Leadership:
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Oxford ; New York
Oxford University Press
[2020]
|
| Ausgabe: | third edition |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XX, 358 Seiten Illustrationen 25 cm |
| ISBN: | 9780198834298 |
Internformat
MARC
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Datensatz im Suchindex
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| adam_text | Contents About the authors Acknowledgements xv 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) 2 Leadership, management, and strategy: Distinctions and overlaps 21 Leadership, power, and influence: Defining the leadership construct 44 Critical approaches to leadership 64 3 4 part 3 TWO Essentialist approaches 5 Born versus made: Early approaches to understanding leadership 87 6 Transformational and charismatic leadership: Vision and values at the top? 110 7 Leading teams and leading change 132 8 Authentic leadership: A solution in search of a problem? 158 PART THREE Relational approaches 9 Leaders and leading: Everyone is a leader now! 181 10 Leadership as a social construction 202 11 Leadership-as-practice: The practice turn and discursive leadership 225 12 Responsible leadership for a sustainable world 245 13 Followership, bad and toxic leadership 268
VIII PART FOUR Developing leaders: Developing as a leader 14 Leader and leadership development 289 15 Crafting leadership practice and identity 314 References 331 Index 351
Detailed contents About the authors xv Acknowledgements xvü Guide to the book xix Guide to the Online Resources xx¡ PARTONE The basic frameworks 1 2 Why study leadership? (And how we do it) 3 Why study leadership? Why study It theoretically? 3 Philosophical assumptions and the study of leadership 6 About this book 8 Key themes and debates in leadership research: A historical mapping 9 Traits and behaviours 10 Contingency approaches 13 New leadership 14 Post-heroic leadership 15 More recent approaches 17 Making sense of complexity 19 Chapter summary 20 Leadership, management, and strategy: Distinctions and overlaps 21 Introduction 21 In the mainstream 24 Strategic leadership: The view from the top 24 Different approaches to strategic leadership 26 Upper echelons theory 27 The evolution of management ideas 28 The development of managerial models 31 Leadership is about change 32 From a critical perspective 34 The focus on top management 34 All part of being a good manager? 35 Chapter summary 39
DETAILED CONTENTS 3 Leadership, power, and influence: Defining the leadership construct Introduction The leadership construct In the mainstream Leadership and power Leadership and influence 4 44 44 45 49 49 54 From a critical perspective 57 Chapter summary 61 Critical approaches to leadership 64 Introduction 64 Critical management studies 66 Defining the terrain of critical management studies 66 Critical leadership studies 68 Class-, gender-, and ethnicity-based critiques of leadership 69 Class-based critiques 69 Gender-based critiques 72 Ethnicity-based critiques 74 Challenging the hegemony of Western perspectives on leadership 77 Chapter summary 80 PART TWO Essentialist approaches 5 Born versus made: Early approaches to understanding leadership 87 Introduction 87 In the mainstream 88 Trait theories 88 Behavioural theories 94 Contingency/situational approaches б 99 Situational leadership 100 Competency frameworks 103 From a critical perspective 104 Chapter summary 107 Transformational and charismatic ieadership: Vision and values at the top? Introduction In the mainstream Transformational and full range leadership Charismatic leadership From a critical perspective no no 116 116 120 124
DETAILED CONTENT; Problems with new leadership 1 25 The dark side of charismatic leadership 126 Chapter summary 7 Leading teams and leading change 132 Introduction 132 What is a team? 133 The only constant is change 133 In the mainstream 135 So how is team leadership different? 135 Leading high-performance teams 136 Models of team leadership 137 Afunctional perspective on leadership in teams 140 Change: The natural home of leadership? 141 Normative models of change 142 Dealingwith resistance to change 144 From a critical perspective Challenges to the integration of team and leadership theory 147 147 New kinds of teams for new kinds of situations? 148 Self-managing and virtual teams: Going against the flow? 149 Problems with the idea of leading change 151 Chapter summary 8 128 Authentic leadership: A solution in search of a problem? 155 158 Introduction 158 In the mainstream 160 Authentic leadership 160 Authentic leadership—construct dimensions 164 Causes and results of authentic leadership 166 From a critical perspective What s wrong with authentic leadership? Taking the practice turn Chapter summary 169 169 173 174 PART THREE Relational approaches 9 Leaders and leading: Everyone is a leader now! 181 Introduction 181 In the mainstream 182 Critique of traditional leadership theory 182 Distributed leadership 186 XI
x¡¡ Similar concepts Evidence for distributed leadership 10 194 Chapter summary 198 Leadership as asocial construction 202 202 Follower-centric approaches to leadership 2ПЗ Attribution theory and leadership 205 Implicit leadership theories շ0շ In the mainstream 210 The romance of leadership 210 Psychoanalytic theories of leadership 212 Social identity theory of leadership 213 From a critical perspective 214 Followers as co-producers of leadership 214 Leader-member exchange theory 215 A note on failed leadershlp 216 Cultural differences and the construction of leadership 218 Chapter summary 221 Leadership-as-practice: The practice turn and discursive leadership 225 Introduction 225 In the mainstream 227 The origins of the practice turn and strategy-as-practice 227 Leadership-as-practice՜. What makes it radical? 230 A divided movement 231 Key themes In LAP research 231 New leadership research questions 233 LAP implications for leadership practice and development 234 Discursive leadership 235 From a critical perspective 238 Nothing new in practice? 23g Chapter summary 12 1 Q? From a critical perspective Introduction 11 188 241 Responsible leadership for a sustainable world 245 Introduction 245 In the mainstream 246 Responsible leadership 24g Corporate social responsibility 24ş Sustainability and sustainable development 2gļ Sustainable leadership շ ,
13 From a critical perspective 261 Chapter summary 264 Followership, bad and toxic leadership 268 In the mainstream 269 Followers in leadership studies 269 Followers and followership studies 271 Follower role orientation 272 Constructionist approaches to followership 274 Bad leadership 276 Toxic leadership 278 Destructive leadership 279 From a critical perspective 283 Chapter summary 284 PART FOUR 14 Developing leaders: Developing as a leader Leader and leadership development Introduction In the mainstream 289 289 290 Leader development 290 Leadership development 292 Leader/leadership development tools and techniques 294 From a critical perspective 15 268 Introduction 305 Leading mindfully 308 Chapter summary 311 Crafting leadership practice and identity Introduction 314 314 Situational mapping: Where are you and where are you going? 315 Identity and identity work: Mapping the self 323 The knowing-doing gap 329 Chapter summary 330 References 331 Index 351
|
| adam_txt |
Contents About the authors Acknowledgements xv 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) 2 Leadership, management, and strategy: Distinctions and overlaps 21 Leadership, power, and influence: Defining the leadership construct 44 Critical approaches to leadership 64 3 4 part 3 TWO Essentialist approaches 5 Born versus made: Early approaches to understanding leadership 87 6 Transformational and charismatic leadership: Vision and values at the top? 110 7 Leading teams and leading change 132 8 Authentic leadership: A solution in search of a problem? 158 PART THREE Relational approaches 9 Leaders and leading: Everyone is a leader now! 181 10 Leadership as a social construction 202 11 Leadership-as-practice: The practice turn and discursive leadership 225 12 Responsible leadership for a sustainable world 245 13 Followership, bad and toxic leadership 268
VIII PART FOUR Developing leaders: Developing as a leader 14 Leader and leadership development 289 15 Crafting leadership practice and identity 314 References 331 Index 351
Detailed contents About the authors xv Acknowledgements xvü Guide to the book xix Guide to the Online Resources xx¡ PARTONE The basic frameworks 1 2 Why study leadership? (And how we do it) 3 Why study leadership? Why study It theoretically? 3 Philosophical assumptions and the study of leadership 6 About this book 8 Key themes and debates in leadership research: A historical mapping 9 Traits and behaviours 10 Contingency approaches 13 'New'leadership 14 Post-heroic leadership 15 More recent approaches 17 Making sense of complexity 19 Chapter summary 20 Leadership, management, and strategy: Distinctions and overlaps 21 Introduction 21 In the mainstream 24 Strategic leadership: The view from the top 24 Different approaches to strategic leadership 26 Upper echelons theory 27 The evolution of management ideas 28 The development of managerial models 31 'Leadership is about change' 32 From a critical perspective 34 The focus on top management 34 All part of being a good manager? 35 Chapter summary 39
DETAILED CONTENTS 3 Leadership, power, and influence: Defining the leadership construct Introduction The leadership construct In the mainstream Leadership and power Leadership and influence 4 44 44 45 49 49 54 From a critical perspective 57 Chapter summary 61 Critical approaches to leadership 64 Introduction 64 Critical management studies 66 Defining the terrain of critical management studies 66 Critical leadership studies 68 Class-, gender-, and ethnicity-based critiques of leadership 69 Class-based critiques 69 Gender-based critiques 72 Ethnicity-based critiques 74 Challenging the hegemony of Western perspectives on leadership 77 Chapter summary 80 PART TWO Essentialist approaches 5 Born versus made: Early approaches to understanding leadership 87 Introduction 87 In the mainstream 88 Trait theories 88 Behavioural theories 94 Contingency/situational approaches б 99 Situational leadership 100 Competency frameworks 103 From a critical perspective 104 Chapter summary 107 Transformational and charismatic ieadership: Vision and values at the top? Introduction In the mainstream Transformational and full range leadership Charismatic leadership From a critical perspective no no 116 116 120 124
DETAILED CONTENT; Problems with 'new leadership' 1 25 The'dark side'of charismatic leadership 126 Chapter summary 7 Leading teams and leading change 132 Introduction 132 What is a team? 133 The only constant is change 133 In the mainstream 135 So how is team leadership different? 135 Leading high-performance teams 136 Models of team leadership 137 Afunctional perspective on leadership in teams 140 Change: The natural home of leadership? 141 Normative models of change 142 Dealingwith resistance to change 144 From a critical perspective Challenges to the integration of team and leadership theory 147 147 New kinds of teams for new kinds of situations? 148 Self-managing and virtual teams: Going against the flow? 149 Problems with the idea of leading change 151 Chapter summary 8 128 Authentic leadership: A solution in search of a problem? 155 158 Introduction 158 In the mainstream 160 Authentic leadership 160 Authentic leadership—construct dimensions 164 Causes and results of authentic leadership 166 From a critical perspective What's wrong with authentic leadership? Taking the practice turn Chapter summary 169 169 173 174 PART THREE Relational approaches 9 Leaders and leading: Everyone is a leader now! 181 Introduction 181 In the mainstream 182 Critique of traditional leadership theory 182 Distributed leadership 186 XI
x¡¡ Similar concepts Evidence for distributed leadership 10 194 Chapter summary 198 Leadership as asocial construction 202 202 Follower-centric approaches to leadership 2ПЗ Attribution theory and leadership 205 Implicit leadership theories շ0շ In the mainstream 210 The romance of leadership 210 Psychoanalytic theories of leadership 212 Social identity theory of leadership 213 From a critical perspective 214 Followers as co-producers of leadership 214 Leader-member exchange theory 215 A note on'failed'leadershlp 216 Cultural differences and the construction of leadership 218 Chapter summary 221 Leadership-as-practice: The practice turn and discursive leadership 225 Introduction 225 In the mainstream 227 The origins of the practice turn and strategy-as-practice 227 Leadership-as-practice՜. What makes it radical? 230 A divided movement 231 Key themes In LAP research 231 New leadership research questions 233 LAP implications for leadership practice and development 234 Discursive leadership 235 From a critical perspective 238 Nothing new in practice? 23g Chapter summary 12 1 Q? From a critical perspective Introduction 11 188 241 Responsible leadership for a sustainable world 245 Introduction 245 In the mainstream 246 Responsible leadership 24g Corporate social responsibility 24ş Sustainability and sustainable development 2gļ Sustainable leadership շ ,
13 From a critical perspective 261 Chapter summary 264 Followership, bad and toxic leadership 268 In the mainstream 269 Followers in leadership studies 269 Followers and followership studies 271 Follower role orientation 272 Constructionist approaches to followership 274 Bad leadership 276 Toxic leadership 278 Destructive leadership 279 From a critical perspective 283 Chapter summary 284 PART FOUR 14 Developing leaders: Developing as a leader Leader and leadership development Introduction In the mainstream 289 289 290 Leader development 290 Leadership development 292 Leader/leadership development tools and techniques 294 From a critical perspective 15 268 Introduction 305 Leading mindfully 308 Chapter summary 311 Crafting leadership practice and identity Introduction 314 314 Situational mapping: Where are you and where are you going? 315 Identity and identity work: Mapping the self 323 The knowing-doing gap 329 Chapter summary 330 References 331 Index 351 |
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