The Oxford Handbook of Leadership and Organizations

by David Day (Editor)

Overview

As the leadership field continues to evolve, there are many reasons to be optimistic about the various theoretical and empirical contributions in better understanding leadership from a scholarly and scientific perspective. The Oxford Handbook of Leadership and Organizations brings together a collection of comprehensive, state-of-the-science reviews and perspectives on the most pressing historical and contemporary leadership issues - with a particular focus on theory and research - and looks to the future of the field. It provides a broad picture of the leadership field as well as detailed reviews and perspectives within the respective areas. Each chapter, authored by leading international authorities in the various leadership sub-disciplines, explores the history and background of leadership in organizations, examines important research issues in leadership from both quantitative and qualitative perspectives, and forges new directions in leadership research, practice, and education.

Product Details

ISBN-13:	9780199755615
Publisher:	Oxford University Press
Publication date:	05/20/2014
Series:	Oxford Library of Psychology
Pages:	912
Product dimensions:	7.30(w) x 10.10(h) x 2.00(d)

About the Author

David V. Day is Winthrop Professor and Woodside Chair in Leadership and Management at The University of Western Australia Business School. He is a Fellow of the American Psychological Association and has core research interests in the areas of leadership and leadership development.

Table of Contents

Part One: History and Background

1. Introduction
David V. Day

2. Leadership Memes: From Ancient History and Literature to Twenty-First Century Theory and Research
Stephen J. Zaccaro

3. Critical Perspectives On Leadership
Mats Alvesson and André Spicer

4. Public Integrative Leadership
Barbara C. Crosby and John M. Bryson

5. The Biology of Leadership
Richard D. Arvey, Nan Wang, Zhaoli Song, and Wendong Li

Part Two: Research Issues

6. Causality and Endogeneity: Problems and Solutions
John Antonakis, Samuel Bendahan, Philippe Jacquart, and Rafael Lalive

7. Sculpting the Contours of the Qualitative Landscape of Leadership Research
Karin Klenke

8. Multilevel Issues in Leadership Research
Mo Wang, Le Zhou, and Songqi Liu

9. Evaluation Methods
Emily R. Hoole and Jennifer W. Martineau

Part Three: Leader-centric Theories and Approaches

10. Personality and Leadership: Looking Back, Looking Ahead
Joyce Bono, Winny Shen, and David J. Yoon

11. Charismatic and Transformational Leadership: Past, Present, and Future
Ketan H. Mhatre and Ronald E. Riggio

12. Visionary Leadership
Daan van Knippenberg and Daan Stam

13. Destructive Leadership In and Of Organizations
Robert B. Kaiser and S. Bartholomew Craig

14. Leadership and Identity: An Examination of Three Theories and New Research Directions
Herminia Ibarra, Sarah Wittman, and Gianpiero Petriglieri

Part Four: Follower-centric Theories and Approaches

15. Leadership Perception and Information Processing: Influences of Symbolic, Connectionist, Emotion, and Embodied Architectures
Jessica E. Dinh, Robert G. Lord, and Ernest Hoffman

16. Authentic Leadership Theory, Research and Practice: Steps Taken and Steps that Remain
Bruce J. Avolio and Fred O. Walumbwa

17. Servant Leadership: Antecedents, Processes, and Outcomes
Robert C. Liden, Alexandra Panaccio, Jeremy D. Meuser, Jia Hu, and Sandy J. Wayne

18. Leading for Proactivity: How Leaders Cultivate Staff Who Make Things Happen
Sharon K. Parker and Chia-huei Wu

Part Five: Dyadic and Team-centric Theories and Approaches

19. Leader-Member Exchange (LMX) Theory: The Relational Approach to Leadership
Berrin Erdogan and Talya N. Bauer

20. Leadership and Social Networks: Initiating a Different Dialog
Raymond T. Sparrowe

21. Who's in Charge Here? The Team Leadership Implications of Authority Structure
Ruth Wageman and Colin Fisher

22. Leadership in Multiteam Systems: A Network Perspective
Dorothy R. Carter and Leslie A. DeChurch

Part Six: Special Leadership Topics, Emerging Issues, and Future Directions

23. The Skill to Lead: The Role of Political Skill in Leadership Dynamics
Darren C. Treadway, Jeffrey R. Bentley, Lisa M. Williams, and Angela Wallace

24. Ethical Leadership
Linda K. Treviño and Michael E. Brown

25. Bridging the Domains of Leadership and Corporate Social Responsibility
David A. Waldman

26. Executive Leadership: CEOs, Top Management Teams, and Organizational-Level Outcomes
Nathan J. Hiller and Marie-Michèle Beauchesne

27. The Context and Leadership
Richard N. Osborn, Mary Uhl-Bien, and Ivana Milosevic

28. Leadership in Extreme Contexts
Sean T. Hannah and Ken W. Perry

29. Safety Leadership
Mark A. Griffin and Zenobia Talati

30. Cross-cultural and Global Leadership
Felix C. Brodbeck and Silke A. Eisenbeiss

31. Leadership in a Diverse Workplace
Donna Chrobot-Mason, Marian N. Ruderman, and Lisa H. Nishii

32. Changing the rules: The implications of complexity science for leadership research and practice
James K. Hazy and Mary Uhl-Bien

33. Women and Leadership
Jean Lau Chin

34. Leading for Creativity: People, Products, and Systems
Michael D Mumford, Carter Gibson, Vincent Giorgini, and Jensen Mecca

35. Leadership and Emotion: A Multi-level Perspective
Neal M. Ashkanasy and Ronald H. Humphrey

36. Student Leadership Development: Theory, Research, and Practice
Susan R. Komives and John P. Dugan

37. Leadership Development: A Review and Agenda for Future Research
D. Scott DeRue & Christopher G. Myers

38. The Future of Leadership: Challenges and Prospects
David V. Day

Editorial Reviews

"The editors for the separate areas are apparently notable scholars in their specialties.
Because the editor of this particular handbook is likewise distinguished, he was able to recruit experts to write the diverse chapters devoted to the handbook's general subject matter. The 38 chapters themselves are collected into several parts covering history and background, research issues, leader-centric theories and approaches, follower-centric theories and approaches, dyadic and team-centric theories and approaches, emerging issues in organizational leadership, emerging contextual issues in leadership, special concerns in leadership, and the future of leadership." —Dean Keith Simonton, PsycCRITIQUES

From the Publisher