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El. knyga: Leadership

(Senior Lecturer, Lancaster University Management School), (Associate Dean for Postgraduate Education, Lancaster University Management School)
  • Formatas: 440 pages
  • Išleidimo metai: 07-May-2020
  • Leidėjas: Oxford University Press
  • Kalba: eng
  • ISBN-13: 9780192571106
  • Formatas: 440 pages
  • Išleidimo metai: 07-May-2020
  • Leidėjas: Oxford University Press
  • Kalba: eng
  • ISBN-13: 9780192571106

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Written by an author team from one of Europe's leading management schools, Leadership encourages critical appraisal of the mainstream viewpoints and personal reflection on leadership experience in a way that is both clear and highly engaging.

Divided into four parts, the book brings together core themes and debates within the field and provides a wealth of diverse real-world case studies to help readers make the transition from theory to practice. The first part of the book, 'Defining the Terrain', lays the foundation for subsequent chapters by exploring what we mean by leadership, how it compares to management, and why we study it. The second and third parts of the book build on this, addressing core topics that have shaped leadership thinking for academics and practitioners over the last fifty years; as well as considering the cutting-edge debates within the field and tackling issues such as leadership-as-practice, strategic leadership, ethical leadership, and leading change. Finally, the fourth part, 'Developing Leaders', explores traditional and state-of-the-art development techniques, before encouraging the reader to consider their own leadership through identity work. Leadership mappings in the final chapter assimilate the range of theories and themes from the previous chapters, providing a framework for comparisons and connections throughout the book.

In addition to the book's thematic approach, carefully designed learning features invite readers to exercise critical thinking skills and develop their own practice and perspectives on the material presented.

This book has dedicated online resources, which include:

Student resources:
Web links to related sites
Links to feeds from topical journals
Online glossary

Lecturer resources:
Integrative case studies
PowerPoint slides
Suggestions for discussion points
Video clips of inspirational speeches and discussions on leadership

Recenzijos

This book makes an excellent contribution to the leadership field. It encourages a critical, but also reflective look at leadership practice. The new edition restructures and revises the key debates and introduces new examples that contextualise the theoretical discussion...An invaluable resource for both undergraduate and postgraduate students wanting to explore the importance of leadership within, and of, organizations. * Ashley Garlick, University of West London * This new edition of Leadership continues to inspire. It's the book that all leaders need to provide them with well-rounded, current thinking in the field that will enhance their knowledge and leadership practice. * Claire Collins, Henley Business School * An excellent book in which the authors draw on their intimate knowledge of the vast literature on leadership to offer readers a clear, critical and comprehensive guide to the subject. It is well illustrated by case studies, personal views, and summaries of key research. If you want to read just one book on leadership, I recommend this one. * Professor Bob Thomson, Warwick University * This text stands out from many other texts by offering realistic advice on how to develop as leaders, rather than carrying an implicit assumption that knowledge of theory alone will inform better leadership practice. Presenting a rigorous introduction to leadership theory and the application of scientific research principles, Leadership teaches students the value of credible research in understanding real-world issues. * Catherine Toase, University of Central Lancashire * Iszatt-White and Saunders have produced one of the most comprehensive and stimulating texts on leadership. Underpinned by clearly articulated theoretical models and a wealth of contemporary examples, this text is likely to appeal to a variety of audiences including students, policy makers and practitioners. * Professor Ian Kessler, King's College University * This is an excellent introduction to the concept of leadership. It draws on research and real-life case studies to help the reader understand what it means to be a leader in a wide range of organisations. * Dr Adam Frost, Queen's University Belfast * [ OF THE LAST EDITION] This book covers leadership in a comprehensive way. It presents the main theoretical models on leadership and combines them with a focus on a number of key contemporary themes. The book usefully includes case studies and contemporary examples which brings the issues to life and will engage both undergraduate and postgraduate students. * Ian Kessler, King's College London * [ OF THE LAST EDITION] Leadership gives a broad overview of the field and includes classic approaches as well as recent trends. In particular, it takes a critical approach throughout the book and encourages students to reflect upon their assumptions...It is critical and pedagogical at the same time. * Nadja Sörgärde, Lund University * [ OF THE LAST EDITION] This book offers a substantial introduction to the key ideas in leadership in a text that is relatively easy to read by students and which is well structured into clear chapters. * Bob Thomson, Warwick University *

About the authors xv
Acknowledgements xvii
Guide to the book xix
Guide to the Online Resources xxi
PART ONE The basic frameworks
1 Why study leadership? (And how we do it)
3(18)
Why study leadership? Why study it theoretically?
3(3)
Philosophical assumptions and the study of leadership
6(2)
About this book
8(1)
Key themes and debates in leadership research: A historical mapping
9(10)
Traits and behaviours
10(3)
Contingency approaches
13(1)
`New' leadership
14(1)
Post-heroic leadership
15(2)
More recent approaches
17(2)
Making sense of complexity
19(1)
Chapter summary
20(1)
2 Leadership, management, and strategy: Distinctions and overlaps
21(23)
Introduction
21(3)
In the mainstream
24(10)
Strategic leadership: The view from the top
24(2)
Different approaches to strategic leadership
26(1)
Upper echelons theory
27(1)
The evolution of management ideas
28(3)
The development of managerial models
31(1)
`Leadership is about change'
32(2)
From a critical perspective
34(5)
The focus on top management
34(1)
All part of being a good manager?
35(4)
Chapter summary
39(5)
3 Leadership, power, and influence: Defining the leadership construct
44(20)
Introduction
44(5)
The leadership construct
45(4)
In the mainstream
49(8)
Leadership and power
49(5)
Leadership and influence
54(3)
From a critical perspective
57(4)
Chapter summary
61(3)
4 Critical approaches to leadership
64(23)
Introduction
64(2)
Critical management studies
66(2)
Defining the terrain of critical management studies
66(2)
Critical leadership studies
68(1)
Class-, gender-, and ethnicity-based critiques of leadership
69(8)
Class-based critiques
69(3)
Gender-based critiques
72(2)
Ethnicity-based critiques
74(3)
Challenging the hegemony of Western perspectives on leadership
77(3)
Chapter summary
80(7)
PART TWO Essentialist approaches
5 Born versus made: Early approaches to understanding leadership
87(23)
Introduction
87(1)
In the mainstream
88(16)
Trait theories
88(6)
Behavioural theories
94(5)
Contingency/situational approaches
99(1)
Situational leadership
100(3)
Competency frameworks
103(1)
From a critical perspective
104(3)
Chapter summary
107(3)
6 Transformational and charismatic leadership: Vision and values at the top?
110(22)
Introduction
110(6)
In the mainstream
116(8)
Transformational and full range leadership
116(4)
Charismatic leadership
120(4)
From a critical perspective
124(4)
Problems with `new leadership'
125(1)
The `dark side' of charismatic leadership
126(2)
Chapter summary
128(4)
7 Leading teams and leading change
132(26)
Introduction
132(3)
What is a team?
133(1)
The only constant is change
133(2)
In the mainstream
135(12)
So how is team leadership different?
135(1)
Leading high-performance teams
136(1)
Models of team leadership
137(3)
A functional perspective on leadership in teams
140(1)
Change: The natural home of leadership?
141(1)
Normative models of change
142(2)
Dealing with resistance to change
144(3)
From a critical perspective
147(8)
Challenges to the integration of team and leadership theory
147(1)
New kinds of teams for new kinds of situations?
148(1)
Self-managing and virtual teams: Going against the flow?
149(2)
Problems with the idea of leading change
151(4)
Chapter summary
155(3)
8 Authentic leadership: A solution in search of a problem?
158(23)
Introduction
158(2)
In the mainstream
160(9)
Authentic leadership
160(4)
Authentic leadership-construct dimensions
164(2)
Causes and results of authentic leadership
166(3)
From a critical perspective
169(5)
What's wrong with authentic leadership?
169(4)
Taking the practice turn
173(1)
Chapter summary
174(7)
PART THREE Relational approaches
9 Leaders and leading: Everyone is a leader now!
181(21)
Introduction
181(1)
In the mainstream
182(12)
Critique of traditional leadership theory
182(4)
Distributed leadership
186(2)
Similar concepts
188(4)
Evidence for distributed leadership
192(2)
From a critical perspective
194(4)
Chapter summary
198(4)
10 Leadership as a social construction
202(23)
Introduction
202(8)
Follower-centric approaches to leadership
203(2)
Attribution theory and leadership
205(2)
Implicit leadership theories
207(3)
In the mainstream
210(4)
The romance of leadership
210(2)
Psychoanalytic theories of leadership
212(1)
Social identity theory of leadership
213(1)
From a critical perspective
214(7)
Followers as co-producers of leadership
214(1)
Leader-member exchange theory
215(1)
A note on `failed' leadership
216(2)
Cultural differences and the construction of leadership
218(3)
Chapter summary
221(4)
11 Leadership-as-practice: The practice turn and discursive leadership
225(20)
Introduction
225(2)
In the mainstream
227(11)
The origins of the practice turn and strategy-as-practice
227(3)
Leadership-as-practice: What makes it radical?
230(1)
A divided movement
231(1)
Key themes in LAP research
231(2)
New leadership research questions
233(1)
LAP implications for leadership practice and development
234(2)
Discursive leadership
236(2)
From a critical perspective
238(3)
Nothing new in practice?
238(3)
Chapter summary
241(4)
12 Responsible leadership for a sustainable world
245(23)
Introduction
245(1)
In the mainstream
246(15)
Responsible leadership
246(3)
Corporate social responsibility
249(2)
Sustainability and sustainable development
251(5)
Sustainable leadership
256(5)
From a critical perspective
261(3)
Chapter summary
264(4)
13 Followership, bad and toxic leadership
268(21)
Introduction
268(1)
In the mainstream
269(14)
Followers in leadership studies
269(2)
Followers and followership studies
271(1)
Follower role orientation
272(2)
Constructionist approaches to followership
274(2)
Bad leadership
276(2)
Toxic leadership
278(1)
Destructive leadership
279(4)
From a critical perspective
283(1)
Chapter summary
284(5)
PART FOUR Developing leaders: Developing as a leader
14 Leader and leadership development
289(25)
Introduction
289(1)
In the mainstream
290(15)
Leader development
290(2)
Leadership development
292(2)
Leader/leadership development tools and techniques
294(11)
From a critical perspective
305(6)
Leading mindfully
308(3)
Chapter summary
311(3)
15 Crafting leadership practice and identity
314(17)
Introduction
314(1)
Situational mapping: Where are you and where are you going?
315(8)
Identity and identity work: Mapping the self
323(6)
The knowing-doing gap
329(1)
Chapter summary
330(1)
References 331(20)
Index 351
Dr Marian Iszatt-White is a Senior Lecturer in the area of leadership at the School of Management, Lancaster University. Marian formerly held the position of Group Treasurer of top 100 plc Enterprise Oil, and also developed a freelance training and consultancy business.



Chris is the Associate Dean for Postgraduate Education at Lancaster University Management School. He has over 20 years' experience in the design and direction of leadership development programmes for a range of different organisations. Most recently Chris has been Director of Lancaster's Executive MBA programme, taught in the UK, Ghana, and Malaysia. He has previously been Director of the Full time MBA programme.