| General note |
Introduction Magnus Larsson<br/>Part 1: Between: Leadership as a Social, Socio-cognitive and Practical Phenomenon<br/>Jean-Louis Denis; Nancy Côté; Élizabeth Côté-Boileau <br/>Chapter 1: Pluralism in studies on plural leadership: Analysis and perspectives Lucia Crevani; Inti Lammi <br/>Chapter 2: Leadership and practice: Re-constructing leadership as a phenomenon Magnus Larsson, Frank Meier <br/>Chapter 3: Leadership in Interaction Catherine R. Holt, Allan Lee <br/>Chapter 4: The quality of relationships: An exploration of current Leader-Member Exchange (LMX) research and future possibilities Daan van Knippenberg <br/>Chapter 5: Embodying Who We Are: Social Identity and Leadership Birgit Schyns, Gretchen V. Lester <br/>Chapter 6: Romance of Leadership Joshua Pearman, Emily Gerkin, Dorothy R. Carter <br/>Chapter 7: What is “Functional” About Distributed Leadership in Teams? Teresa Almeida, Nelson Campos Ramalho, Francisco Esteves <br/>Chapter 8: Followship Michelle Bligh<br/>Part 2: About: Exploring the Individual and Interpersonal Facets of Leadership<br/>Reinout de Vries, Jan Pletzer, Amanda Julian, Kimberley Breevaart <br/>Chapter 9: Leadership as contextualized personality traits Olga Epitropaki, Bryan P. Acton, Karolina W. Nieberle <br/>Chapter 10: Implicit Leadership and Followership Theories: From the leader/follower within and between to leaders/followers in plural and in flux Ashlea Troth, Peter Jordan, Neal Ashkanasy <br/>Chapter 11: Leadership, Emotion Regulation and Sensemaking Marian Iszatt-White <br/>Chapter 12: Authentic Leadership or authenticity in leadership? Finding a better home for our leadership aspirations Jay Conger <br/>Chapter 13: Redefining Followership David Day, Darja Kragt <br/>Chapter 14: Leadership development: Past, present, and future Yiannis Gabriel <br/>Chapter 15: Psychoanalysis and leadership H Martinez, Richard Boyatzis <br/>Chapter 16: Leadership Beyond the Leader to Relationship Quality Joanne Ciulla <br/>Chapter 17: The Myth of the Passions: Reason, Emotions, and Ethics in Leadership Brad Jackson; Steve Kempster; Chaturi Liyanage, Sudong Shang, Peter Sun <br/>Chapter 18: Responsible Leadership: From Theory building to Impact Mobilisation Marianna Delegach, Ronit Kark, Dina Van Dijk <br/>Chapter 19: Self-Regulatory Focus and Leadership: It’s All About Context Brigid Carroll<br/>Part 3: Through: Leadership Seen Through Contemporary Frames<br/>Jackie Ford; Julia Morgan <br/>Chapter 20: Critiquing leadership and gender research through a feminist lens Viviane Sergei <br/>Chapter 21: Problematizing communication and providing inspiration: The potential of a CCO perspective for leadership studies Donna Ladkin <br/>Chapter 22: Leadership as Aesthetic and Artful Practice: It's not always Pretty Simon Kelly <br/>Chapter 23: Process theory approaches to leadership Owain Smolovic-Jones, David Hollis <br/>Chapter 24: Technology and Leadership Chellie Spiller, Amber Nicholson <br/>Chapter 25: Indigenous Leadership as a Conscious Adaptive System Suze Wilson <br/>Chapter 26: Leadership through history: Rethinking the present and future of leadership via a critical appreciation of its past Kent Alipour, Susan Mohammed <br/>Chapter 27: Temporal Considerations in Leadership and Followership Martyna Sliwa <br/>Chapter 28: Leadership and fiction Olga Epitropaki<br/>Part 4: Within: Leadership as a Contextually Bound Phenomenon<br/>Burak Oc, Joseph A. Carpini <br/>Chapter 29: How and why is context important to leadership? Stephen Allen, Dermot O'Reilly <br/>Chapter 30: Leadership within ‘alternatives’ Vanessa Iwowo, Peter Case and Samantha Iwowo <br/>Chapter 31: Leadership and Culture Stewart Clegg, Ace V. Simpson, Miguel Pina e Cunha and Arménio Rego <br/>Chapter 32: From 'Leadership' to 'Leading': Power relations, polyarchy and projects Ralph Bathurst and Michelle Sitong Chen Chapter 33: In Defence of Hesitant Leadership: An Ancient Chinese Perspective Brigitte Biehl and Suvi Satama <br/>Chapter 34: Popular culture and leadership Lester Levy and Kevin B. Lowe <br/>Chapter 35: The impact of context on healthcare leadership Doris Schedlitzki<br/>Part 5: But: A Critical Examination of Leadership<br/>Laura Lunsford, Art Padilla <br/>Chapter 36: On destructive leadership Mats Alvesson, Martin Blom, Thomas Fischer <br/>Chapter 37: Leadership and its Alternatives Jennifer L. Sparr, David Waldman, Eric Kearney <br/>Chapter 38: Paradoxes in Agentic and Communal Leadership Gail Fairhurst, David Collinson <br/>Chapter 39: Leadership Dialectics Leah Tomkins <br/>Chapter 40: Care and Caring Leadership, Positive Attractions and Critical Asymmetries Celina McEwen, Allison Pullen, Carl Rhodes <br/>Chapter 41: Politicising the Leader’s Body: From Oppressive Realities to Affective Possibilities Nancy Harding <br/>Chapter 42: Leadership as (new) material(ities) practices: Intra-acting, diffracting and agential-cutting with Karen Barad Suzanne Gagnon; Wendy Cukier; Mohamed Elmi <br/>Chapter 43: Leadership representation: A critical path to equity <br/>Select a Purchasing Option<br/>Rent or Buy eBook<br/>ISBN: 9781529785852<br/><br/>90 Days<br/>$61.00<br/><br/>120 Days<br/>$69.00<br/><br/>180 Days<br/>$77.00<br/><br/>Lifetime<br/>$111.00<br/>Hardcover<br/>ISBN: 9781529769067<br/>$185.00<br/>SAGE Knowledge Promotion<br/>This title is also available on SAGE Knowledge, the ultimate social sciences online library. 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