The Oxford Handbook of Leadership and Organizations

ISBN : 9780199755615

David Day
912 ページ
183 x 257 mm
Oxford Library of Psychology

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.


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 Andre 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. Trevino 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
Part Seven: Emerging Contextual Issues in Leadership
Nathan J. Hiller and Marie-Michele 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
Part Eight: Special Concerns in Leadership
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
Part Nine: Future of Leadership
38. The Future of Leadership: Challenges and Prospects
David V. Day


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.