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