About the authors |
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xv | |
Acknowledgements |
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xvii | |
Guide to the book |
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xix | |
Guide to the Online Resources |
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xxi | |
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PART ONE The basic frameworks |
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1 Why study leadership? (And how we do it) |
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3 | (18) |
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Why study leadership? Why study it theoretically? |
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3 | (3) |
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Philosophical assumptions and the study of leadership |
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6 | (2) |
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8 | (1) |
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Key themes and debates in leadership research: A historical mapping |
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9 | (10) |
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10 | (3) |
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13 | (1) |
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14 | (1) |
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15 | (2) |
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17 | (2) |
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Making sense of complexity |
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19 | (1) |
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20 | (1) |
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2 Leadership, management, and strategy: Distinctions and overlaps |
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21 | (23) |
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21 | (3) |
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24 | (10) |
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Strategic leadership: The view from the top |
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24 | (2) |
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Different approaches to strategic leadership |
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26 | (1) |
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27 | (1) |
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The evolution of management ideas |
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28 | (3) |
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The development of managerial models |
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31 | (1) |
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`Leadership is about change' |
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32 | (2) |
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From a critical perspective |
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34 | (5) |
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The focus on top management |
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34 | (1) |
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All part of being a good manager? |
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35 | (4) |
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39 | (5) |
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3 Leadership, power, and influence: Defining the leadership construct |
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44 | (20) |
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44 | (5) |
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45 | (4) |
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49 | (8) |
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49 | (5) |
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54 | (3) |
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From a critical perspective |
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57 | (4) |
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61 | (3) |
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4 Critical approaches to leadership |
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64 | (23) |
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64 | (2) |
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Critical management studies |
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66 | (2) |
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Defining the terrain of critical management studies |
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66 | (2) |
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Critical leadership studies |
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68 | (1) |
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Class-, gender-, and ethnicity-based critiques of leadership |
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69 | (8) |
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69 | (3) |
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72 | (2) |
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Ethnicity-based critiques |
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74 | (3) |
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Challenging the hegemony of Western perspectives on leadership |
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77 | (3) |
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80 | (7) |
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PART TWO Essentialist approaches |
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5 Born versus made: Early approaches to understanding leadership |
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87 | (23) |
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87 | (1) |
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88 | (16) |
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88 | (6) |
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94 | (5) |
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Contingency/situational approaches |
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99 | (1) |
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100 | (3) |
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103 | (1) |
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From a critical perspective |
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104 | (3) |
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107 | (3) |
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6 Transformational and charismatic leadership: Vision and values at the top? |
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110 | (22) |
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110 | (6) |
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116 | (8) |
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Transformational and full range leadership |
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116 | (4) |
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120 | (4) |
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From a critical perspective |
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124 | (4) |
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Problems with `new leadership' |
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125 | (1) |
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The `dark side' of charismatic leadership |
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126 | (2) |
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128 | (4) |
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7 Leading teams and leading change |
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132 | (26) |
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132 | (3) |
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133 | (1) |
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The only constant is change |
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133 | (2) |
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135 | (12) |
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So how is team leadership different? |
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135 | (1) |
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Leading high-performance teams |
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136 | (1) |
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Models of team leadership |
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137 | (3) |
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A functional perspective on leadership in teams |
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140 | (1) |
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Change: The natural home of leadership? |
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141 | (1) |
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Normative models of change |
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142 | (2) |
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Dealing with resistance to change |
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144 | (3) |
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From a critical perspective |
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147 | (8) |
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Challenges to the integration of team and leadership theory |
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147 | (1) |
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New kinds of teams for new kinds of situations? |
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148 | (1) |
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Self-managing and virtual teams: Going against the flow? |
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149 | (2) |
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Problems with the idea of leading change |
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151 | (4) |
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155 | (3) |
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8 Authentic leadership: A solution in search of a problem? |
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158 | (23) |
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158 | (2) |
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160 | (9) |
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160 | (4) |
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Authentic leadership-construct dimensions |
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164 | (2) |
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Causes and results of authentic leadership |
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166 | (3) |
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From a critical perspective |
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169 | (5) |
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What's wrong with authentic leadership? |
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169 | (4) |
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173 | (1) |
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174 | (7) |
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PART THREE Relational approaches |
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9 Leaders and leading: Everyone is a leader now! |
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181 | (21) |
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181 | (1) |
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182 | (12) |
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Critique of traditional leadership theory |
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182 | (4) |
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186 | (2) |
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188 | (4) |
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Evidence for distributed leadership |
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192 | (2) |
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From a critical perspective |
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194 | (4) |
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198 | (4) |
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10 Leadership as a social construction |
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202 | (23) |
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202 | (8) |
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Follower-centric approaches to leadership |
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203 | (2) |
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Attribution theory and leadership |
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205 | (2) |
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Implicit leadership theories |
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207 | (3) |
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210 | (4) |
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The romance of leadership |
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210 | (2) |
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Psychoanalytic theories of leadership |
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212 | (1) |
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Social identity theory of leadership |
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213 | (1) |
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From a critical perspective |
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214 | (7) |
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Followers as co-producers of leadership |
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214 | (1) |
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Leader-member exchange theory |
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215 | (1) |
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A note on `failed' leadership |
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216 | (2) |
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Cultural differences and the construction of leadership |
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218 | (3) |
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221 | (4) |
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11 Leadership-as-practice: The practice turn and discursive leadership |
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225 | (20) |
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225 | (2) |
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227 | (11) |
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The origins of the practice turn and strategy-as-practice |
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227 | (3) |
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Leadership-as-practice: What makes it radical? |
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230 | (1) |
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231 | (1) |
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Key themes in LAP research |
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231 | (2) |
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New leadership research questions |
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233 | (1) |
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LAP implications for leadership practice and development |
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234 | (2) |
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236 | (2) |
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From a critical perspective |
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238 | (3) |
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238 | (3) |
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241 | (4) |
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12 Responsible leadership for a sustainable world |
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245 | (23) |
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245 | (1) |
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246 | (15) |
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246 | (3) |
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Corporate social responsibility |
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249 | (2) |
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Sustainability and sustainable development |
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251 | (5) |
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256 | (5) |
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From a critical perspective |
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261 | (3) |
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264 | (4) |
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13 Followership, bad and toxic leadership |
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268 | (21) |
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268 | (1) |
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269 | (14) |
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Followers in leadership studies |
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269 | (2) |
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Followers and followership studies |
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271 | (1) |
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Follower role orientation |
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272 | (2) |
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Constructionist approaches to followership |
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274 | (2) |
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276 | (2) |
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278 | (1) |
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279 | (4) |
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From a critical perspective |
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283 | (1) |
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284 | (5) |
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PART FOUR Developing leaders: Developing as a leader |
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14 Leader and leadership development |
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289 | (25) |
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289 | (1) |
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290 | (15) |
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290 | (2) |
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292 | (2) |
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Leader/leadership development tools and techniques |
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294 | (11) |
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From a critical perspective |
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305 | (6) |
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308 | (3) |
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311 | (3) |
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15 Crafting leadership practice and identity |
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314 | (17) |
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314 | (1) |
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Situational mapping: Where are you and where are you going? |
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315 | (8) |
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Identity and identity work: Mapping the self |
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323 | (6) |
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329 | (1) |
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330 | (1) |
References |
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331 | (20) |
Index |
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351 | |