The SAGE Handbook of LeadershipAlan Bryman, David Collinson, Keith Grint, Brad Jackson, Mary Uhl-Bien Leadership pervades every aspect of organizational and social life, and its study has never been more diverse, nor more fertile. With contributions from those who have defined that territory, this volume is not only a key point of reference for researchers, students and practitioners, but also an agenda-setting prospective and retrospective look at the state of leadership in the twenty-first century. It evaluates the domain and stretches it further by considering leadership scholarship from every angle, concluding with an optimistic look at the future of leaders, followers and their place in organizations and society at large. Each section represents a distinctive slant on leadership: - Macro perspectives - including strategic leadership, organization theory, charismatic leadership, complexity leadership, and networks. - Political and philosophical perspectives - including distributed leadership, critical leadership, ethics, the military and cults. - Psychological perspectives - including personality, leadership style and contingency theories, transformational leadership, exchange relationships, shared leadership, cognition, leadership development, gender, trust, identity and the ′dark side′ of leadership. - Cultural perspectives - including spirituality, aesthetics, and creativity. - Contemporary and emergent perspectives - followership, historical methods, virtual leadership, emotions, image, celebrity, and the quest for a general theory of leadership |
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Page 8
... measured objectively because the very act of measurement altered the experience and thus the behaviour of those being measured . This ' Hawthorne Effect ' , as it was called then , spawned a whole series of related experiments that ...
... measured objectively because the very act of measurement altered the experience and thus the behaviour of those being measured . This ' Hawthorne Effect ' , as it was called then , spawned a whole series of related experiments that ...
Page 17
... measure transactional and transformational leadership are among the most intensively used and well - known scales in ... measures of leader behaviour . Typically , subordinates / followers complete questionnaires for each leader in ...
... measure transactional and transformational leadership are among the most intensively used and well - known scales in ... measures of leader behaviour . Typically , subordinates / followers complete questionnaires for each leader in ...
Page 18
... measures ( e.g. organizational commitment or effectiveness of the leader ) in a study . There is some ... measure ( e.g. performance ) and a later one ( e.g. consideration ) is a sequence that is part of an ongoing series ...
... measures ( e.g. organizational commitment or effectiveness of the leader ) in a study . There is some ... measure ( e.g. performance ) and a later one ( e.g. consideration ) is a sequence that is part of an ongoing series ...
Page 22
... measurement . Further , the application of techniques like structural equation modelling and log - linear ... measure ( Bryman and Bell , 2007 ) . It also lends itself , where the data are available , to studies of changes in ...
... measurement . Further , the application of techniques like structural equation modelling and log - linear ... measure ( Bryman and Bell , 2007 ) . It also lends itself , where the data are available , to studies of changes in ...
Page 24
... measures of charismatic leadership were based on the Multifactor Leadership Questionnaire ( MLQ ) , referred to by Jay Conger in this volume in Chapter 7. The meta - analysis was able to confirm that charismatic leadership is related to ...
... measures of charismatic leadership were based on the Multifactor Leadership Questionnaire ( MLQ ) , referred to by Jay Conger in this volume in Chapter 7. The meta - analysis was able to confirm that charismatic leadership is related to ...
Contents
21 Contingency Theories of Effective Leadership | 286 |
22 Transformational Leadership | 299 |
Recent Research Findings and Prospects for the Future | 311 |
Understanding Interpersonal Dynamics in LeaderFollower Relations | 326 |
A Review and Look Ahead | 338 |
26 Authentic Leadership | 352 |
Leading with Emotional Labor | 365 |
28 The Shadow Side of Leadership | 380 |
8 Gender and Leadership | 103 |
9 A Network Approach to Leader Cognition and Effectiveness | 118 |
A Review and Assessment of Theory and Evidence | 136 |
11Leadership and Organizational Culture | 151 |
12 CrossCultural Leadership Revisited | 165 |
Political and Philosophical Perspectives | 179 |
13 Critical Leadership Studies | 181 |
14 Leadership and Power | 195 |
15 Political Leadership | 203 |
16 Leadership and Cults | 215 |
17 Leadership Ethics | 229 |
18 Philosophy of Leadership | 242 |
19 Aesthetics and Leadership | 255 |
Psychological Perspectives | 267 |
The Usual Suspects and the Suspect Traits | 269 |
29 Psychoanalytic Approaches to Leadership | 393 |
Models and Findings | 405 |
Emerging Perspectives | 423 |
31 Followership and FollowerCentred Approaches | 425 |
32 Hybrid Configurations of Leadership | 437 |
Meditations on a Relational Approach to Leadership | 455 |
34 Complexity Leadership Theory | 468 |
35 Spirituality and Leadership | 483 |
36 Discursive Approaches to Leadership | 495 |
Identities and Identity Work in Leadership | 508 |
38 The Virtual Leader | 518 |
Author Index | 531 |
Subject Index | 543 |
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Academy of Management action analysis Applied approach argued associated attachment authentic authority Avolio become behavior Business challenge chapter charismatic cognitive communication complexity concept construct context continue create creative critical culture decision discussion dynamics effects emergence emotional et al ethics examined example experience field findings focus followers forms gender Human ideas identity important individual influence intelligence interaction interest involves issues Journal knowledge lead leaders Leadership Quarterly learning Management means measure ment methods motivation nature organizational organizations outcomes particular performance perspective political positive practice Press problems processes Psychology questions relations relationship response Review role Science sense shared ship situations social specific spiritual strategic structure studies style subordinates suggest task theory tion tional traits transformational transformational leadership trust understanding University values variables vision women York