Offering a different method of making sense of an individual’s experience in a rapidly changing world, this book uses reflective accounts of ordinary everyday life in organizations rather than idealized accounts. The editors’ commentary introduces and contextualizes these experiences as well as drawing out key themes for further research.
How can we understand leadership today?
This wide-ranging, inter-disciplinary book provides readers with a complete introduction to the essentials of leadership. Included here are accessible and insightful entries on what leadership is, how it is practised and the relevant strengths and pitfalls. The book provides a one stop introductory guide to one of the most central and contested concepts in the social sciences.
An invaluable reference tool, this book offers insight into issues such as:
• Are leaders born or made?
• Authoritarian versus participative leadership
• The psychology of leaders and followers
• Leadership development
• Leadership styles, skills and functions
• Leadership in practice
This book is an indispensable guide to the central concepts of leadership for professionals and students alike.
Each section represents a distinctive slant on leadership:
- Macro perspectives - including strategic leadership, organization theory, charismatic leadership, complexity leadership, and networks.
- Political and philosophical perspectives - including distributed leadership, critical leadership, ethics, the military and cults.
- Psychological perspectives - including personality, leadership style and contingency theories, transformational leadership, exchange relationships, shared leadership, cognition, leadership development, gender, trust, identity and the 'dark side' of leadership.
- Cultural perspectives - including spirituality, aesthetics, and creativity.
- Contemporary and emergent perspectives - followership, historical methods, virtual leadership, emotions, image, celebrity, and the quest for a general theory of leadership
Now in its Second Edition, Studying Leadership continues to provide a comprehensive overview of the key theories, topics, research debates and major developments in the field of leadership studies.
Split into three parts, the book covers the traditional and mainstream theories on leadership; the main topics and perspectives explored in leadership research, and the recent trends in leadership studies such as gender and diversity, ethics, sustainability, language and identity.
The new edition features a chapter on “Researching Leadership” and includes extended case studies to enhance learning and support students with their dissertations and research projects.
The book is complemented by a companion website featuring a range of tools and resources for lecturers and students, including chapter specific multiple-choice questions, case studies, videos with critical thinking questions and discussion questions, free SAGE journal articles, PowerPoint slides and an instructor’s manual.
Suitable reading for students on leadership courses across a range of subjects including Business & Management, Health and Education.
Exploring the perspective of complex responsive processes, the book’s contributors examine how this assists them in making sense of their experience, and how this awareness then leads to their development.
This book is a valuable study for academics, business school students and practitioners, as rather than offering mere descriptions of organizational life, it provides reflective accounts of real-life experiences of researching in organizations.
Adopting the perspective of complex responsive processes developed in the first two volumes of this series, the author takes self-organization and emergence as central themes in thinking about life in organizations. He focuses on the tension between spontaneously forming patterns of conversation and intentional actions arguing that the order of organizations emerges through a combination of collective interaction and individual intentions. The argument is developed by considering the day-to-day experiences of life in a large pharmaceutical organization, SmithKline Beecham.
In today's organization, managers find that they have to live with the paradox of being 'in control' and 'not in control' simultaneously. It is this capacity to live with paradox, and to continue to participate creatively in spite of 'not being in control', that constitutes effective management.