The SAGE handbook of leadership

The SAGE Handbook of Leadership Edited by Alan Bryman, David Collinson, Keith Grint, Brad Jackson and Mary Uhl-Bien www.ebook3000.com The SAGE Handbook of Leadership www.ebook3000.com www.ebook3000.com The SAGE Handbook of Leadership Edited by Alan Bryman, David Collinson, Keith Grint, Brad Jackson and Mary Uhl-Bien www.ebook3000.com © Editorial arrangement Alan Bryman, David Collinson, Keith Grint, Brad Jackson, Mary Uhl-Bien 2011 Chapter © Keith Grint 2011 Chapter © Alan Bryman 2011 Chapter © Georgia Sorenson, George Goethals and Paige Haber 2011 Chapter © David V Day 2011 Chapter © Ken W Parry 2011 Chapter © Jean-Louis Denis, Veronica Kisfalvi, Ann Langley and Linda Rouleau 2011 Chapter © Jay A Conger 2011 Chapter ©Linda L Carli and Alice H.Eagly 2011 Chapter © Martin Kilduff and Prasad Balkundi 2011 Chapter 10 © Roderick M Kramer 2011 Chapter 11 © Mats Alvesson 2011 Chapter 12 © Eric Guthey and Brad Jackson 2011 Chapter 13 © David Collinson 2011 Chapter 14 © Raymond Gordon 2011 Chapter 15 © Jean Hartley and John Benington 2011 Chapter 16 © Dennis Tourish 2011 Chapter 17 © Joanne B Ciulla and Donelson R Forsyth 2011 Chapter 18 © Peter Case, Robert French and Peter Simpson 2011 Chapter 19 © Hans Hansen and Ralph Bathurst 2011 Chapter 20 © John Antonakis 2011 Chapter 21 © Gary Yukl 2011 Chapter 22 © Héctor R Diaz-Saenz 2011 Chapter 23 ©Smriti Anand, Jia Hu, Robert C Liden and Prajya R Vidyarthi 2011 Chapter 24 © Annilee M.Game and Michael A.West 2011 Chapter 25 © C Shawn Burke, Deborah DiazGranados and Eduardo Salas 2011 Chapter 26 © Arran Caza and Brad Jackson 2011 Chapter 27 © Neal M Ashkanasy and Ronald H Humphrey 2011 Chapter 28 © Manfred Kets De Vries and Katharina Balazs 2011 Chapter 29 © Yiannis Gabriel 2011 Chapter 30 © Michael D Mumford, Isaac C Robledo and Kimberly S Hester 2011 Chapter 31 © Michelle C Bligh 2011 Chapter 32 © Peter Gronn Chapter 33 © Dian Marie Hosking 2011 Chapter 34 © Mary Uhl-Bien and Russ Marion 2011 Chapter 35 © Mario Fernando 2011 Chapter 36 © Gail T Fairhurst 2011 Chapter 37 © Amanda Sinclair 2011 Chapter 38 © David M Boje, Alison Pullen, Carl Rhodes and Grace Ann Rosile 2011 First published 2011 Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act, 1988, this publication may be reproduced, stored or transmitted in any form, or by any means, only with the prior permission in writing of the publishers, or in the case of reprographic reproduction, in accordance with the terms of licences issued by the Copyright Licensing Agency Enquiries concerning reproduction outside those terms should be sent to the publishers SAGE Publications Ltd Oliver’s Yard 55 City Road London EC1Y 1SP SAGE Publications Inc 2455 Teller Road Thousand Oaks, California 91320 Library of Congress Control Number: 2010931598 SAGE Publications India Pvt Ltd B 1/I Mohan Cooperative Industrial Area Mathura Road New Delhi 110 044 A catalogue record for this book is available from the British Library British Library Cataloguing in Publication data ISBN 978-1-84860-146-8 SAGE Publications Asia-Pacific Pte Ltd 33 Pekin Street #02-01 Far East Square Singapore 048763 Typeset by Glyph International Printed by MPG Books Group, Bodmin, Cornwall Printed on paper from sustainable resources www.ebook3000.com Contents Preface Chapter Summaries List of Contributors ix xiii xxv PART I OVERVIEW PERSPECTIVES A History of Leadership Keith Grint Research Methods in the Study of Leadership Alan Bryman The Enduring and Elusive Quest for a General Theory of Leadership: Initial Efforts and New Horizons Georgia Sorenson, George Goethals and Paige Haber Leadership Development David V Day 15 29 37 PART II MACRO AND SOCIOLOGICAL PERSPECTIVES 51 Leadership and Organization Theory Ken W Parry 53 Perspectives on Strategic Leadership Jean-Louis Denis, Veronika Kisfalvi, Ann Langley and Linda Rouleau 71 Charismatic Leadership Jay A Conger 86 Gender and Leadership Linda L Carli and Alice H Eagly 103 A Network Approach to Leader Cognition and Effectiveness Martin Kilduff and Prasad Balkundi 118 www.ebook3000.com vi 10 CONTENTS Trust and Distrust in the Leadership Process: A Review and Assessment of Theory and Evidence Roderick M Kramer 136 11 Leadership and Organizational Culture Mats Alvesson 151 12 Cross-Cultural Leadership Revisited Eric Guthey and Brad Jackson 165 PART III POLITICAL AND PHILOSOPHICAL PERSPECTIVES 179 13 Critical Leadership Studies David Collinson 181 14 Leadership and Power Raymond Gordon 195 15 Political Leadership Jean Hartley and John Benington 203 16 Leadership and Cults Dennis Tourish 215 17 Leadership Ethics Joanne B Ciulla and Donelson R Forsyth 229 18 Philosophy of Leadership Peter Case, Robert French and Peter Simpson 242 19 Aesthetics and Leadership Hans Hansen and Ralph Bathurst 255 PART IV PSYCHOLOGICAL PERSPECTIVES 267 20 Predictors of Leadership: The Usual Suspects and the Suspect Traits John Antonakis 269 21 Contingency Theories of Effective Leadership Gary Yukl 286 22 Transformational Leadership Hector R Diaz-Saenz 299 23 Leader–Member Exchange: Recent Findings and Prospects for the Future Smriti Anand, Jia Hu, Robert C Liden and Prajya R Vidyarthi 311 24 Leadership and Attachment Theory: Understanding Interpersonal Dynamics in Leader–Follower Relations Annilee M Game www.ebook3000.com 326 CONTENTS vii 25 Team Leadership: A Review and Look Ahead C Shawn Burke, Deborah DiazGranados and Eduardo Salas 338 26 Authentic Leadership Arran Caza and Brad Jackson 352 27 A Multi-Level View of Leadership and Emotions: Leading with Emotional Labor Neal M Ashkanasy and Ronald H Humphrey 365 28 The Shadow Side of Leadership Manfred Kets De Vries and Katharina Balazs 380 29 Psychoanalytic Approaches to Leadership Yiannis Gabriel 393 30 Creativity, Innovation and Leadership: Models and Findings Michael D Mumford, Isaac C Robledo and Kimberly S Hester 405 PART V EMERGING PERSPECTIVES 423 31 Followership and Follower-Centred Approaches Michelle C Bligh 425 32 Hybrid Configurations of Leadership Peter Gronn 437 33 Moving Relationality: Meditations on a Relational Approach to Leadership Dian Marie Hosking 455 34 Complexity Leadership Theory Mary Uhl-Bien and Russ Marion 468 35 Spirituality and Leadership Mario Fernando 483 36 Discursive Approaches to Leadership Gail T Fairhurst 495 37 Being Leaders: Identities and Identity Work in Leadership Amanda Sinclair 508 38 The Virtual Leader David M Boje, Alison Pullen, Carl Rhodes and Grace Ann Rosile 518 Author Index Subject Index 531 543 www.ebook3000.com www.ebook3000.com Preface It is an exciting and challenging time to be researching and studying leadership In recent years there has been a significant expansion of theoretical, empirical, and policy-centred contributions to leadership studies Invariably one of the most extensively researched topics in management, business and organization studies, recent interest in leadership has also emerged from across the social sciences Leadership perspectives and research increasingly draw on a broad range of disciplines, including (social) psychology, sociology, history, political science, anthropology, cultural studies, philosophy, education, military studies, health and social welfare and religious studies As an intellectual discipline, an area of research and indeed as a practical activity, leadership is increasingly recognized as a critical factor in all forms of organization: formal and informal, business and public, civilian and military, historical and contemporary, the arts as well as the sciences, and ‘for profit’, ‘not for profit’ and voluntary Equally, recent financial crises and numerous high-profile scandals in Western societies have raised fundamental questions about the nature and integrity of contemporary business and political leadership practices The study of leadership has certainly come a long way since Thomas Carlyle wrote about heroes and hero worship in 1841 Leadership research is now a fertile field that is increasingly seen as an important and highly relevant area of inter-disciplinary contemporary scholarship Studies of leadership continue to grow apace to the degree that current research can sustain a journal that has grown from four to six issues in the space of a decade (The Leadership Quarterly) and two new journals (Leadership and Journal of Leadership Studies) are now well established Leadership also continues to figure prominently in journals in areas like organizational behaviour and organizational psychology Precisely because it is such a productive field, it is difficult for even specialist scholars to keep up with its breadth and it is even more difficult for new scholars to break into it Informed by these new, more diverse theoretical frameworks, empirical findings and research methodologies, recent contributions have produced innovative ways of thinking about longstanding leadership issues and dilemmas Increasingly, they have sought to develop international, cross-cultural perspectives and multi-disciplinary approaches to leadership Alongside the predominant traditional approaches to leadership studies, that tend to draw mainly on functionalism, positivism and quantitative methodologies, more interpretive, discursive and phenomenological perspectives are increasingly influential Emphasizing the socially constructed and relational nature of leadership, many of these approaches depart from the traditional association of leadership with designated hierarchical position to explore coordination through informal leaders Such dynamics may emerge in particular within dispersed and distributed leadership forms where group-based processes and self-organizing systems are encouraged These alternative perspectives have established a much richer, more diverse and increasingly pluralistic field of theoretically-informed research on which leadership studies is now being established www.ebook3000.com 540 Revans, R.W 42 Reyatt, K 35 Reynolds, M 502, 504 Rhodes, R.W 210, 518, 524, 526 Riach, P.A 108 Rice, R.W 290 Rich, J 108 Richter, A 406 Ricketts, K.G 184 Ricoeur, P 359 Riggio, R.E 184, 300, 301, 307, 372, 425 Riordan, C.A 109 Ritchie, J.E., Jr 106 Rittel, H 206 Rittman, A.L 338 Roberson, B 54 Roberto, M.A 74, 76, 77 Roberts, J 508 Roberts, K.H 62, 129 Roberts, N.C 17, 20, 21, 88, 95 Robertson, B 129, 346 Robichaud, D 495 Robinson 137, 144 Robinson, J.P 106, 113 Robinson, R 169 Robinson, R.B 407 Robinson, S 222, 224, 249 Robinson, V.M.J 500 Robson, P 221, 225 Rockmann, K.W 334 Rodgers III, W.M 106 Roethlisberger, F.J 468 Rogers, C.R 353 Romney, A.K 125 Romney, K 124 Ronchi, D 123 Root-Berstein, R.S 407 Ropo, A 255 Rorty, R 495 Rose, E 107 Rose, N 498, 499, 510 Rosen, B 197, 321, 341 Rosener, J 188 Rosener, J.B 524 Rosenthal, B.B 17, 21 Rosenzweig, P.M 178 Rosete, D 368, 371 Rosile, G 519 Ross, J 280 Rost, J 205, 230, 425, 433 Rost, J.C 497, 498, 499 Roth, S 461 Rotundo, M 272 Rouleau, L 79 Rousseau, D 321 Rousseau, D.M 37 Rowan, B 123 Rowland, P 17, 25 Rubenstein, A.J 274 Rubin, P.H 440 Rubin, R.S 305 Ruderman, M.N 41, 104 Rudman, L.A 109 Ruiz-Quintanilla, S.A 303 Rule, N 361 Runco, M.A 408 Rupp, D.E 129 Ruscio, K 203, 204, 205, 206, 207, 208, 211 Rush, M.C 273, 274 Rush, M.D 17, 19 Russell, R.F 230 Russo, J 373 Ryan, M.K 112 Ryan, R.M 234, 326 Ryhammer, L 410 Rynes, S.L 279 Saad, L 106, 107, 113 Saavedra, R 366 Sachs, J 244 Sacks, H 497 Sadler-Smith, E 260 Saffold III, G.S 317 Salaman, G 497 Salancik, G 53, 498 Salas, E 40, 55, 109, 338, 339, 342, 344, 346, 348 Salgado, J.F 274 AUTHOR INDEX Salomo, S 409 Salovey, P 365, 366, 368, 370, 371, 372 Salter, A 408 Salter, M 223 Sampson, E.E 456, 458, 459, 463 Samra-Fredericks, D 79 Sandelands, L.E 359 Sanders III, J 486, 488 Sanders, E 217 Sanford, N 400 Sankaran, J.K 407, 410 Sankowsky, D 100 Santayana, G Sarr, R.A 497 Sarros, J.C 486, 487 Sashkin, M 88, 93 Sass, M 371 Sauer, E 255 Sauer, E.M 331 Sawyer, J.E 415 Saxenian, A 130 Sayles, L.R 446 Scandura, T.A 88, 307, 312, 317, 318, 320, 322, 360 Schachter, S 127 Schama, S 260 Scharmer, O 263, 465, 514 Schatzel, E.A 297, 405 Schaubroeck, J 303, 312, 316, 406 Schein, E 224, 369 Schein, E.H 62, 153, 157, 196, 258, 317, 320 Schein, V.E 108, 109 Schenk 196 Schermerhorn, J.R 355 Schilling, J 428 Schippers, M.C 55 Schleicher, D.J 280 Schleicher, T.L 109 Schmalz, M 221 Schmidt, A.M 40 Schmidt, F.L 54, 238, 270, 274, 277 Schmidt, W.H 243, 317 Schmisseur, A 502 Schneider, B 39, 54, 426, 468, 477 Schneider, M 477 Schneider, S.C 75 Schoar, A 54, 269 Schoenberg, R 57 Schon, D.A 64, 504 Schonbar, R.A 381, 383 Schoonhoven, C.B 414, 468, 470, 471 Schoorman, F.D 139 Schreiber, C 476 Schriesheim, C.A 271, 275, 294, 311, 318, 320, 321, 322, 353, 360 Schultz, M 160, 503 Schultz, P 475 Schultz, R.A 409 Schwabenland, C 441 Schwartz, H.S 402 Schwartz, J 218 Schwartz, J.H 271 Schwartz, S.H 167, 169 Schwartz-Kenney, B.M 231 Schwenk, C.R 73 Schyns, B 108, 312, 314, 430, 500 Scotch, N.A 53 Scott, G.M 405, 406, 415 Scott, J 187 Scott, J.C 187 Scott, K.A 108 Scott, S.G 407, 412 Scott, W.R 468 Scuderi, N.F 430 Scullion, H 187 Sczesny, S 108 Seal, C 371 Searle, J.R 496 Searle, R.H 73, 74 Sedgwick, E 526 Seely-Brown, J 62 Seers, A 314, 315 Seibert, S.E 112 Seidel, M.D.L 123 Seijts, G.H 41 Sekaquaptewa, D 108 Seligman, M 221 Seligman, M.E.P 235, 238, 353, 391 Sellers, J.G 272 Seltzer, J 54 Selznick, P 468 Sendjaya, S 486, 487 Seneca, 237 Seng, P 483, 484, 487 Senge, P 263, 414, 465, 514 Senge, P.M 197 Sewell, G 224 Shalley, C.E 405, 406, 407, 414 Shamir, B 40, 41, 54, 58, 59, 62, 88, 90, 92, 94, 182, 183, 184, 186, 274, 294, 353, 354, 360, 365, 425, 428, 431, 497, 509, 521, 523 Shane, S 168 Shapiro, D.A 411 Shapiro, D.L 316, 413 Shapiro, M 500 Sharfman, M.P 415 Sharma, A 405, 407 Sharpley, C.F 280 Shaver, P.R 327, 328, 329, 335 Shaw, P 469, 472 Sheep, M.L 497 Shefte, S 112 Shefy, E 260 Shelton, K 352 Shenhav, Y 441 Shepherd, M 340 Sherony, K.M 128, 313, 321 Shils, E.A 168 Shimoni, B 441 Shin, S.J 406, 410 Shipman, A 415 Shipper, F 410 Shipton, H 406 Shirey, M.R 355 Shore, L.M 314, 319, 321 Shrader, C.B 111 Shrivastava, P 75 Shrivastva, S 461, 462 Shuffler, M 338, 344, 347 Shurygailo, S 56 Shvyrkov, O 74 Sias, P.M 312 Siegel, P 225 Siegel, P.A 139, 140, 141 Sievers, B 198, 400 Sifonis, C.M 406 Sigerson, K 109 Siggelkow, N 447, 448, 449 Silvester, J 209 Simaan, M.A 346 Simkins, B.J 111 Simmel, G 127, 440 Simon, H.A 73, 120 Simonton, D.K 273, 344, 407 Simpson, J 207, 210, 211 Simpson, R 524 Simpson, W.G 111 Sims, H.P 196, 197, 198, 287 Sims, H.P., Jr 44, 342, 343, 427, 430 Sims, P 352, 355 Simsek, Z 74 Sin, H.-P 39, 42, 43 Sinclair, A 154, 181, 188, 189, 191, 244, 255, 361, 502, 509, 510, 511, 512, 513 Singer, A.E 257 Singer, M 216, 217 Singh, N 302 Sinha, P 219 Sivasubramaniam, N 269, 271, 301 Sjöstrand, S.-E 257 Skinner, S.J 411 Skogstad, A 126 Skolnick, P 142 Skov, R 119 Slaski, M 370 Slater, A 274 Slater, F 305, 368 Slater, P.E 26 Slawinski, N 61, 63, 64, 355 Sleeth, R.G 371 Sliwa, M 256 Smircich, L 153, 155, 157, 158, 181, 185, 186, 188, 195, 400, 526 Smith, A 74, 75, 77, 131, 441 Smith, B 129 AUTHOR INDEX Smith, B.N 486 Smith, B.R 346 Smith, D.K 197 Smith, E.M 40, 339 Smith, J.A 232, 281, 484–5 Smith, M 208 Smith, P.B 173 Smith, R.A 104 Smith, S.M 406 Smith-Doerr, L 121 Smith-Jentsch, K.A 347 Smith-Lovin, L 111, 127 Snow, C.C 415 Snyder, C R 40 Snyder, M 352 Snyder, W.M 61 Socrates, 225 Solansky, S.T 475, 476, 478 Solem, A.R 410 Solomon, R.C 136 Somech, A 55 Sommerkamp, P 120 Song, L.J 370, 371 Sonnenfeld, J.A 88 Sorbom, G 260 Sørensen, B 484 Sorenson, G 30, 32, 35, 183 Sorra, J.S 414 Sosik, J.J 59, 317, 353, 367, 406 Soulsby, A 74 Soutar, G 375 Spangler, W.D 60, 276, 278, 279, 302 Sparrowe, R.T 62, 120, 123, 128, 311, 312, 320, 321, 354, 359, 360 Spector, P.E 18 Spencer, J.S 342 Spicer, A 156, 186, 223, 224 Spicer, D 485 Spillane, J 443 Spiro, J 124, 478 Spitz, R.A 384 Spreitzer, G.M 303, 407, 412 Srinivas, E.S 312 Srivastva, S 504 Stacey, R.D 468, 469, 470, 471, 472, 473, 474, 476, 478 Stagl, K.C 338, 348 Stalker, G.M 97, 119, 468, 470 Stamp, G 250 Starbuck, W.H 59, 409 Stark, N 274 Statler, M 256 Staw, B.M 496 Stech, E.L 429 Stefanovich, A 430 Steffen, V.J 105 Steidlmeier, P 230, 239, 353, 486 Stein, A 218 Stein, B 58 Stein, H 215 Stern, D.N 504 Sternberg, R.J 61, 275, 406, 407, 499 Stetler, J.C 468 Stevenson, W.B 125 Stewart, A.J 279 Stewart, C 175 Stewart, K.J 123 Stewart, R 289, 445 Stilwell, D 311 Stogdill, R.M 9, 24, 138, 196, 243, 275, 286, 368, 455 Stohl, C 184 Stoker, G 203, 204, 206 Stone, A.G 230 Stone-Romero, E.F 18, 19 Story, P.A 370 Stough, C 365, 368 Stovall, J.F 126 Strange, J 218, 405, 415 Strati, A 258, 259, 260 Strauss, B.S Streatfield, P.J 472 Stricker, L.J 280 Strickland, L.H 146 Strogatz, S 124 Stroh, L.K 312 Strong, S 489 Stuhlmacher, A.F 105 Su, C 181, 189 Suetonius, 229 Sullivan, M 316 Sumanth, J.J 136, 139 Sundet, J.M 274, 275 Supinski, E 406 Surie, G 474, 477 Suriya, C 340 Surowiecki, J 440 Sutton, R.I 121, 373, 374 Svejenova, S 184, 446 Sveningsson, S 17, 23, 24, 26, 72, 78, 154, 158, 400, 495, 497, 508, 509, 510 Svensson, A 315 Swan, E 244 Swedberg, R 476 Sweeting, D 209 Swiss, D.J 112 Sy, T 366, 369, 371, 372, 373 Sydenstricker-Neto, J 491 Szilagyi, A.D 287 Sztompka, P 136, 139, 141 Tabrizi, B.N 468, 469, 470, 471, 473, 474, 478 Taggar, S 413 Takeuchi, H 59, 60 Tam, A.P 335 Tambs, K 274 Tamkins, M.M 109 Tan, H.H 139 Tangirala, S 321 Tannen, D 257 Tannenbaum, R 243 Tanriverdi, H 57 Tarshis, L.A 410 Tayeb, M.H 169 Taylor, J.R 495, 501 Taylor, M 210 Taylor, S 218, 219 Taylor, S.E 126 Taylor, S.M 312 Taylor, S.S 255, 257 Taylor, S.V 352, 361 Teach, R 59, 407 Tejada, M.J 307 Tellegen, A 366 Tellis, G.J 414 Temes, P 239 Tenne-Gazit, O 126 Tepper, B.J 54, 109 Terracciano, A 105 Terry, R.W 353 Tesch-Römer C 38 Tesluk, P.E 44, 129, 342, 348 Tetrick, L.E 314, 321 Tews, M.J 374 Thamhain, H.J 407, 410, 413 Thévenot, L 210 Thies, P.K 58 Tholstrup, S 170 Thomas, A 54, 360 Thomas, D 169 Thomas, D.A 129 Thomas, G.F 464 Thomas, J.C 273 Thomas, R 508, 509, 510, 511 Thomas-Hunt, M.C 109 Thomke, S 475 Thompson, D.E 104, 111, 112 Thompson, J.D 96, 97 Thompson, P 186 Thompson, P.M 271 Thompson, T 106 Thornhill, S 272 Threlfall, K.V 408 Tichy, N 119, 299 Tienari, J 501 Tierney, P 405, 412, 415 Timberlake, S 112 Timperley, H.S 443, 444 Ting-Toomey, S 168 Tjosvold, D 55 Tobias, M 217, 221 Todor, W.D 119 Todorov, A 274 Toegel, G 129 Tolstoy, N 393 Tomlinson, F 441 541 Tordera, N 411 Torjussen, T.M 274 Torres, L 112 Tosi, H.L 56 Toth, M.A 95 Toulmin, S.E 461, 462, 463 Tourish, D 93, 181, 216, 217, 218, 219, 220, 221, 222, 224, 225, 249, 398, 495 Tourish, N 218, 220 Townley, B 499 Tracey, J.B 275, 287, 307 Tram, S 371 Tran, V 375 Trethewey, A 189 Trevelyan, R 409 Treviño, L.K 17, 21, 229, 230, 353, 492 Triandis, H.C 173, 315 Trice, H.M 97, 157, 159, 161 Tripp, T 224 Trompenaars, F 168, 169 Tronick, E 504 Trope, Y 274 Troth, A.C 370 Trungpa, C 466 Tsai, W 119, 120, 122, 123, 124, 131, 478 Tse, B 365, 368 Tse, H.H.M 369 Tsoukas, H 476, 477 Tucker, R 203 Turbitt, I 207 Turner, J 360 Turner, J.C 316 Turner, N 238 Tushman, M 119 Tushman, M.L 415 Tversky, A 126, 272, 273, 275 Twenge, J.M 113 Tyler, M 258 Tyler, T 136, 139, 140, 141 Tyler, T.R 140, 141 Tyran, C.G 340 Tyran, K.L 340 Tyson, C.J 357, 359, 360 Uhl-Bien, M 26, 53, 54, 60, 62, 65, 119, 121, 139, 154, 182, 197, 312, 313, 318, 320, 321, 322, 326, 332, 334, 366, 368, 412, 425, 427, 428, 429, 430, 431, 458, 465, 468, 469, 471, 472, 473, 474, 475, 476, 477, 478 Uhlman, C.E 406 Uhlmann, E.L 109 Unckless, A.L 280 Uslaner, E.M 137, 139 Uzzi, B 119, 120, 121, 123, 124, 126, 127, 128, 130, 478 Vaara, E 79, 500, 501 Vaill, P.B 258 Vaillant, G.E 382 Vaishali, D.K.K 318 Valikangas, L 58 Van Breukelen, W 313, 314, 315 Van Der Vlist, R 313 Van der Wege, A 331 Van Dijk, D 431 Van Dijk, E 236 Van Dijk, P.A 373, 374 Van Doorn, J.R 17, 23, 409 Van Duuren, M 274 Van Engen, M 110 Van Engen, M.L 275, 306 Van Every, E 501 Van Fleet, D.D 294, 297 Van Gelder, J-L 430 Van IJzendoorn, M.H 332 van Knippenberg, B 430 van Knippenberg, D 54, 58, 62, 152, 182, 430 van Lingen, G 280 Van Loon, R 458, 459 Van Rooy, D.L 279, 370 Van Velsor, E 38 Van Vugt, M 105, 231 Vance, R.J 44, 343 Vardi, Y 229 Vargas, P 108 Varma, A 312 Varnes, C.J 474 542 Vasilopoulos, N.L 371 Vatcha, N 181, 216, 217, 220, 495 Vecchio, R.P 294, 488, 524 Vega, L.A 408 Veiga, J.F 106 Venkataraman, S 168 Vera, D 61, 64, 258 Vermeulen, F 128 Vessey, W.B 415 Vey, M.A 373 Vicere, A.A 38, 45, 47 Victor, B 357 Vidyarthi, P.R 317, 321 Villa, J.R 294, 296 Vincent, A.H 407, 408 Vine, B 495, 497 Vinson, G 370 Visio, M 375 Viswesvaran, C 279, 370 Vogelgesang, G.R 355 Vogelzang, M 360 Von Hippel, W 108 Vroom, V.H 120, 196, 286, 291, 292, 293, 294 Vygotsky, L.S 459 Wageman, R 138, 147, 339, 348 Wajcman, J 112, 524 Wakabayashi, M 321 Waldman, D.A 56, 62, 129, 300, 305, 371, 410 Waldrop, M.M 469 Walker, A 206 Walker, G 119, 124 Wall, S 327 Wallen, A.S 109 Wallen, K 272 Waller, N.G 327 Walmsley, P 373 Walters, A.E 105 Walton, R.E 54, 55, 338 Walumbwa, F 40, 234, 263, 316, 320, 352, 353, 354, 355, 358, 360 Wang, D 312 Wang, H 312, 318 Wang, L 304, 360 Wang, M 43, 47 Wang, Z 316 Waples, E.P 372 Ward, T.B 406 Wardy, R 4, Warhurst, C 257 Warner, L.S 173, 243 Warner, R.M 371 Warren, J.E 309 Wasserman, S 119, 126 Waterman, R.H 9, 152 Waters, E 327 Waters, J.A 71, 74, 76 Waters, P.L 356 Watola, D.J 40, 338 Watson, D 366 Watson, T 502, 504 Wattles, J 237 Watts, D 124 Watzlawick, P 461 Wayne, S.J 41, 120, 311, 312, 314, 319, 321 Weakland, J 461 Weaver, G.R 503 Weaver, S.J 338 Webber, M 206 Weber, M 86, 91, 95, 97, 247, 258, 438, 473 Weber, R.N 407 Weber, T.J 234, 316, 320, 352, 360 Weeden, K 315, 318 AUTHOR INDEX Weibler, J 305 Weick, K.E 38, 61, 62, 122, 138, 151, 210, 341, 425, 426, 430, 450, 470 Weigert 137 Weil, T 439 Weinberg, D 464 Weinberg, N 123 Weingart, L.R 413 Weisband, S 340 Weisberg, R.W 406 Weise, J 409 Weiss, A 63 Weiss, H.M 334, 365, 366, 369 Weitz, E 229 Weldon, E 176 Wellins, R.S 37, 44, 45, 46, 48 Wellman, B 119 Wellman, N 42 Welsh, A.M 484 Welsh, S 111 Wenger, E.C 61 Werbel, J.D 111 Wernsing, T.S 352 Wertsch, J.V 459, 461 West, C.T., Jr 73 West, M.A 55, 333, 406, 410, 411 Westen, D 381 Western, S 152, 156, 502 Westley, F 75, 76, 497 Westphal, J.D 127 Westwood, S 189 Wetherell, M 496 Wexler, M 221 Wexley, K.N 41 Wharff, D.M 230 Wheatley, M.J 468, 469, 471, 473, 474 Wheeler, D.W 319, 486 Whetstone-Dion, R 109 Whetzel, D.L 59 Whitchurch, C 442, 443 White, R 119, 384 White, R.E 272 White, S.S 39 Whitesell, N.R 359 Whiting, J 271 Whyte, W.H 438 Wiechmann, D 40 Wiedemann, T.E.J Wiersema, M.F 73 Wiewel, T.S.R 371 Wilber, K 489, 492 Wilberding, K 375 Wilbur, K 35 Wilkins 97 Willemsen, T.M 110 Williams, B.A.O 233 Williams, J 111 Williams, J.E 108 Williams, M.L 294 Williams, R 244, 245, 260 Willis, P 189 Willmott, H 72, 78, 181, 185, 197, 224, 259, 261, 509 Willner, A.R 86, 87, 96 Wilson, B.R 98 Wilson, D 210, 211 Wilson, D.S 440 Wilson, L.K 105 Winer, B.J 287 Winnicott, D.W 381, 384 Winter, D.G 279 Wise, G 415 Wittgenstein, L 244, 458, 459, 461, 464, 495, 498 Witz, A 257 Wodak, R 496 Wofford, J.C 294 Wohlforth, T 218, 219 Wolf, E.S 390 Wolff, H 112 Wolff, S.B 365, 371 Wolfram, H 109 Wolfson, J.P 104 Won Yoon, S.W 340 Wong, C.S 365, 370, 371 Wood, M 26, 243 Wood, W 104, 108 Woodburn, J 440 Woodman, R.W 415 Woodruff, P 236 Woolgar, S 458 Woolley, L 355, 358, 359, 360, 361 Wooten II, S 346 Wosinska, W 109 Woycke, J 276 Wren, T 203, 204, 205, 206, 207, 208, 211 Wrong, D.H 122 Wu, A 302 Wust, S 272 Xi, Y 304 Xin, K 42, 303 Yamagishi 147 Yammarino, F.J 25, 60, 88, 90, 172, 294, 296, 303, 313, 320, 321, 329, 353, 356, 358, 360, 367, 371, 486 Yeatts, D.E 343 Yetman, N.R 53 Yetton, P.W 120, 196, 286, 291, 292, 293, 294 Yin, R.K 490 Yoder, J.D 109 Young, R.J.C 441 Yukl, G 54, 56, 57, 60, 92, 93, 151, 152, 154, 196, 203, 219, 244, 278, 286, 287, 288, 289, 291, 292, 293, 294, 296, 297, 307, 308, 328, 365, 368, 411, 438, 498, 499, 500, 521, 523, 527 Zablocki, B 220, 225 Zaccaro, S.J 37, 38, 40, 54, 55, 56, 57, 119, 182, 275, 276, 278, 279, 280, 338, 339, 341, 343, 346, 347, 348, 408, 439 Zacharatos, A 238 Zak, P.J 136, 272 Zalenik, A 300 Zaleznik, A 72, 75, 155, 395, 396, 438, 497 Zechmeister, E.J 274 Zelikow, P.D 145 Zelleke, A 145, 147 Zewdie, S 109 Zhang, G 360 Zhang, Z 272 Zhao, H 319 Zhou, J 370, 405, 406, 410, 412 Zhu, W 302 Zigarmi, D 290 Zigurs, I 57 Zimbardo, P 223 Zimmer, T A 145 Zimmerer, T 483, 490, 491 Zimmermann, P 57 Zirger, B.J 409 Zohar, D 126 Zoller, H.M 189, 500 Zuboff, L.G 147 Zucker, L.G 141 Zuckerman, E.W 121, 122 Zuckerman, H 407 Zwart, G 485 Zyphur, M.J 272 Subject Index absent referent, virtual leaders 519 advancement preferences, gender 106–7 aesthetics 255–66 case for 256–7 critical theory 259–60 defining 257–8 emancipation 259–62 Jermier, J M 260 organizational 258–9 AET see Affective Events Theory affect, team leadership 341 Affective Events Theory (AET), emotion 366, 369–70 age, traits, predictors of leadership 275 ancient civilizations classical leadership studies 4–6 history of leadership 3–6 apolitical power relations 195–7 Aristotle ethics 234–5, 238 happiness 238 history of leadership 5–6 philosophy of leadership 249–50 The Art of War, Sun Tzu 4–5, 40 ascription-actuality trait theory, predictors of leadership 272–5 assumptions, basic, psychoanalytic approaches to leadership 395 attachment style of followers, attachment theory 331–2 attachment style of leaders, attachment theory 328–32 attachment theory 326–37 attachment style of followers 331–2 attachment style of leaders 328–32 compensation hypothesis 333 correction hypothesis 332–3 correspondence hypothesis 333 follower attachment to the leader 332–4 future directions 335 interpersonal dynamics 326–37 leader-follower relations 326–37 leadership effectiveness 330–2 leadership emergence 328–30 leadership potential 328–30 leader-specific attachment hypothesis 333–4 leadership style 330–2 practical implications 334 research methods 334–5 attitudes, political leadership 206 Aunt Jemima, feminine virtual leaders 525–6 authentic dialogue, organizational learning 63–4 authentic leadership 352–64 antecedents 354–5 concerns 359–61 consequences 355 contextualizing 360 defining 353–4, 359 development 39–40, 360 disadvantages 361 embodied 361 emotion 360 empirical findings 356–9 Ladkin, D 361 mechanisms 355–6 motivations 352–3 nomological status 359–60 ontological status 359 opportunities 359–61 organizational learning 63–4 origins 352–3 questions 359–61 Taylor, S V 361 theoretical claims 354–6 Walumbwa, F O 354 authoritarianism, psychoanalytic approaches to leadership 400–1 basic assumptions Bion, W 395 psychoanalytic approaches to leadership 395 Bathsheba syndrome, ethics 235–6 behavior meta-categories, contingency theories 292–3 behavior patterns, contingency theories 293 behaviors, leader see leader behaviors; organizational behavior Betty Crocker, feminine virtual leaders 524–6 boundary spanning, network approach, leader cognition and effectiveness 130–1 breaks from employment, gender 107 Brown, Gordon, messianic leadership 398–9 Buddha, self-discipline 233, 234 Buddhism, leadership identities 514–15 career commitment, gender 106–7 caring, ethics 237–8 case study method, spirituality 490–1 causal effects, contingency theories 293 centralization/decentralization, history of leadership 10–12 CEO studies, transformational leadership 302 change, organizational see organizational change change-oriented behavior, contingency theories 294 change over time, leader-member exchange (LMX) 321–2 charisma, emotion 371–2 charismatic leadership 86–102 Avolio, B 89–90 Bass, Bernard 89–90 Burns, James McGregor 87–8 Canungo, R N 90–1 Conger, J A 90–1, 94, 95–6 context role 95–7 cults 216–18 Eastman, K K 96–7 Enron 217–18 followers 87–8, 93–5 followership 430–1 House, R J 91–3 IBM 98–9 institutionalization 97–9 Kohut, H 398–9 leader behaviors 89–93 liabilities 99–100 vs messianic leadership 398–9 organizational behavior 88–99 Pawar, B S 96–7 personality 87 political science contributions 86–8 Shamir, B 91–3 sociology contributions 86–8 transactional leadership 87–8 transformational leadership 87–8 Weber, M 97 childcare, gender 105–6 classical leadership studies, ancient civilizations 4–6 clinical paradigm, shadow side of leadership 381–5, 391 CLS see critical leadership studies CLT see complexity leadership theory 544 coercive persuasion, cults 223–4 cognition see also collective cognition; leader cognition creativity 408–9 team leadership 341 cognitive resources theory, contingency theories 291 collective cognition see also leader cognition Steinberg case 74–5 strategic leadership 72, 73–5 top management team (TMT) 73–4 collectivism/individualism, leadermember exchange (LMX) 315–16 co-located teams, team leadership 339–40 Colonel Sanders, virtual leaders 521–2 commitment, The Art of War, Sun Tzu 4–5 communication as primary vs communication as secondary, discursive approaches to leadership 502 compelling vision, cults 216, 218–19 compensation hypothesis, attachment theory 333 complementarities, strategic leadership 80–1 complexity dynamics Chiles, T H 478 complexity leadership theory (CLT) 475–7, 478 complexity leadership theory (CLT) 468–82 chronological development 469–73 complexity dynamics 475–7, 478 criticisms 478–9 current state of the field 473–7 dynamics 475–7 Eisenhardt, K 470–1 emergence 475–7 functions 474–5 Lewin, Arie 471 Marion, R 471–2 Plowman, D 475 Solansky, S 475 Stacey, Ralph 469–70 Uhl-Bien, M 471–2, 477 Wheatley, M 469 compliance, trust 140–1 configured leadership, hybrid configurations of leadership 445 conflict avoidance, shadow side of leadership 386 Confucius, self-discipline 233 consent critical leadership studies (CLS) 187–8 dissent 187–8 constraining leadership, organizational culture 158–61 content analysis historiometric research 22–3 qualitative/textual content analysis 23 research methods 21–3 traditional content analysis 22 SUBJECT INDEX context role charismatic leadership 95–7 leader-member exchange (LMX) 320 contingency theories 196 analysis 296 behavior meta-categories 292–3 behavior patterns 293 causal effects 293 change-oriented behavior 294 cognitive resources theory 291 conceptual weaknesses 292–3 convenience samples 294 criteria, effective leadership 295 early 289–92 effective leadership 286–98 Fiedler, F E 455–6 general description 286–7 improving 296–7 leader behaviors 287–8 leadership substitutes theory 290 limitations 294–6 LPC contingency model 290–1 meta-categories 295 moderators/mediators 293 multiple-linkage model 291–2 non-linear relationships 295 normative decision model 291 path-goal theory 289–90 relationships description 293 research findings 294–6 situational effects 295–6 situational leadership theory 290 situational variables 288–9, 293 strategic leadership 294 time periods 295 weak measures 294 contingent reward behavior, leader behaviors 288 control, creativity 409–10 control/resistance critical leadership studies (CLS) 185–7 power 185–7 conversion, cults 220 correction hypothesis, attachment theory 332–3 correspondence hypothesis, attachment theory 333 creativity 405–21 see also innovation activities 406 climate 410–11 cognition 408–9 control 409–10 interactions 412 models 408–14 motivation 411–12 questions 405–6 research methods 407–8 studying 406–8 systems exchange 414 teams 412–14 critical leadership studies (CLS) 181–94 consent 187–8 control/resistance 185–7 dissent 186–8 dualism 182–5 essentialism 182–5 gender 188–90 power 185–7 resistance/control 185–7 romanticism 182–5 critical theory aesthetics 259–60 emancipation 259–60 Jermier, J M 260 criticisms complexity leadership theory (CLT) 478–9 leader-member exchange (LMX) 320–1 transformational leadership 307–8 cross-cultural contexts, transformational leadership 303–4 cross-cultural differences see also organizational culture trust 147–8 cross-cultural leadership 165–78 beyond the cross-cultural paradigm 173–6 Corn, R I 170 global leadership 175–6 Global Leadership and Organizational Behaviour Effectiveness (GLOBE) 165–6, 170–6 Hofstede’s legacy 166–8 Hofstede’s model 168–73 Kanter, R M 170 value dimensions 167–8 cross-cultural study, spirituality 490 cross-cutting methodologies, team leadership 345 cross-cutting problems, political leadership 206 cults 215–28 see also culture charismatic leadership 216–18 coercive persuasion 223–4 common culture 221–2 compelling vision 216, 218–19 conversion 220 deception 222–3 defining 215–17 dissent 217–18 elements 216–17 Heaven’s Gate 222 ideological totalism 218–19 individual consideration 219–20 indoctrination 220 information control 222–3 ingredients 216–17 intellectual stimulation 216, 218–19 Jehovah’s Witnesses 221 leadership 223–4 leadership privileges 217–18 ‘love bombing’ 219 recruitment/initiation 219–20 Socrates, The Republic 225 vision 216, 218–19 Welch, Jack 222 Workers Revolutionary Party 221 cultural influences, followership 432 cultural intelligence, trust 148 culture SUBJECT INDEX see also cults; organizational culture common culture, cults 221–2 cross-cultural contexts, transformational leadership 303–4 cross-cultural differences, trust 147–8 cross-cultural leadership 165–78 defining 153–4, 167 national culture, leader-member exchange (LMX) 315–17 decentralization/centralization, history of leadership 10–12 deception, cults 222–3 deep purpose, strategic leadership 75 deep-structured tensions, power 198–9 defensive reactions, shadow side of leadership 382, 383 deference, trust 140–1 defining leadership 151–2 organizational culture 158–61 democracy, history of leadership 5–6 design issues, leader-member exchange (LMX) 321–2 development, leader-member exchange (LMX) 321–2 development, leadership see leadership development developmental role, team leadership 339–40 dialogical view of person relational approach to leadership 458–60 Sampson, E E 459 dialogue, relational approach to leadership 461 discourse analysis, research methods 23–4 discrimination, gender 107–9 discursive approaches to leadership 495–507 big ‘D’ Discourse 497–8 communication as primary vs communication as secondary 502 encompassing vs dualistic views of power and influence 499–500 Kelly, S 498–9 little ‘d’ discourse 497 materiality 500–1 vs mental theater 496–8 multiple discourses 500 path forward 503–4 vs psychological lenses 495–6 reflexive vs untheorized/exaggerated agency 500–1 textual, contextual vs variable analytic 501–2 thin actors/decentered subjects vs essences 498–9 dispersed leadership, power 197 dissent consent 187–8 critical leadership studies (CLS) 186–8 cults 217–18 distributed leadership, hybrid configurations of leadership 440–2 distributed/shared team leadership 341–3, 345–6, 347–8 distrust see trust domestic responsibilities, gender 105–7 double bind, stereotypes 108–9 dualism, critical leadership studies (CLS) 182–5 dualistic power relations 195–7 duty, ethics 237–8 dysfunctional leaders Kets de Vries, M 400 Miller, D 400 psychoanalytic approaches to leadership 400 dysfunctional patterns in leadership, shadow side of leadership 386–7 Eastern philosophers ethics 233–4 self-discipline 233–4 education, gender 106–7 educational leadership, hybrid configurations of leadership 442–5 effective leadership see also leader effectiveness; organizational effectiveness; shadow side of leadership contingency theories 286–98 ego network cohesion 127 density 126 informal leadership 128 network approach, leader cognition and effectiveness 126–8 range 126–7 emancipation aesthetics 259–62 critical theory 259–60 embeddedness, network approach 119–20 emotion Affective Events Theory (AET) 366, 369–70 authentic leadership 360 charisma 371–2 emotional displays 371–2 five-level model 366–9 groups 369 interpersonal relationships 368–9 leaders as mood managers 369–70 leadership 393–4 managing 397–8 multi-level view 365–79 network approach, leader cognition and effectiveness 129–30 organization-wide 369 organizational analysis 366–9 within person 366–8 between persons 368 psychoanalytic approaches to leadership 393, 397–8 Tolstoy, L 393 emotional intelligence Barbuto Jr., J E 305–6 Berbach, M E 305–6 leadership 370–1 Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT) 370 545 traits, predictors of leadership 279 transformational leadership 305–6 emotional labor 373–5 types 374 empirical findings authentic leadership 356–9 spirituality 489–91 empirical foundations, team leadership 339–45 empirical research findings, transformational leadership 302–6 Enlightenment philosophy, philosophy of leadership 247–8 Enron, charismatic leadership 217–18 entitative discourse, relational approach to leadership 455–8 essentialism, critical leadership studies (CLS) 182–5 ethical implications, followership 432–3 ethics 229–41 Aristotle 234–5, 238 Bathsheba syndrome 235–6 caring 237–8 defining 230–1 duty 237–8 Eastern philosophers 233–4 expediency 236–7 General Theory of Leadership (GTOL) 32–3 happiness 238–9 leadership 229–41 moral facets 239 moral luck 233 morality 230–1 motivation to lead (MTL) 232–3 philosophy of leadership 248–52 Plato 232 power 235–7 privilege 235–7 reciprocity 237–8 self-discipline 233–4 self-interest 231–3 trust 231–3 virtue 233–5, 248–52 evaluation, leadership development 45–6 evolutionary psychology, gender 104–5 expediency, ethics 236–7 experience, leadership development 41–2 experimental research, research methods 18–19 extra-role behavior, trust 141 fabricated leaders, virtual leaders 522–3 facial appearance, traits, predictors of leadership 274 feedback, leadership development 44–5 feminine virtual leaders 523–7 Aunt Jemima 525–6 Betty Crocker 524–6 Bowring, M 526, 527 McDonald’s 526 field experiments, research methods 19 five-level model, emotion 366–9 546 folie deux, shadow side of leadership 386–7 follower-centred approaches 427–30 romance of leadership 427–8 followers charismatic leadership 87–8, 93–5 leadership driven by 160–1 followership 425–36 charismatic leadership 430–1 cultural influences 432 ethical implications 432–3 evolution 426–7 future directions 432–3 Gandhi 425 historical perspective 426–7 implications 431–3 psychoanalytic approaches to leadership 398–400 role orientations 429–30 theories 427–30 unanswered questions 431–3 Weick, K 425 FRL model see Full Range Leadership (FRL) model Full Range Leadership (FRL) model spirituality 485–6 transformational leadership 300 functional leadership, team leadership 339 future directions attachment theory 335 followership 432–3 leadership development 46–8 predictors of leadership 281 spirituality 491–2 strategic leadership 82 future of clinical paradigm, shadow side of leadership 391 future research, transformational leadership 308–9 Gandhi, followership 425 gender 103–17 see also women leaders advancement preferences 106–7 breaks from employment 107 career commitment 106–7 childcare 105–6 critical leadership studies (CLS) 188–90 discrimination 107–9 domestic responsibilities 105–7 education 106–7 evolutionary psychology 104–5 feminine virtual leaders 523–7 housework 105–6 human capital 105–7 job flexibility 107 male dominance 104–5 natural differences, men/women 104–5 organizational barriers to women’s leadership 111–12 part-time jobs 107 personality 105 stereotypes 107–9 styles of leadership 109–11 traits, leadership 105 General Theory of Leadership (GTOL) 29–36 SUBJECT INDEX Burns, J 36 Connole, H 34 Couto, R 33–4 ethics 32–3 findings 32–3 quest 29–32 quest, after the 33–6 Speer, M 34 global leadership, cross-cultural leadership 175–6 Global Leadership and Organizational Behaviour Effectiveness (GLOBE), cross-cultural leadership 165–6, 170–6 group level, knowledge management 60 group-level studies, leader-member exchange (LMX) 314 groups emotion 369 GTOL see General Theory of Leadership happiness Aristotle 238 ethics 238–9 HBDI see Herrmann Brain Dominance Instrument Heaven’s Gate, cults 222 height, traits, predictors of leadership 274–5 heroism, hybrid configurations of leadership 438–9 Herrmann Brain Dominance Instrument (HBDI), traits, predictors of leadership 280 high/low context, leader-member exchange (LMX) 317 high potentials, leadership development 45 historiometric research, research methods 22–3 history of leadership 3–14 ancient civilizations 3–6 Aristotle 5–6 The Art of War, Sun Tzu 4–5 Carlyle, Thomas 8–9 centralization/decentralization 10–12 classical leadership studies 4–6 democracy 5–6 modern leadership studies 8–11 patterns of leadership 11–12 Plato 5–6 political Zeitgeist 12–13 The Prince, Machiavelli 6–8 Renaissance leadership studies 6–8 Hofstede’s legacy, cross-cultural leadership 166–8 Hofstede’s model additional dimensions 168–70 critiquing 169–70 cross-cultural leadership 168–73 value dimensions 167–8 housework, gender 105–6 human capital gender 105–7 network approach 119–20 hybrid configurations of leadership 437–54 Bolden, R et al 443 conceptualizing configurations 446–7 configurations as wholes 446–7 configured leadership 445 criticisms 448 distributed leadership 440–2 educational leadership 442–5 heroism 438–9 hybridization 440–2 impact 447–8 leadership’s legacy 439–40 Meyer, A D et al 437 reconfiguring 448–9 role sets 445–6 schools 449–50 IBM charismatic leadership 98–9 institutionalization 98–9 identities, leadership 508–17 Buddhism 514–15 critical perspectives 510–11 examples 512–13 identity work 511–15 neuroscience 514–15 principles 512 producing 509–11 trends 510 identity-based leadership development 39 ideological totalism, cults 218–19 implications for practice, strategic leadership 81–2 implicit motives, traits, predictors of leadership 279 inaccessibility, shadow side of leadership 386 individual consideration, cults 219–20 individual inspiration Steinberg case 76 strategic leadership 72, 75–6 individual level knowledge management 60 organizational effectiveness 54–5 individual-level studies, leader-member exchange (LMX) 313–14 individualism/collectivism, leadermember exchange (LMX) 315–16 individualized leadership development 47 indoctrination, cults 220 ineffective leadership see shadow side of leadership informal leadership, ego network 128 information control, cults 222–3 innovation 405–21 see also creativity questions 405–6 research methods 407–8 institutionalization charismatic leadership 97–9 IBM 98–9 integrative model, leadership development 42–3 intellectual stimulation, cults 216, 218–19 intelligence, general see also emotional intelligence traits, predictors of leadership 277–8 SUBJECT INDEX inter-organizational network, leader cognition and effectiveness 130–1 interpersonal dynamics attachment theory 326–37 leader-follower relations 326–37 interpersonal relationships emotion 368–9 interview studies qualitative interviewing 21 research methods 21 structured interviewing 21 Jehovah’s Witnesses, cults 221 job flexibility, gender 107 KFC, virtual leaders 521–2 knowledge management group level 60 individual level 60 leadership 59–61 organizational level 60–1 language use Carlyle, Thomas 245–6 philosophy of leadership 244–6 Lao-tzu, self-discipline 233 leader behaviors charismatic leadership 89–93 contingency theories 287–8 contingent reward behavior 288 overlaps 288 participative leadership 287–8 relations-oriented behavior 287 situational variables 288–9 task-oriented behavior 287 leader cognition see also collective cognition network approach 118–35 leader effectiveness see also effective leadership; organizational effectiveness; shadow side of leadership network approach 118–35 styles of leadership 110–11 leader-follower relations attachment theory 326–37 interpersonal dynamics 326–37 shadow side of leadership 390–1 leader-member exchange (LMX) 311–25 change over time 321–2 classification 313 collectivism/individualism 315–16 context role 320 criticisms 320–1 design issues 321–2 development 321–2 differentiation 312–15 group-level studies 314 high/low context 317 individualism/collectivism 315–16 individual-level studies 313–14 measurement issues 321 multi-level studies 314–15, 320–1 national culture 315–17 organizational culture 320 power distance 316–17 problems 321–2 servant leadership 319–20 social networks 320 transformational leadership 318–19 trust 139–40 leadership, defining 151–2, 165 leadership connections, organizational culture 156 leadership development 37–50 authentic 39–40, 360 evaluation 45–6 experience 41–2 feedback 44–5 future directions 46–8 high potentials 45 identity-based 39 individualized 47 integrative model 42–3 leadership efficacy 43–4 military 38 motivation to lead (MTL) 43 practice 47 practice concerns 44–6 research 41–4, 47 self-efficacy 43–4 self-management capabilities 38 succession planning 45 sustainability 45 teams 40, 44 theoretical perspectives 38–41 theory 46–7 training 41 leadership effectiveness attachment theory 330–2 Fiedler, F E 455–6 leadership efficacy, leadership development 43–4 leadership emergence, attachment theory 328–30 leadership functions, team leadership 348–9 Leadership (journal) 15–16 leadership potential, attachment theory 328–30 leadership privileges, cults 217–18 leadership style, attachment theory 330–2 leadership substitutes theory, contingency theories 290 leader-specific attachment hypothesis, attachment theory 333–4 learning, organizational see organizational learning life cycle, organizational see organizational life cycle light structuring, relational approach to leadership 461–2 listening, relational approach to leadership 462–3 LMX see leader-member exchange local cultural understanding leadership 156 organizational culture 156 local government, political leadership 209 ‘love bombing,’ cults 219 LPC contingency model, contingency theories 290–1 lying, shadow side of leadership 388–9 547 Machiavelli, The Prince 6–8 male dominance, gender 104–5 managers vs leaders 395–6 organizational culture 155–6 Zaleznik, A 395–6 materiality, discursive approaches to leadership 500–1 Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT), emotional intelligence 370 MBTI see Myers-Briggs Type Indicator McDonald’s feminine virtual leaders 526 virtual leaders 519, 522–3, 526 measurement issues, leader-member exchange (LMX) 321 men/women see gender mental theater, vs discursive approaches to leadership 496–8 mentoring distributed leadership 129 messianic leadership Brown, Gordon 398–9 vs charismatic leadership 398–9 Kohut, H 398–9 meta-analysis, research methods 24 meta-analytic studies, transformational leadership 306–7 methodological approaches to leadership, research methods 16–18 methodologies, team leadership 345–6 micromanagement, shadow side of leadership 386 Middle Ages, philosophy of leadership 247–8 middle-manager studies, transformational leadership 302–3 military context, transformational leadership 303 military leadership development 38 The Art of War, Sun Tzu 40 mixed methods research, research methods 24–5 MLQ see Multifactor Leadership Questionnaire moderators/mediators, contingency theories 293 modern leadership studies, history of leadership 8–11 moral facets, ethics 239 morality see also ethics defining 230–1 ethics 230–1 moral luck ethics 233 leadership 233 motivation creativity 411–12 team leadership 340–1 motivations, shadow side of leadership 382–4 motivation to lead (MTL) ethics 232–3 leadership development 43 Plato 232 548 MSCEIT see Mayer-Salovey-Caruso Emotional Intelligence Test MTL see motivation to lead MTSs see multiteam systems Multifactor Leadership Questionnaire (MLQ), transformational leadership 300–2 multi-level studies, leader-member exchange (LMX) 314–15, 320–1 multiple discourses, discursive approaches to leadership 500 multiple-linkage model, contingency theories 291–2 multiteam systems (MTSs), team leadership 343–5, 346, 348 Myers-Briggs Type Indicator (MBTI), traits, predictors of leadership 280 narcissism psychoanalytic approaches to leadership 401–2 shadow side of leadership 389–90 national culture, leader-member exchange (LMX) 315–17 natural differences, men/women 104–5 nature or nurture? predictors of leadership 271–2 negotiation, The Art of War, Sun Tzu neo-institutional theory, political leadership 212 network approach, leader cognition and effectiveness 118–35 accuracy 124 alliances 130–1 boundary conditions 120 boundary spanning 130–1 Brass, D J 125 core ideas 118–20 ego network 126–8 embeddedness 119–20 human capital 119–20 inter-organizational network 130–1 leader cognition 118–35 leader effectiveness 118–35 mentoring distributed leadership 129 network cognition 122–6 organizational network 128–30 organizational network research 118–20 positive emotion 129–30 relationships 119–20 schemas 124–6 structural patterning 119–20 structure of ties 120–2 theoretical framework 120–2 value adding 119–20 network cognition, network approach 122–6 neurolinguistic programming (NLP), traits, predictors of leadership 280 neuroscience, leadership identities 514–15 new leadership paradigm 196 Nixon, Richard, trust 145–6 NLP see neurolinguistic programming SUBJECT INDEX non-linear relationships, contingency theories 295 normative decision model, contingency theories 291 nurture or nature? predictors of leadership 271–2 observation qualitative studies 20–1 research methods 19–21 structured observation 20 Ohio State LBDQ 19 organization level, organizational effectiveness 55–6 organization theory 53–70 knowledge management 59–61 leadership 53–70 organizational change 57–8 organizational effectiveness 53–6 organizational evolution/life cycle 58–9 organizational learning 61–4 paradoxes 65–6 technology 56–7 trends 65–6 organization-wide emotion 369 organizational aesthetics 258–9 organizational analysis emotion 366–9 leadership 366–9 organizational barriers to women’s leadership 111–12 organizational behavior charismatic leadership 88–99 shadow side of leadership 391 organizational change, leadership 57–8 organizational culture 151–64 see also cults; culture constraining leadership 158–61 defining 153–4 defining leadership 158–61 followers, leadership driven by 160–1 influencing leadership 158–61 leader-member exchange (LMX) 320 leaders 155–6 leadership connections 156 leadership influencing 157–8 local cultural understanding 156 maintaining 158 managers 155–6 reductionist studies of leadership 153–5 reproducing 158 standards setting 159–60 organizational effectiveness see also effective leadership; leader effectiveness; shadow side of leadership leadership 53–6 organizational evolution/life cycle, leadership 58–9 organizational forms, power 197–8 organizational learning authentic dialogue 63–4 authentic leadership 63–4 exploitation/institutionalizing 62–3 integrating 62 intuiting/interpreting 61–2 leadership 61–4 organizational level, knowledge management 60–1 organizational life cycle, leadership 58–9 organizational network research see network approach organizational research, shadow side of leadership 391 overlaps, leader behaviors 288 overviews research methods 16–17 trust 137–9 paradoxes organization theory 65–6 power 198–9 part-time jobs, gender 107 participation, relational approach to leadership 458–60 participative leadership, leader behaviors 287–8 past and present, philosophy of leadership 246–8 past influence, shadow side of leadership 384–5 path-goal theory, contingency theories 289–90 patterns of leadership, history of leadership 11–12 within person emotion 366–8 personality charismatic leadership 87 gender 105 traits, predictors of leadership 278 transformational leadership 305 between persons emotion 368 philosophy of leadership 242–54 Aristotle 249–50 Brient, E 248 Carlyle, Thomas 245–6 Enlightenment philosophy 247–8 ethics 248–52 language use 244–6 leadership studies 242–4 Middle Ages 247–8 Nikolaus, W 248–9 parameters 242 past and present 246–8 Pieper, J 247–8, 249 Plato 249 positivism 243 problematics 242 Stoic virtues 250–2 trait theories 243 virtue ethics 248–50 as a way of life 248–52 Plato ethics 232 history of leadership 5–6 motivation to lead (MTL) 232 philosophy of leadership 249 predictors of leadership 269–70 political action Steinberg case 78 strategic leadership 72, 76–8 political leadership 203–14 arenas 210–11 SUBJECT INDEX attitudes 206 authorizing environment 206–8 Burns, James McGregor 206 challenges 211 cross-cutting problems 206 current context 205–6 frameworks 209–10, 212 Heifetz, R 206 ideas/ideals 204–5 Leach, S 210 local government 209 neo-institutional theory 212 Ruscio, K 205 scale and scope 203–4 sources of insights 203–4 tasks 211 theories 208–10 Western democracies 205–6 political science contributions, charismatic leadership 86–8 political Zeitgeist, history of leadership 12–13 positivism, philosophy of leadership 243 power 195–202 apolitical power relations 195–7 control/resistance 185–7 critical leadership studies (CLS) 185–7 deep-structured tensions 198–9 dispersed leadership 197 dualistic power relations 195–7 encompassing vs dualistic views of power and influence 499–500 ethics 235–7 leadership 195–202 organizational forms 197–8 paradoxes 198–9 research challenges 199–200 research opportunities 199–200 shifting power relations 197–8 strategic leadership 77 trust 138 power distance, leader-member exchange (LMX) 316–17 practice, leadership development 47 practice concerns, leadership development 44–6 predictors of leadership 269–85 ascription-actuality trait theory 272–5 future directions 281 nature or nurture? 271–2 Plato 269–70 traits 269–81 traits, defining 270–1 traits, origins 271–2 traits, statistical utility 280–1 presidents, US, traits 273–4 privilege ethics 235–7 leadership privileges, cults 217–18 psychoanalytic approaches to leadership 393–404 assumptions, basic 395 authoritarianism 400–1 basic assumptions 395 Bion, W 395 Brown, Gordon 398–9 Burns, James McGregor 396–7 charismatic leadership 398–9 dysfunctional leaders 400 emotion 393, 397–8 followership 398–400 Freud, S 394–5 Kohut, H 398–9 messianic leadership 398–9 narcissism 401–2 Tolstoy, L 393 Zaleznik, A 395–6 psychodynamics of leadership, shadow side of leadership 385–6 psychological contract leadership 144 trust 144 psychological lenses, vs discursive approaches to leadership 495–6 qualitative interviewing, research methods 21 qualitative studies, observation 20–1 qualitative/textual content analysis, research methods 23 questionnaire studies, research methods 17–18, 26 questionnaires, Multifactor Leadership Questionnaire (MLQ) 300–2 rationality, shadow side of leadership 382, 383 reciprocity, ethics 237–8 recruitment/initiation, cults 219–20 relational approach to leadership 455–67 dialogical view of person 458–60 dialogue 461 entitative discourse 455–8 light structuring 461–2 listening 462–3 participation 458–60 relational constructionism 463–4 relational-processual discourse 455–8 relational constructionism, relational approach to leadership 463–4 relationally engaged leadership 461 relationally engaged leadership, relational approach to leadership 461 relational-processual discourse, relational approach to leadership 455–8 relationships, network approach 119–20 relationships description, contingency theories 293 relations-oriented behavior, leader behaviors 287 religion defining 484 spiritual leadership role 484–5 Renaissance leadership studies history of leadership 6–8 The Prince, Machiavelli 6–8 The Republic, Socrates 225 re-representation, virtual leaders 521–2 research 549 empirical research findings, transformational leadership 302–6 future research, transformational leadership 308–9 leadership development 41–4, 47 research agenda, team leadership 346–8 research challenges, power 199–200 research findings, contingency theories 294–6 research methods attachment theory 334–5 content analysis 21–3 creativity 407–8 discourse analysis 23–4 experimental research 18–19 field experiments 19 innovation 407–8 interview studies 21 leadership 15–28 meta-analysis 24 methodological approaches to leadership 16–18 mixed methods research 24–5 observation 19–21 overviews 16–17 questionnaire studies 17–18, 26 spirituality 489–91 research opportunities, power 199–200 resistance/control critical leadership studies (CLS) 185–7 power 185–7 role-based trust 142–3 role orientations, followership 429–30 role sets, hybrid configurations of leadership 445–6 romance of leadership, followercentred approaches 427–8 romanticism, critical leadership studies (CLS) 182–5 Ronald McDonald, virtual leaders 519, 522–3 schools, hybrid configurations of leadership 449–50 self-discipline Buddha 233, 234 Confucius 233 Eastern philosophers 233–4 ethics 233–4 Lao-tzu 233 self-efficacy, leadership development 43–4 self-interest, ethics 231–3 self-monitoring, traits, predictors of leadership 279–80 servant leadership leader-member exchange (LMX) 319–20 spirituality 486–7 sex see also gender traits, predictors of leadership 275 shadow side of leadership 380–92 see also effective leadership; leader effectiveness; organizational effectiveness 550 clinical paradigm 381–5, 391 conflict avoidance 386 defensive reactions 382, 383 dysfunctional patterns in leadership 386–7 folie deux 386–7 future of clinical paradigm 391 inaccessibility 386 leader-follower relations 390–1 lying 388–9 micromanagement 386 motivations 382–4 narcissism 389–90 organizational behavior 391 organizational research 391 past influence 384–5 psychodynamics of leadership 385–6 rationality 382, 383 transference 387–9 tyrannizing subordinates 386 shared/distributed team leadership 341–3, 345–6, 347–8 shifting power relations 197–8 situational effects, contingency theories 295–6 situational leadership theory, contingency theories 290 situational variables contingency theories 288–9, 293 leader behaviors 288–9 social networks, leader-member exchange (LMX) 320 sociology contributions, charismatic leadership 86–8 social practice Steinberg case 79–80 strategic leadership 72, 78–80 Socrates, The Republic 225 spirituality 483–94 case study method 490–1 Cohen, M 484, 487–8 cross-cultural study 490 empirical findings 489–91 Fry, L 484, 487–8 Full Range Leadership (FRL) model 485–6 future directions 491–2 influence on leadership 485–7 religion’s role in spiritual leadership 484–5 research methods 489–91 Sanders III, J E., et al 488–9 servant leadership 486–7 spiritual leadership theories 487–9 transformational leadership 486 Wilber, K 492 spontaneous sociability, trust 141 standards setting, organizational culture 159–60 Steinberg case collective cognition 74–5 individual inspiration 76 political action 78 social practice 79–80 strategic leadership 74–5, 76, 78, 79–80 stereotypes double bind 108–9 SUBJECT INDEX gender 107–9 Stoic virtues, philosophy of leadership 250–2 strategic leadership 71–85 collective cognition 72, 73–5 complementarities 80–1 contingency theories 294 deep purpose 75 future directions 82 implications for practice 81–2 individual inspiration 72, 75–6 perspectives 71–85 political action 72, 76–8 power 77 social practice 72, 78–80 Steinberg case 74–5, 76, 78, 79–80 team leadership 73–4 top management team (TMT) 73–4 upper echelons theory 73–4 visionary leadership 75–6 strategy, The Art of War, Sun Tzu 4–5 structural patterning, network approach 119–20 structured interviewing, research methods 21 structured observation, research methods 20 structure of ties, network approach 120–2 styles of leadership gender 109–11 leader effectiveness 110–11 style theories 196 succession planning, leadership development 45 Sun Tzu, The Art of War 4–5, 40 sustainability, leadership development 45 systems exchange, creativity 414 targeted methodologies, team leadership 345–6 task-oriented behavior, leader behaviors 287 team leadership 338–51 affect 341 cognition 341 co-located teams 339–40 cross-cutting methodologies 345 developmental role 339–40 distributed/shared 341–3, 345–6, 347–8 empirical foundations 339–45 functional leadership 339 leadership functions 348–9 methodologies 345–6 motivation 340–1 multiteam systems (MTSs) 343–5, 346, 348 research agenda 346–8 shared/distributed 341–3, 345–6, 347–8 strategic leadership 73–4 targeted methodologies 345–6 theoretical foundations 339–45 understanding 339–45 virtual 340–1, 345, 347–8 team level, organizational effectiveness 55 teams creativity 412–14 leadership development 40, 44 virtual teams, transformational leadership 304–5 technology leadership 56–7 trust 146–7 virtual communication 56–7 theoretical claims, authentic leadership 354–6 theoretical foundations, team leadership 339–45 theoretical framework, network approach 120–2 theoretical perspectives, leadership development 38–41 theories see also specific theories followership 427–30 leadership development 46–7 political leadership 208–10 spiritual leadership theories 487–9 time periods, contingency theories 295 TLI see Transformational Leadership Inventory TMT see top management team Tolstoy, L., emotion 393 top management team (TMT) collective cognition 73–4 strategic leadership 73–4 traditional content analysis, research methods 22 training, leadership development 41 trait research, history 275–6 traits age 275 ascription-actuality trait theory 272–5 defining, predictors of leadership 270–1 emotional intelligence 279 facial appearance 274 height 274–5 Herrmann Brain Dominance Instrument (HBDI) 280 implicit motives 279 intelligence, general 277–8 leadership, gender 105 Myers-Briggs Type Indicator (MBTI) 280 nature or nurture? 271–2 neurolinguistic programming (NLP) 280 origins, predictors of leadership 271–2 personality 278 predictors of leadership 269–81 self-monitoring 279–80 sex 275 statistical utility 280–1 US presidents 273–4 validation of traits models 276, 277 trait theories 196 philosophy of leadership 243 transactional leadership charismatic leadership 87–8 transformational leadership 299–302, 304, 306 SUBJECT INDEX transference, shadow side of leadership 387–9 transformation, aesthetics 260–2 transformational leadership 299–310 Bass, Bernard 300 Brown, F W 301 CEO studies 302 charismatic leadership 87–8 criticisms 307–8 cross-cultural contexts 303–4 development 299–300 emotional intelligence 305–6 empirical research findings 302–6 Full Range Leadership (FRL) model 300 future research 308–9 leader-member exchange (LMX) 318–19 limitations 307–8 Marion, R 304 measures 300–2 meta-analytic studies 306–7 middle-manager studies 302–3 military context 303 Multifactor Leadership Questionnaire (MLQ) 300–2 origins 299–300 Osborn, R N 304 personality 305 Podsakoff, P M et al 301 Reilly, M D 301 spirituality 486 transactional leadership 299–302, 304, 306 Transformational Leadership Inventory (TLI) 301–2 virtual teams 304–5 Yukl, G 308 Transformational Leadership Inventory (TLI) 301–2 trends leadership identities 510 organization theory 65–6 trust 136–50 advantages 139–41 benefits 139–41 compliance 140–1 conceptions 137–9 conceptualizing the leadership process 138–9 conceptualizing trust 137–9 cross-cultural differences 147–8 cultural intelligence 148 deference 140–1 distrust 143–7 ethics 231–3 extra-role behavior 141 fostering 143 foundations 141–3 impediments 144–6 importance 139–41 leader-member exchange (LMX) theories 139–40 leaders falling short 144 leadership 136–50 Nixon, Richard 145–6 observations 147–8 organizational rules 143 overviews 137–9 perceived social similarity 142 power 138 promising directions 147–8 psychological contract 144 questions 147–8 role-based trust 142–3 spontaneous sociability 141 technology 146–7 trust-building behaviors 141–2 trust-destroying processes 143–7 tyrannizing subordinates, shadow side of leadership 386 upper echelons theory strategic leadership 73–4 top management team (TMT) 73–4 US presidents, traits 273–4 validation of traits models 276, 277 value adding, network approach 119–20 551 value dimensions, cross-cultural leadership 167–8 virtual communication, leadership 56–7 virtual leaders 518–29 absent referent 519 Colonel Sanders 521–2 fabricated leaders 522–3 feminine 523–7 imitation 520–1 KFC 521–2 McDonald’s 519, 522–3, 526 re-representation 521–2 Thomas, Dave 520–1 three orders 519–23 Walton, Sam 519 Wendy’s hamburger restaurant chain 520–1 virtual team leadership 340–1, 345, 347–8 virtual teams, transformational leadership 304–5 virtue ethics 233–5, 248–52 philosophy of leadership 248–52 Stoic virtues 250–2 vision compelling vision 216, 218–19 cults 216, 218–19 visionary leadership, strategic leadership 75–6 Walton, Sam, virtual leaders 519 Welch, Jack, cults 222 Wendy’s hamburger restaurant chain, virtual leaders 520–1 Western democracies, political leadership 205–6 women leaders see also gender feminine virtual leaders 523–7 organizational barriers 111–12 underrepresentation 103–4 Workers Revolutionary Party cults 221 ... from Sage contacted David and Keith, as co-editors of the Sage journal Leadership, asking them to consider the possibility of producing a Handbook of Leadership as part of the Sage series of this... have THE SAGE HANDBOOK OF LEADERSHIP written his own account of the various battles he engaged in, and then have his subordinate officers attach their names to the account and send them off to the. .. models of leadership – first the ‘normative’ model of Carlyle of the second half of the nineteenth century, followed by the ‘rational’ model of Taylor and Ford in the first two decades of the twentieth