Leadership Development & Practice

Herausgeber: Hall, Richard; Raelin, Joseph; Grant, David

• Broschiertes Buch

Produktbeschreibung

Emerging complexities have arisen regarding leadership, leadership studies and leadership development requiring new approaches and new styles of organizational leadership. Changing environmental conditions including globalisation, climate change, increased market volatility, and shifts in the balance of power in the global political economy suggest the need for more creative, interactive and longer-term strategic leadership. In order to address and react to these shifts in understanding, one must review some essential questions: what constitutes leadership in the organisation, what is it that leaders actually do, or should do, and what can leadership achieve? Once confronted, the critical question addressed in this work is: how do we develop leadership to be more responsive to contemporary organizational conditions. This major work on Leadership Development and Practice will engage this question by drawing together some of the most important and influential research from the related domains of leadership practice and leadership development. Volume 1 opens with a newly-written introduction, which explains the rationale for the major work, addresses the key questions set out above and outlines its structure, providing the reader with a clear, concise roadmap for all four volumes. Volume 1: Individual Leader Development Volume 2: Leadership Development in Context Volume 3: Leadership Development in the Plural Volume 4: Critical Approaches and Perspectives

---

Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.

Produktdetails

• Verlag: Sage Publications
• Four-Volume Set edition
• Seitenzahl: 1664
• Erscheinungstermin: 19. Dezember 2014
• Englisch
• Abmessung: 234mm x 156mm x 152mm
• Gewicht: 3005g
• ISBN-13: 9781446267929
• ISBN-10: 144626792X
• Artikelnr.: 40549664

Inhaltsangabe

VOLUME ONE: INDIVIDUAL LEADER DEVELOPMENT Part One: Overview Advances in Leader and Leadership Development: A Review of 25 Years of Research and Theory - David Day et al. Part Two: Coaching Coaching Leaders in Middle and Executive Management: Goals, Performance, Buy-in - Stephen Boweles et al. Behind Closed Doors: What Really Happens in Executive Coaching - Douglas Hall, Karen Otazo and George Hollenbeck Part Three: Mentoring Mentors Providing Challenge and Support: Integrating Concepts from Teacher Mentoring in Education and Organizational Mentoring in Business - Rajashi Ghosh Maximizing Returns on Mentoring: Factors Affecting Subsequent Protégé Performance - Scott Tonidandel, Derek Avery and McKensy Phillips Part Four: EQ Emotional Intelligence Training: A Case of Caveat Emptor - Nicholas Clarke Emotions in Leadership Development: A Critique of Emotional Intelligence - Mary Fambrough and Rama Kaye Hart Part Five: Capability/Competencies Developing Leadership Capability: What
s Inside the Black Box? - Jay Conger Competencies for Leadership Development: What
s Hot and What
s Not When Assessing Leadership - Implications for Organization Development - William Gentry and Jean Brittain Leslie Part Six: Authentic Can You See the Real Me? A Self-based Model of Authentic Leadership and Follower Development - William Gardner et al. Executive Development through Consciousness-Raising Experiences - Philip Mirvis Facilitating Authentic Becoming - Matthew Eriksen Part Seven: Transformational Effects of Transformational Leadership Training on Attitudinal and Financial Outcomes: A Field Experiment - Julian Barling, Tom Weber and Kevin Kelloway Transformational Leadership Development Programs: Creating Long-Term Sustainable Change - Manfred F.R. Kets de Vries and Konstantin Korotov Part Eight: Personality and Personalization Developing Leadership Character in Business Programs - Mary Crossan et al. Up Close and Personal: Building Foundations for Leaders
Development through the Personalization of Management Learning - Gianpiero Petriglieri, Jack Denfeld Wood and Jennifer Louise Petriglieri Part Nine: Charisma Can Charisma Be Taught? Tests of Two Interventions - John Antonakis, Marika Fenley and Sue Liechti Part Ten: Goal-Setting Go for the Goal(s): Relationship between Goal Setting and Transfer of Training Following Leadership Development - Stefanie Johnson et al. Part Eleven: Self-Directed Leader Development and Identity Identity, Deep Structure, and the Development of Leadership Skill - Robert Lord and Rosalie Hall The Role of Self-Reflection, Emotional Management of Feedback, and Self-Regulation Processes in Self-Directed Leadership Development - Paul Nesbit VOLUME TWO: LEADERSHIP DEVELOPMENT IN CONTEXT Part One: Artistic Approaches Pop Goes the Program: Using Popular Culture Artifacts to Educate Leaders - Jamie Callahan and Manda Rosser Learning to Lead, Unscripted: Developing Affiliative Leadership through Improvisational Theatre - Suzanne Gagnon, Heather Vough and Robert Nickerson New Ways to Leadership Development: A Picture Paints a Thousand Words - Birgit Schyns et al. Part Two: Measurement Estimating the Return on Leadership Development Investment - Bruce Avolio, James Avey and David Quisenberry Evaluating Executive Leadership Programs: A Theory of Change Approach - Karen Watkins, Igunn Hybertsen Lysø and Kathleen deMarrais Part Three: Early Career Becoming a Leader: Early Career Challenges Faced by MBA Graduates - Beth Benjamin and Charles O
Reilly Part Four: Public Sector The Design and Evaluation of a Leadership Programme for Experienced Chief Executives from the Public Sector - Frank Blackler and Andy Kennedy Part Five: Crisis Leadership Development: Crisis, Opportunities and the Leadership Concept - Joana Probert and Kim Turnbull-James Part Six: Gender and Diversity Taking Gender into Account: Theory and Design for Women
s Leadership Development Programs - Robin Ely, Herminia Ibarra and Deborah Kolb Building Diversity in the Pipeline to Corporate Leadership - Claire McCarty Kilian, Dawn Hukai and C. Elizabeth McCarty Part Seven: Experiential Learning The Live In-Class CEO Intervention: A Capstone Experiential Technique for Leadership Development - Nicholas Rashford and João Neiva de Figueiredo Developing Leaders via Experience: The Role of Developmental Challenge, Learning Orientation, and Feedback Availability - D. Scott DeRue and Ned Wellman Part Eight: Cross-Cultural and Global Rethinking the Role of Management Development in Preparing Global Business Leaders - Kathryn Aten, Luciara Nardon and Richard Steers Part Nine: Action Learning Developing Managers as Learners and Researchers: Using Action Learning and Action Research - Joeph Raelin and David Coghlan Leadership Development via Action Learning - H. Skipton Leonard and Fred Lang Part Ten: Service Learning Developing Responsible Global Leaders through International Service-Learning Programs: The Ulysses Experience - Nicola Pless, Thomas Maak and Günter Stahl Sigler Developing Enlightened Leaders for Industry and Community: Executive Education and Service-Learning - Kenneth Rhee and Tracey Honeycutt Part Eleven: Social Responsibility The Use of Benevolent Leadership Development to Advance Principles of Responsible Management Education - Fahri Karakas, Emine Sarigollu and Alperen Manisaligil Part Twelve: Online Leadership Development Developing Leaders in Cyber-Space: The Paradoxical Possibilities of On-Line Learning - Donna Ladkin et al. Blended Learning Working in a Leadership Development Programme - Elaine Voci and Kevin Young VOLUME THREE: LEADERSHIP DEVELOPMENT IN THE PLURAL Part One: Team Leadership Developing Team Leadership Capability - Frederick Moregeson, Dennis Lindoerfer and David Loring Team Leadership: Critical Steps to Great Projects - Dennis O
Connor and Leodones Yballe Building Highly Developed Teams: Focusing on Shared Leadership Processes, Efficacy, Trust, and Performance - Bruce Avolio et al. Part Two: Team Coaching Towards Co-constructed Coaching: Exploring the Integration of Coaching and Co-constructed Autoethnography in Leadership Development - Steve Kempster and Marian Iszatt-White Leadership Group Coaching in Action: The Zen of Creating High Performance Teams - Manfred Kets de Vries Part Three: Network Development How to Build Social Capital with Leadership Development: Lessons from an Explorative Case Study of a Multibusiness Firm - Eva Bilhuber Galli and Günter Muller-Stewens Networks and Leadership Development: Building Linkages for Capacity Acquisition and Capital Accrual - Kathryn Bartol and Xiaomeng Zhang Part Four: Collaborative Approaches Does Action Learning Promote Collaborative Leadership? - Joseph Raelin Creating a Collaborative Leadership Network: An Organic View of Change - Carol Mullen and Frances Kochan Using the Facilitative Leader Approach to Create an Organizational Culture of Collaboration - Roger Schwarz Part Five: Relational Approaches Capturing Sociality in the Movement between Frames: An Illustration from Leadership Development - Brigid Carroll and Barbara Simpson Relationship-based Approach to Leadership: Development of Leader-Member Exchange (LMX) Theory of Leadership over 25 Years: Applying a Multi-Level Multi-Domain Perspective - George Graen and Mary Uhl-Bien Social Capital and Leadership Development: Building Stronger Leadership through Enhanced Relational Skills - Shelly McCallum and David O
Connell Part Six: Community Leadership Development Social Entrepreneurship and Community Leadership: A Service-Learning Model for Management Education - Barrie Litzky, Veronica Godshalk and Cynthia Walton-Bongers Community Leadership Development - Philip Kirk and Anna Marie Shutte VOLUME FOUR: CRITICAL APPROACHES AND PERSPECTIVES Part One: Critique Critical and Alternative Approaches to Leadership Learning and Development - Gareth Edwards et al. Management Education as if Both Matter - Jonathan Gosling and Henry Mintzberg How Can We Train Leaders if We Do Not Know What Leadership Is? - Richard Barker Don't Bother Putting Leadership into People - Joseph Raelin Part Two: Critical Theory Psychodynamic and Critical Perspectives on Leadership Development - Kiran Trehan Toward a Critical HRD in Theory and Practice - Tara Fenwick Part Three: Critical Teaching Teaching Leadership Critically to MBAs: Experiences from Heaven and Hell - Amanda Sinclair Critical Management Education and Action-based Learning: Synergies and Contradictions - Michael Reynolds and Russ Vince Learning through Reflective Classroom Practice: Applications to Educate the Reflective Manager - Patricia Raber Hedberg Part Four: Implicit Leadership Theories Teaching Implicit Leadership Theories to Develop Leaders and Leadership: How and Why It Can Make a Difference - Birgit Schyns et al. Part Five: Leadership as Practice Leadership as Practice: Challenging the Competency Paradigm - Brigid Carroll, Lester Levy and David Richmond Threshold Concepts and Modalities for Teaching Leadership Practice - Jeffrey Yip and Joseph Raelin Becoming a Leader: A Co-produced Autoethnographic Exploration of Situated Learning of Leadership Practice - Steve Kempster and James Stewart Part Six: Creativity Leadership Jazz: An Exercise in Creativity - Mark Lengnick-Hall and Cynthia Lengnick-Hall Experiential Development and Mentoring Processes for Leaders for Innovation - Ginamarie Scott Ligon, James Wallace and Holly Osburn Part Seven: Discourse theory Leadership Development as Identity Construction - Brigid Carroll and Lester Levy Organizational Discourse and New Organization Development Practices - Robert Marshak and David Grant Part Eight: Reflexivity Reflexive Management Learning: An Integrative Review and a Conceptual Typology - Richard Cotter and John Cullen Executive MBA Programs: The Development of the Reflective Executive - Karina De Dèa Roglio and Gregory Light