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This title brings together a collection of comprehensive, state-of-the-science reviews and perspectives on the most pressing historical and contemporary leadership issues - with a particular focus on theory and research - and looks to the future of the field.
This book both acknowledges the complexity emerging from the three main components of leadership--the leader, the led, and the environment--while providing a sound, foundational structure in which the complexity of this area of study can be better understood.
"Leader-member exchange (LMX) is the foremost dyadic leadership theory. According to this approach, high quality, trust and respect-based relationships between leaders and employees is the cornerstone of leadership. The Oxford Handbook of Leader-Member Exchange takes stock of the literature to examine its roots, what is currently known, and what research gaps and future opportunities exist"--
Revised edition of: Oxford handbook of positive psychology and work / edited by P. Alex Linley, Susan Harrington, Nicola Garcea. -- Oxford; New York: Oxford University Press, 2010.
2) How has organization theory developed over time, and what structure has the field taken? What assumptions does knowledge produced in organization theory incorporate, and what forms do its knowledge claims take as they are put forward for public adoption? 3) How have certain well-known controversies in organization theory, such as for example, the structure/agency dilemma, the study of organizational culture, the different modes of explanation, the micro/macro controversy, and the differnet explanations produced by organizational economists and sociologists, been dealt with? 4) How, and in what ways, is knowledge generated in organization theory related to action? What features must organization theory knowledge have in order to be actionable, and of relevance to the world 'out there'? How have ethical concerns been taken into account in organization theory? 5) What is the future of organization theory? What direction should the field take? What must change in the way research is conducted and key theoretical terms are conceptualized so that organization theory enhances its capacity to generate valid and relevant knowledge?
Mapping the organizational identity (OI) field -- Critical perspectives on OI -- Integrative models of OI -- How individuals relate to OI -- Sources and processes of OI -- OI and the environment -- Implications of OI
For 15 years and through two editions, this handbook has been indispensable for serious students of leadership. Now, in this third edition, Bass introduces a decade of new findings on the newest theories and models of leadership. With over 1,200 pages of essential information, Bass & Stogdill's Handbook of Leadership will continue to be the definitive resource for managers for years to come.
Political leadership has made a comeback. It was studied intensively not only by political scientists but also by political sociologists and psychologists, Sovietologists, political anthropologists, and by scholars in comparative and development studies from the 1940s to the 1970s. Thereafter, the field lost its way with the rise of structuralism, neo-institutionalism, and rational choice approaches to the study of politics, government, and governance. Recently, however, students of politics have returned to studying the role of individual leaders and the exercise of leadership to explain political outcomes. The list of topics is nigh endless: elections, conflict management, public policy, government popularity, development, governance networks, and regional integration. In the media age, leaders are presented and stage-managed—spun—DDLas the solution to almost every social problem. Through the mass media and the Internet, citizens and professional observers follow the rise, impact, and fall of senior political officeholders at closer quarters than ever before. This Handbook encapsulates the resurgence by asking, where are we today? It orders the multidisciplinary field by identifying the distinct and distinctive contributions of the disciplines. It meets the urgent need to take stock. It brings together scholars from around the world, encouraging a comparative perspective, to provide a comprehensive coverage of all the major disciplines, methods, and regions. It showcases both the normative and empirical traditions in political leadership studies, and juxtaposes behavioural, institutional, and interpretive approaches. It covers formal, office-based as well as informal, emergent political leadership, and in both democratic and undemocratic polities.
The Oxford Handbook of Organizational Climate and Culture presents the breadth of topics from Industrial and Organizational Psychology and Organizational Behavior through the lenses of organizational climate and culture. The Handbook reveals in great detail how in both research and practice climate and culture reciprocally influence each other. The details reveal the many practices that organizations use to acquire, develop, manage, motivate, lead, and treat employees both at home and in the multinational settings that characterize contemporary organizations. Chapter authors are both expert in their fields of research and also represent current climate and culture practice in five national and international companies (3M, McDonald's, the Mayo Clinic, PepsiCo and Tata). In addition, new approaches to the collection and analysis of climate and culture data are presented as well as new thinking about organizational change from an integrated climate and culture paradigm. No other compendium integrates climate and culture thinking like this Handbook does and no other compendium presents both an up-to-date review of the theory and research on the many facets of climate and culture as well as contemporary practice. The Handbook takes a climate and culture vantage point on micro approaches to human issues at work (recruitment and hiring, training and performance management, motivation and fairness) as well as organizational processes (teams, leadership, careers, communication), and it also explicates the fact that these are lodged within firms that function in larger national and international contexts.
Leader-member exchange (LMX) is the foremost dyadic theory in the leadership literature. Whereas contemporary leadership theories such as transformational, servant, or authentic leadership theories focus on the effects of leader behaviors on employee attitudes, motivation, and team outcomes, relational leadership theory views the dyadic relationship quality between leaders and members as the key to understanding leader effects on members, teams, and organizations. This approach views trust- and respect-based relationships as the cornerstone of leadership. LMX has grown from a new theory in the 1970s to a mature area of research in 2015. Interest in this theory has increased rapidly over the past four decades, and the pace of research in this area continues to accelerate dramatically. The Oxford Handbook of Leader-Member Exchange takes stock of the literature to examine its roots, what is currently known, what research gaps may exist, and what areas are in need of the most urgent research.
