We exist in an era of great change and widespread uncertainty in which course-determining decisions lie with organizational leaders; in this continually shifting climate we require their courage to take action. Billions of dollars are spent annually on developing leaders, yet despite these efforts, most organizations report a shortage of leaders - a leadership gap - and estimates of leadership failures approach fifty per cent.

Authored by some of the best names in the subject area, this book addresses this issue and provides readers with an innovative approach to learning leadership skills, merging theory with practice to enable a better understanding of this complex and significant subject. It emphasizes a balance of skills, the critical role of feedback in learning and development, and innovative thoughts on developing women leaders.

Taking an international perspective, this outstanding text will be an invaluable resource for those studying leadership, organizational behaviour and human resource management as well as those on specialist masters and MBA courses, and will be especially useful for those undertaking the difficult task of leading within organizations.

chapter |30 pages

Inspiring leaders

An introduction *
ByRonald J. Burke

part |86 pages

Emerging models of leadership

chapter |34 pages

Full range leadership

Model, research, extensions, and training
ByJohn J. Sosik

chapter |17 pages

Entering the fundamental state of leadership

A framework for the positive transformation of self and others
ByRobert E. Quinn, Gretchen M. Spreitzer

chapter |21 pages

Authentic leadership

A new approach for a new time
ByFred Luthans, Norman Steve, Hughes Larry

chapter |12 pages

The inspirational nature of level three leadership

ByJames G. Clawson

part |72 pages

Qualities of effective and successful leaders

chapter |13 pages

Leadership competencies

ByRichard E. Boyatzis

chapter |17 pages

Leadership and emotional intelligence

ByCary Cherniss

chapter |26 pages

Leading through values and ethical principles

ByR. Edward Freeman, Kirsten Martin, Bidhan Parmar, Margaret Cording, Patricia H. Werhane

chapter |14 pages

Strength of character

Exceptional leadership in a crisis
ByCary L. Cooper, James Campbell Quick, Jonathan D. Quick, Joanne H. Gavin

part |45 pages

Leading teams and organizations

chapter |21 pages

A strategic contingency model of team leadership *

ByTjai M. Nielsen, Terry R. Halfhill

chapter |22 pages

Leadership and organizational culture

ByMarc J. Schabracq

part |55 pages

Flawed leaders

chapter |10 pages

Why leaders fail

Exploring the dark side *
ByRonald J. Burke

chapter |26 pages

Perfectionism as a detrimental factor in leadership

A multidimensional analysis
ByGordon L. Flett, Paul L. Hewitt

chapter |17 pages

Workaholism types, satisfaction, and well-being

It's not how hard you work but why and how you work hard *
ByRonald J. Burke

part |50 pages

Developing leaders and leadership

chapter |12 pages

Lopsidedness in leaders

Strategies for assessing it and correcting it
ByRobert Kaplan

chapter |15 pages

360-degree feedback and leadership development

ByIoannis Nikolaou, Maria Vakola, Ivan T. Robertson

chapter |21 pages

Developing women leaders

ByMarian N. Ruderman