ABSTRACT

Leadership practitioners and those who seek to develop leadership are concerned with whether they are using evidence-based best practices to develop leadership capacity in themselves and others. Are we indeed using best practices in the study, practice, and development of leadership? This book seeks to draw attention to the limitations of extant work on leadership, and to provide suggestions for a way forward. Presenting chapters on topics ranging from research methodology, gender and cross-cultural issues in leadership studies, and the role of the humanities in our understanding of leadership, the book represents a rigorous multidisciplinary collaboration.

This is a must-read for graduate students studying leadership, leadership consultants and trainers, leadership scholars, and anyone who practices, teaches, or seeks to develop leadership. It will help expand the horizons of how we think about and practice leadership.

chapter |6 pages

Introduction

What’s Wrong with Leadership? Improving Leadership Theory, Research, and Practice

part I|98 pages

Improving Leadership Methodology, Assessment, and Selection

chapter 1|32 pages

Leadership Research Methods

Progressing back to Process

chapter 2|17 pages

Leadership and Levels of Analysis

Clarifications and Fixes for What’s Wrong

chapter 3|31 pages

Leadership Assessment Can Be Better

Directions for Selection and Performance Management

chapter 4|16 pages

Self-selection Bias in Leadership

Understanding Reluctant Leaders

part II|102 pages

Increasing the Scope of Leadership Research

chapter 5|14 pages

Leadership and Ethics

You Can Run, but You Cannot Hide from the Humanities

chapter 6|17 pages

Leadership Is Male-centric

Gender Issues in the Study of Leadership

chapter 7|12 pages

Are Leadership Theories Western-centric?

Transcending Cognitive Differences between the East and the West

chapter 8|23 pages

Leadership and the Medium of Time

chapter 9|16 pages

Leaders Are Complex

Expanding Our Understanding of Leader Identity

chapter 10|18 pages

Turning a Blind Eye to Destructive Leadership

The Forgotten Destructive Leaders

part III|92 pages

Improving Leadership Practice and Expanding Our Thinking about Leadership

chapter 11|17 pages

Leadership Development Starts Earlier Than We Think

Capturing the Capacity of New Leaders to Address the Leader Talent Shortage

chapter 13|19 pages

Solving the Problem with Leadership Training

Aligning Contemporary Behavior-based Training with Mindset Conditioning

chapter 14|19 pages

Critical Leadership Studies

Exploring the Dialectics of Leadership

chapter 15|20 pages

Leadership for What?