Leadership has never been more important – and divisive – than it is today. The idea and discourse of the leader remains a critical factor in organizational and societal performance, but there is evident tension between the persistent focus on the critical importance of individual leaders and the increasing emphasis on collective leadership. The Routledge Companion to Leadership provides a survey of the contentious and dynamic discipline of leadership.

This collection covers key themes in the field, including advances in leadership theory, leadership in a range of contexts and geographies, leadership failure, leadership process, and leadership development. Topics range from micro studies to wider political analyses of leadership, taking in unusual but important aspects such as portrayals of leadership in architecture, media, and science fiction. Contributions from 61 internationally renowned authors from 16 countries make available the full range of perspectives, approaches, and insights on the idea of leadership. Providing both a social sciences and a psychological approach, these go beyond common themes to offer diverse perspectives on such topics as emotion and leadership, portrayals of leadership. This volume situates leadership debates and evidence within contemporary leadership crises, while ensuring that the explorations of the issues are of enduring relevance.

With wide and critical coverage of the key topics and potent contextualization of themes in current events, The Routledge Companion to Leadership is the ideal resource for graduate study in leadership.

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chapter 1|18 pages

What Is Leadership: Person, Result, Position or Process, or All or None of These?

ByKeith Grint, Owain Smolovic´ Jones and Clare Holt

chapter 2|14 pages

Recognizing and Realizing the Market Value of Leadership

ByDave Ulrich, Justin Allen

chapter 3|17 pages

Beyond the Hero–Leader: Leadership by Collectives

ByViviane Sergi, Jean-Louis Denis, Ann Langley

chapter 4|13 pages

Leadership in the Face of Crisis and Uncertainty

ByDavid Rast, Michael Hogg

chapter |2 pages


chapter 6|15 pages

Instead of Angels: Leaders, Leadership and Longue Durée

ByPeter Gronn

chapter 8|11 pages

Psychoanalytic Perspectives on Leadership

ByIrma Rybnikova

chapter 9|17 pages

Leadership and Power

ByJoshua Firth, Brigid Carroll

chapter 11|16 pages

Leadership Succession in Politics and Business: Converging Logics?

ByFredrik Bynander and Paul ‘t Hart

chapter 12|22 pages

Leadership in Interaction

ByMagnus Larsson

chapter |2 pages

PART III Practising Leadership

chapter 13|12 pages

Politics and Political Astuteness in Leadership

ByJean Hartley

chapter 15|16 pages

Co-leadership: Contexts, Congurations and Conditions

ByÉmilie Gibeau, Wendy Reid, Ann Langley

chapter 16|19 pages

Leadership on the Board: The Role of Company Secretary

ByAndrew Kakabadse, Nadeem Khan, Nada Kakabadse

chapter 17|18 pages

Practising Religious Leadership

ByJack Barentsen

chapter 18|17 pages

Practising Clinical Leadership: What Is It and How Does It Work?

ByJohn Storey, Richard Holti

chapter |4 pages

PART IV Contextualizing Leadership

chapter 19|10 pages

How Does Institution Matter? Leadership Behaviour in Eastern and Western Europe

ByWerner Auer-Rizzi, Gerhard Reber

chapter 20|10 pages

Consequences of Context: Political Leadership and Followership

ByBarbara Kellerman

chapter 21|13 pages

Leadership and Religion

BySverre Spoelstra

chapter 22|16 pages

Ethics in Denial: Leadership and Masculinity in the Financial Sector

ByDavid Knights

chapter 23|11 pages

Global Leadership in Perspective

ByAllan Bird, Mark Mendenhall, Joyce Osland, Gary Oddou

chapter |4 pages

PART V Evaluating Leadership

chapter 25|14 pages

Destructive Leadership: Antecedents, Consequences and Remedies

ByRonald Burke

chapter 26|13 pages

Evaluating the Performance of Ethical Leadership

ByAlan Lawton

chapter 27|15 pages

Leadership and Organizational Performance: State of the Art and a Research Agenda

ByEva Knies, Christian Jacobsen, Lars Tummers

chapter 28|14 pages

Leaders as Spiritual Heroes: The Paradoxes of Unlimited Leader Agency

ByDennis Tourish

chapter |4 pages

PART VI Imagining Leadership

chapter 29|13 pages

Star-Crossed: Imagining Leadership in Science Fiction Narratives

ByKimberly Yost

chapter 30|15 pages

Media Portrayals: From Leadership Cults to Celebrity Politicians

ByMaja Šimunjak, John Street

chapter 31|36 pages

Leadership and Architecture

ByMichael Minkenberg

chapter |1 pages

PART VII Nurturing Leadership

chapter |3 pages

References on Nature/Nurture Debate

chapter 32|40 pages

Can Leadership Be Taught?

ByAnn Cunliffe, Julie Wilson

chapter 33|21 pages

Diverse Approaches to Leadership Development

ByJonathan Gosling, Ian Sutherland

chapter 34|15 pages

Identity Work in Leadership Development

ByHelen Delaney

chapter 35|14 pages

Discourse and Identity: Leader Identity at Work

ByPeter Sun

chapter 36|7 pages

Conclusions: Looking to the Future of Leadership

ByJohn Storey, Jean Hartley, Jean-Louis Denis, Paul ‘t Hart and