as a leader of an organization.
Through profiling a trustworthy leader, Bob Lintz, and his career at
General Motors, this text illustrates how leaders can be intentional in lead-
ing themselves, their teams, and their organizations by building the ROCC
of Trust (be reliable, open and honest, competent, and compassionate). The
authors also feature other authentic leaders to demonstrate how to build trust
along your leadership journey. Some noteworthy differences from this book’s
first edition include:
• Revised from the first edition with more than 80% new material to help
leaders at all ages and all stages build trust and move from an individual
contributor to an organizational leader.
• Each chapter is structured around the career of Bob Lintz, who success-
fully turned around a failing GM plant in the suburb of Cleveland. He
now serves The Cleveland Clinic’s Board of Trustees where he is apply-
ing the lessons learned from this turnaround.
• Each chapter also contains the experience and wisdom of other trust-
worthy leaders from a variety of backgrounds, ethnicities, and economic
sectors; this will inspire other leaders to build trust intentionally and
authentically.
• An accessible and informative tone, with a focus on research and anec-
dotes, to create a cohesive guidebook for leaders.
Intentional Leadership is suitable for new as well as experienced leaders who
want to learn more about how to build trust with employees and other stake-
holders, and who want to be intentional in the way they lead others.

Karen E. Mishra, Ph.D., serves as an Associate Professor of Business at

Campbell University’s Lundy-Fetterman School of Business. She is a Gallup
Certified Strengths coach and helps her students and clients understand,
appreciate, and make the most of their strengths in their careers. Dr Mishra
has held positions teaching marketing and leadership at numerous universi-
ties including but not limited to North Carolina State University, East Carolina
University, Meredith College, and Michigan State University.
Aneil K. Mishra, Ph.D., is the Dean of the School of Management at
University of Michigan-Flint. He previously served as the Thomas D. Arthur
Distinguished Professor of Leadership at East Carolina University. Prior to
that, he was Associate Dean of Academic Affairs at North Carolina Central
University in Durham, NC.
Leadership: Research and Practice Series
Series Editor: Ronald E. Riggio
Henry R. Kravis Professor of Leadership and Organizational Psychology
Kravis Leadership Institute, Claremont McKenna College

In Memoriam
Georgia Sorenson (1947–2020), Founding Editor

Becoming a Leader
Nine Elements of Leadership Mastery
Al Bolea and Leanne Atwater

Leadership Across Boundaries

A Passage to Aporia
Nathan Harter

A Theory of Environmental Leadership

Leading for the Earth
Mark Manolopoulos

Handbook of International and Cross-Cultural Leadership

Research Processes
Perspectives, Practice, Instruction
Edited by Yulia Tolstikov-Mast, Franziska Bieri, and Jennie L. Walker

Deepening the Leadership Journey

Nine Elements of Leadership Mastery
Al Bolea and Leanne Atwater

Donald Trump in Historical Perspective

Dead Precedents
Edited by Michael Harvey

Intentional Leadership
Becoming a Trustworthy Leader
Karen E. Mishra and Aneil K. Mishra

For more information about this series, please visit: www.routledge.com/

Leadership-Research-and-Practice/book-series/leadership
Intentional Leadership
BECOMING A TRUSTWORTHY LEADER

Second Edition

Karen E. Mishra and Aneil K. Mishra

Cover image: © Getty Images
Second edition published 2023
by Routledge
605 Third Avenue, New York, NY 10158
and by Routledge
4 Park Square, Milton Park, Abingdon, Oxon, OX14 4RN
Routledge is an imprint of the Taylor & Francis Group, an informa business
© 2023 Karen E. Mishra and Aneil K. Mishra
The right of Karen E. Mishra and Aneil K. Mishra to be identified as
authors of this work has been asserted in accordance with sections 77
and 78 of the Copyright, Designs and Patents Act 1988.
All rights reserved. No part of this book may be reprinted or
reproduced or utilised in any form or by any electronic, mechanical,
or other means, now known or hereafter invented, including
photocopying and recording, or in any information storage or
retrieval system, without permission in writing from the publishers.
Trademark notice: Product or corporate names may be trademarks
or registered trademarks and are used only for identification and
explanation without intent to infringe.
First edition published by Routledge 2013
Library of Congress Cataloging-in-Publication Data
Names: Mishra, Karen E., author. | Mishra, Aneil, author.
Title: Intentional leadership: becoming a trustworthy leader/Karen E.
Mishra and Aneil K. Mishra.
Other titles: Becoming a trustworth leader
Description: Second edition. | New York, NY: Routledge, 2022. | Series:
Leadership: research and practice | Includes bibliographical
references and index. |
Identifiers: LCCN 2022012854 (print) | LCCN 2022012855 (ebook) |
ISBN 9780367421472 (hardback) | ISBN 9780367421458 (paperback) |
ISBN 9780367822170 (ebook)
Subjects: LCSH: Leadership. | Trust.
Classification: LCC HD57.7. M575 2022 (print) | LCC HD57.7 (ebook) |
DDC 658.4/092–dc23/eng/20220321
LC record available at https://lccn.loc.gov/2022012854
LC ebook record available at https://lccn.loc.gov/2022012855

ISBN: 978-0-367-42147-2 (hbk)

ISBN: 978-0-367-42145-8 (pbk)
ISBN: 978-0-367-82217-0 (ebk)
DOI: 10.4324/9780367822170
Typeset in Palatino
by KnowledgeWorks Global Ltd.
 To the Glory of the Lord
and
In memory of our sister Dr. Lisa Lynne
Repaskey an empathic, authentic,
courageous, and humble leader who
made such a positive difference in
the lives of so many, and who was
taken before her time.
 CONTENTS

Acknowledgments xi
Series Foreword xii

Introduction 1

Part I
Leading Yourself (Be Trustworthy) 5
Chapter 1 Leadership Is Intentional 7
Chapter 2 Leaders Are Born and Made 12
Chapter 3 The ROCC of Trust 18
Chapter 4 Leading with the ROCC of Trust 25
Chapter 5 Each Leader Needs Empathy, Authenticity, Courage,
and Humility 30
Chapter 6 Leading from Your Strengths 39
Chapter 7 Reimagine Yourself and Your Career 44

Part II
Leading Teams (Empowering Others to Be Trustworthy) 47
Chapter 8 The Importance of Teamwork 49
Chapter 9 Why Teams Need Great Leadership 58
Chapter 10 Build The Right Team with Who You Have 63
Chapter 11 The Team Leader Is a Trusted Coach 69
Chapter 12 Engage and Empower Remote Teams 74

Part III
Building a Culture of Trust 79
Chapter 13 Building a Culture of Trust and Why It Matters 81
Chapter 14 How the Leader Builds a Culture of Trust 85
Chapter 15 Cementing a Culture of Trust 95

ix
x Contents

Chapter 16 Building a Culture of Reliability 99

Chapter 17 Building a Culture of Openness 102
Chapter 18 Building a Culture of Competence 105
Chapter 19 Building a Culture of Caring 109
Chapter 20 Renewing Culture by Rebuilding Trust 112
Chapter 21 Creating a Diverse, Equitable, and Inclusive Culture 120

Part IV
Leadership That Lasts 125
Chapter 22 Leadership That Lasts 127
Chapter 23 Enlarging Your Purpose: Bob and the Cleveland Clinic 131
Appendix 1 134
Appendix 2 146
Index 148
 ACKNOWLEDGMENTS

This book would not be possible without the continuing example of Bob
Lintz, former General Motors Parma plant manager and current trustee of the
Cleveland Clinic. We are grateful to Bob for his continuing friendship, mentor-
ship, and inspiring example of a trustworthy leader.
We are grateful to all of the leaders who contributed their insights and
ideas, whom we quote with their permission throughout the book.
We are grateful to Tom Arthur for his generous support of East Carolina
University in the form of the Tom Arthur Distinguished Professor of Leadership
that has supported Aneil’s professorship for his seven years in the College of
Business at East Carolina University. Tom’s example as a trustworthy leader
and philanthropist are an inspiration to us as well.
We are grateful to Campbell University for the summer research grant
that allowed us to make time to finish the writing of this book during the
summer of 2021.
We thank Christina Peterides at Last Glance for her superb copyediting.
Last, but not least, we are grateful to our two adult children Maggie and
Jack who are our greatest source of love and encouragement. We are so proud
of the young leaders they have become.

xi
 SERIES FOREWORD

We are in a perilous age where trust in institutions, and in those who lead
them, is at a low. Traditional approaches to leadership focus on leader power,
decisiveness, and control. Yet, leadership is, at its heart, about relationships.
And, without trust, relationships can wither and die. So, it is very important
that this book, Intentional Leadership: Becoming a Trustworthy Leader, arrive at
this point in history in order to focus our attention on the important role of
trust in the leader-follower relationship.
How do leaders build trust? Drs. Karen and Aneil Mishra have created
a handbook that will guide leaders through that process. Drawing on theories
and research on exemplary leadership, they show us the elements of great
leadership—empathy, authenticity, courage, humility—qualities that until
recent years went unnoticed and understudied in the leadership literature.
Through anecdotes about effective and exemplary leaders (and you will
“meet” many of them), and with straightforward strategies for developing
leadership and creating and maintaining more effective teams, the Mishras
have written an easy-to-use guide that will help any leader become better.
It has been exciting to have the Mishras featured in our book series. In
this volume, and in their previous book, Becoming a Trustworthy Leader, the
authors are able to rely on basic research in effective leadership and teamwork
and provide practical lessons for leaders at all stages of their careers. These
represent what this book series is all about: Leadership: Research and Practice.
Ronald E. Riggio, Ph.D.
Henry R. Kravis Professor of Leadership and Organizational Psychology
Kravis Leadership Institute
Claremont McKenna College

xii
 INTRODUCTION

BOB LINTZ IS THE BEST BOSS WE NEVER HAD

One of the key inspirations for this book, and all our books on leadership,
has been Bob Lintz. This is quite an admission for two Michigan Wolverines
to make about a Michigan State Spartan. Bob was the General Motors (GM)
Company plant manager who led a turnaround of the company’s transmission
and metal-stamping plant in Parma, Ohio, a suburb of Cleveland. Bob’s lead-
ership of GM’s three-million square foot Metal Fabrication Division (known as
the Parma Metal Center) from the mid-1970s until the end of the 1990s resulted
in saving several thousand automotive industry jobs, achieving several hun-
dreds of millions of dollars in cumulative cost savings, as well as ongoing
savings in the tens of millions of dollars, and creating one of the world’s best
metal fabricating operations today in terms of quality, productivity, and inno-
vative labor-management practices.
In leading Parma for 25 years, from 1973 to 1999, Bob not only sacrificed
personally, in terms of time away from his family, but also professionally, by
regularly turning down promotions in order to create the culture change that
took many years first to achieve and then to cement. One example of this cul-
ture change is that Bob’s initial successor, one of his former subordinates who
had become a plant manager elsewhere within GM, was removed after only
six months because he attempted to return to a command-and-control, hierar-
chical form of management. The next replacement, also a former lieutenant of
Bob’s, continued with Bob’s trust- and empowerment-based form of leader-
ship, which has continued to the present day.
When Aneil took over as the doctoral research assistant for an automo-
tive research study at the University of Michigan in 1990, he interviewed Bob
as part of the final round of interviews for this project. As a way to build trust
with Bob, Aneil brought the front and sports sections of the Sunday edition
of Ann Arbor News following Michigan’s horrific defeat by Bob’s beloved
Michigan State University (MSU) Spartans, at 28–27. Michigan was ranked
number one in the country at the time, and MSU ruined the Wolverines’
chances for the national title by defeating them. Bob was quite impressed that
Aneil would be so humble as to as provide this gift to him, since Wolverines
fans were assumed by Spartans to be some of the most arrogant people in the
country. This was the beginning of a deep, trust-based friendship. Following
their first meeting, the topic of trust was the highlight of any discussion. What

DOI: 10.4324/9780367822170-1 1
2 Introduction

began as a result of that initial conversation was a relationship that would

span three decades. These stories about Bob and his trustworthy leadership
have provided us with inspiration about how to be better leaders and team-
mates, and we hope that they will inspire you as well.

WHY TRUST MATTERS FOR LEADERSHIP

Throughout this book, using our ROCC of Trust model, we will discuss how
leaders build trust to determine whether leaders are reliable, open/honest,
competent, and caring. (The ROCC of Trust is covered in detail in Chapter 3.)
When we ask students and executives about the best boss they ever had, they
always tell us that this person showed that they cared about them and their
career. It is not that this boss was an expert in their field or showed up on time
to work every day (competent or reliable), but that they were transparent with
them and showed that they were concerned about their welfare (caring and
openness). We will explore the four dimensions of trustworthy leadership fur-
ther together with what we have learned from Bob’s example in order to help
you be intentional in your pursuit to be the trustworthy leader you admire in
your best boss.
This book is for individuals who aspire to become trustworthy, transfor-
mative leaders. Our research that forms the foundation for this book initially
began during a crisis—namely, the crisis faced by the North American auto-
motive industry in the late 1980s and early 1990s. We both worked for GM
(though not for Bob) before beginning our graduate programs: an MBA for
Karen and a Ph.D. in business for Aneil, both at the University of Michigan
Ross School of Business. After teaching leadership and serving in leadership
positions ourselves, we believe that anyone can improve their own leadership
behaviors and styles, if they are intentional about it.
You will meet new leaders here that you have not heard of before. There
is a reason for this. We like to profile leaders who can teach us all something
through their actions and outcomes about how to be a more trusted leader. We
chose them based on our up-front observations of their leadership examples
and results. In addition, they represent:
• a more diverse group of people than you might normally read about
• leaders with a wide-ranging set of perspectives
• leaders who have taken atypical career paths
• leaders who are quiet in the way they engage and serve others.

YOUR LEADERSHIP JOURNEY

As you begin your leadership journey, you will establish yourself as a leader
even before you take on official leadership duties. The way you carry yourself,
turn in assignments, show up to work, and contribute to your team all tell
your manager what kind of leader you will be in the future.
 Introduction 3

In the beginning, your reliability and competence will be heavily scruti-

nized, because those two traits are most easily identified and quickly noticed
by others. This is important to understand because you can control how
responsive you are—for example, to emails (reliability)—or how attentive you
are to turning in quality work (competence). In addition, if you feel you need
to improve in these areas, they are relatively easily developed.
Later, as you move into higher levels of leadership, your ability to be
open and honest, along with the way you show that you care for others, will
more clearly illustrate your leadership ability. While competence might get
you promoted to team leader, openness and caring will get you promoted to
organizational leader. Organizations want to know that their leader is con-
cerned about others as well, not just themselves. Increasing these two parts
of the ROCC of Trust, moreover, takes much more effort, but that also makes
them much more valuable than either reliability or competence.
You will see your role as a leader evolve over time as well and realize
the importance of middle managers in preserving culture and maintaining the
trust of employees. Organizational leaders rely on middle managers to com-
municate strategies and objectives to lower-level employees, and they in turn
rely on middle managers to show them they have their best interests at heart
by developing them and guiding their careers. In this way, the organizational
psychologist Rensis Likert labeled them “linking pins” due to their key role
in facilitating work relationships up and down the organization.1 Figure 0.1
illustrates these three levels of leadership (Mishra & Mishra, 2022). We will

Figure 0.1 The Three Levels of Leadership

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