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Leadership Development & Practice [Multiple-component retail product]

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  • Formāts: Multiple-component retail product, 1664 pages, height x width: 234x156 mm, weight: 2990 g, 4 Items, Contains 4 hardbacks
  • Sērija : Sage Benchmarks in Leadership
  • Izdošanas datums: 08-Dec-2014
  • Izdevniecība: Sage Publications Ltd
  • ISBN-10: 144626792X
  • ISBN-13: 9781446267929
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  • Multiple-component retail product
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  • Formāts: Multiple-component retail product, 1664 pages, height x width: 234x156 mm, weight: 2990 g, 4 Items, Contains 4 hardbacks
  • Sērija : Sage Benchmarks in Leadership
  • Izdošanas datums: 08-Dec-2014
  • Izdevniecība: Sage Publications Ltd
  • ISBN-10: 144626792X
  • ISBN-13: 9781446267929
Citas grāmatas par šo tēmu:

Emerging complexities have arisen regarding leadership, leadership studies and leadership development requiring new approaches and new styles of organizational leadership. Changing environmental conditions including globalisation, climate change, increased market volatility, and shifts in the balance of power in the global political economy suggest the need for more creative, interactive and longer-term strategic leadership. In order to address and react to these shifts in understanding, one must review some essential questions: what constitutes leadership in the organisation, what is it that leaders actually do, or should do, and what can leadership achieve? Once confronted, the critical question addressed in this work is: how do we develop leadership to be more responsive to contemporary organizational conditions.

This major work on Leadership Development and Practice will engage this question by drawing together some of the most important and influential research from the related domains of leadership practice and leadership development. Volume 1 opens with a newly-written introduction, which explains the rationale for the major work, addresses the key questions set out above and outlines its structure, providing the reader with a clear, concise roadmap for all four volumes.

Volume 1: Individual Leader Development
Volume 2: Leadership Development in Context
Volume 3: Leadership Development in the Plural
Volume 4: Critical Approaches and Perspectives



Leadership Development & Practice engages with contemporary debates and issues by drawing together some of the most important and influential research from the related domains of leadership practice and leadership development.
Appendix of Sources xiii
Editors' Introduction: Leadership Development and Practice xxiii
Richard Hall
David Grant
Joseph Raelin
Volume I Individual Leader Development
Introduction: Individual Leader Development xxxi
Richard Hall
David Grant
Joseph Raelin
Overview
1 Advances in Leader and Leadership Development: A Review of 25 Years of Research and Theory
1(42)
David V. Day
John W. Fleenor
Leanne E. Atwater
Rachel E. Sturm
Rob A. McKee
Coaching
2 Coaching Leaders in Middle and Executive Management: Goals, Performance, Buy-In
43(24)
Stephen Bowles
Christopher J.L. Cunningham
Gabriel M. De La Rosa
James Picano
3 Behind Closed Doors: What Really Happens in Executive Coaching
67(16)
Douglas T. Hall
Karen L. Otazo
George P. Hollenbeck
Mentoring
4 Mentors Providing Challenge and Support: Integrating Concepts from Teacher Mentoring in Education and Organizational Mentoring in Business
83(32)
Rajashi Ghosh
5 Maximizing Returns on Mentoring: Factors Affecting Subsequent Protege Performance
115(26)
Scott Tonidandel
Derek R. Avery
McKensy G. Phillips
EQ
6 Emotions in Leadership Development: A Critique of Emotional Intelligence
141(20)
Mary J. Fambrough
Rama Kaye Hart
Capability/Competencies
7 Developing Leadership Capability: What's Inside the Black Box?
161(6)
Jay A. Conger
8 Competencies for Leadership Development: What's Hot and What's Not When Assessing Leadership-Implications for Organization Development
167(10)
William A. Gentry
Jean Brittain Leslie
Authentic
9 Executive Development through Consciousness-Raising Experiences
177(28)
Philip Mirvis
10 Facilitating Authentic Becoming
205(32)
Matthew Eriksen
Transformational
11 Effects of Transformational Leadership Training on Attitudinal and Financial Outcomes: A Field Experiment
237(12)
Julian Barling
Tom Weber
E. Kevin Kelloway
12 Transformational Leadership Development Programs: Creating Long-Term Sustainable Change
249(24)
Manfred F.R. Kets de Vries
Konstantin Korotov
Personality and Personalization
13 Developing Leadership Character in Business Programs
273(32)
Mary Crossan
Daina Mazutis
Gerard Seijts
Jeffrey Gandz
14 Up Close and Personal: Building Foundations for Leaders' Development through the Personalization of Management Learning
305(34)
Gianpiero Petriglieri
Jack Denfeld Wood
Jennifer Louise Petriglieri
Charisma
15 Can Charisma Be Taught? Tests of Two Interventions
339(38)
John Antonakis
Marika Fenley
Sue Liechti
Goal-Setting
16 Go for the Goal(s): Relationship between Goal Setting and Transfer of Training Following Leadership Development
377(26)
Stefanie K. Johnson
Lauren L. Garrison
Gina Hernez-Broome
John W. Fleenor
Judith L. Steed
Self-Directed Leader Development and Identity
17 The Role of Self-Reflection, Emotional Management of Feedback, and Self-Regulation Processes in Self-Directed Leadership Development
403
Paul L. Nesbit
Volume II Leadership Development in Context
Introduction: Leadership Development in Context vii
Richard Hall
David Grant
Joseph Raelin
Artistic Approaches
18 Pop Goes the Program: Using Popular Culture Artifacts to Educate Leaders
1(18)
Jamie L. Callahan
Manda H. Rosser
19 Learning to Lead, Unscripted: Developing Affiliative Leadership through Improvisational Theatre
19(28)
Suzanne Gagnon
Heather C. Vough
Robert Nickerson
Measurement
20 Estimating Return on Leadership Development Investment
47(22)
Bruce J. Avolio
James B. Avey
David Quisenberry
21 Evaluating Executive Leadership Programs: A Theory of Change Approach
69(32)
Karen E. Watkins
Ingunn Hybertsen Lysø
Kathleen Demarrais
Early Career
22 Becoming a Leader: Early Career Challenges Faced by MBA Graduates
101(34)
Beth Benjamin
Charles O'Reilly
Public Sector
23 The Design and Evaluation of a Leadership Programme for Experienced Chief Executives from the Public Sector
135(24)
Frank Blackler
Andy Kennedy
Crisis
24 Leadership Development: Crisis, Opportunities and the Leadership Concept
159(16)
Joana Probert
Kim Turnbull James
Gender and Diversity
25 Taking Gender into Account: Theory and Design for Women's Leadership Development Programs
175(32)
Robin J. Ely
Herminia Ibarra
Deborah M. Kolb
26 Building Diversity in the Pipeline to Corporate Leadership
207(16)
Claire McCarty Kilian
Dawn Hukai
C. Elizabeth McCarty
Experiential Learning
27 The Live In-Class CEO Intervention: A Capstone Experiential Technique for Leadership Development
223(24)
Nicholas S. Rashford
Joao Neiva de Figueiredo
28 Developing Leaders via Experience: The Role of Developmental Challenge, Learning Orientation, and Feedback Availability
247(36)
D. Scott DeRue
Ned Wellman
Cross-Cultural and Global
29 Rethinking the Role of Management Development in Preparing Global Business Leaders
283(22)
Kathryn Aten
Luciara Nardon
Richard M. Steers
Action Learning
30 Developing Managers as Learners and Researchers: Using Action Learning and Action Research
305(20)
Joseph A. Raelin
David Coghlan
31 Leadership Development via Action Learning
325(16)
H. Skipton Leonard
Fred Lang
Service Learning
32 Developing Responsible Global Leaders through International Service-Learning Programs: The Ulysses Experience
341(36)
Nicola M. Pless
Thomas Maak
Gunter K. Stahl
Social Responsibility
33 The Use of Benevolent Leadership Development to Advance Principles of Responsible Management Education
377(26)
Fahri Karakas
Emine Sarigollu
Alperen Manisaligil
Online Leadership Development
34 Developing Leaders in Cyber-Space: The Paradoxical Possibilities of On-line Learning
403
Donna Ladkin
Peter Case
Patricia Gaya Wicks
Keith Kinsella
Volume III Leadership Development in the Plural
Introduction: Leadership Development in the Plural vii
Richard Hall
David Grant
Joseph Raelin
Team Leadership
35 Developing Team Leadership Capability
1(24)
Frederick P. Morgeson
Dennis Lindoerfer
David J. Loring
36 Team Leadership: Critical Steps to Great Projects
25(20)
Dennis O'Connor
Leodones Yballe
37 Building Highly Developed Teams: Focusing on Shared Leadership Processes, Efficacy, Trust, and Performance
45(34)
Bruce J. Avolio
Dong I. Jung
William Murry
Nagaraj Sivasubramaniam
Team Coaching
38 Towards Co-Constructed Coaching: Exploring the Integration of Coaching and Co-Constructed Autoethnography in Leadership Development
79(24)
Steve Kempster
Marian Iszatt-White
39 Leadership Group Coaching in Action: The Zen of Creating High Performance Teams
103(24)
Manfred F.R. Kets de Vries
Network Development
40 How to Build Social Capital with Leadership Development: Lessons from an Explorative Case Study of a Multibusiness Firm
127(52)
Eva Bilhuber Galli
Gunter Muller-Stewens
41 Networks and Leadership Development: Building Linkages for Capacity Acquisition and Capital Accrual
179(22)
Kathryn M. Bartol
Xiaomeng Zhang
Collaborative Approaches
42 Does Action Learning Promote Collaborative Leadership?
201(28)
Joe Raelin
43 Creating a Collaborative Leadership Network: An Organic View of Change
229(18)
Carol A. Mullen
Frances K. Kochan
44 Using the Facilitative Leader Approach to Create an Organizational Culture of Collaboration
247(18)
Roger Schwarz
Relational Approaches
45 Capturing Sociality in the Movement between Frames: An Illustration from Leadership Development
265(28)
Brigid Carroll
Barbara Simpson
46 Relationship-based Approach to Leadership: Development of Leader-Member Exchange (LMX) Theory of Leadership over 25 Years: Applying a Multi-Level Multi-Domain Perspective
293(32)
George B. Graen
Mary Uhl-Bien
47 Social Capital and Leadership Development: Building Stronger Leadership through Enhanced Relational Skills
325(18)
Shelly McCallum
David O'Connell
Community Leadership Development
48 Social Entrepreneurship and Community Leadership: A Service-Learning Model for Management Education
343(18)
Barrie E. Litzky
Veronica M. Godshalk
Cynthia Walton-Bongers
49 Community Leadership Development
361
Philip Kirk
Anna Marie Shutte
Volume IV Critical Approaches and Perspectives
Introduction: Critical Approaches and Perspectives vii
Richard Hall
David Grant
Joseph Raelin
Critique
50 Critical and Alternative Approaches to Leadership Learning and Development
1(10)
Gareth Edwards
Carole Elliott
Marian Iszatt-White
Doris Schedlitzki
51 Management Education as if Both Matter
11(10)
Jonathan Gosling
Henry Mintzberg
52 How Can We Train Leaders If We Do Not Know What Leadership Is?
21(18)
Richard A. Barker
53 Don't Bother Putting Leadership into People
39(10)
Joseph A. Raelin
Critical Theory
54 Psychodynamic and Critical Perspectives on Leadership Development
49(10)
Kiran Trehan
55 Toward a Critical HRD in Theory and Practice
59(18)
Tara J. Fenwick
Critical Teaching
56 Teaching Leadership Critically to MBAs: Experiences from Heaven and Hell
77(18)
Amanda Sinclair
57 Critical Management Education and Action-based Learning: Synergies and Contradictions
95(24)
Michael Reynolds
Russ Vince
58 Learning through Reflective Classroom Practice: Applications to Educate the Reflective Manager
119(24)
Patricia Raber Hedberg
Implicit Leadership Theories
59 Teaching Implicit Leadership Theories to Develop Leaders and Leadership: How and Why It Can Make a Difference
143(20)
Birgit Schyns
Tina Kiefer
Rudolf Kerschreiter
Alex Tymon
Leadership as Practice
60 Leadership as Practice: Challenging the Competency Paradigm
163(18)
Brigid Carroll
Lester Levy
David Richmond
61 Threshold Concepts and Modalities for Teaching Leadership Practice
181(28)
Jeffrey Yip
Joseph A. Raelin
62 Becoming a Leader: A Co-Produced Autoethnographic Exploration of Situated Learning of Leadership Practice
209(20)
Steve Kempster
James Stewart
Creativity
63 Leadership Jazz: An Exercise in Creativity
229(6)
Mark L. Lengnick-Hall
Cynthia A. Lengnick-Hall
64 Experiential Development and Mentoring Processes for Leaders for Innovation
235(20)
Ginamarie Scott Ligon
James H. Wallace
Holly K. Osburn
Discourse Theory
65 Leadership Development as Identity Construction
255(18)
Brigid Carroll
Lester Levy
66 Organizational Discourse and New Organization Development Practices
273(20)
Robert J. Marshak
David Grant
Reflexivity
67 Reflexive Management Learning: An Integrative Review and a Conceptual Typology
293(26)
Richard J. Cotter
John G. Cullen
68 Executive MBA Programs: The Development of the Reflective Executive
319
Karina De Dea Roglio
Gregory Light
JOE RAELIN is an internationally-recognized scholar in the fields of collective leadership, learning, and practice.  He is the Donald Gordon Visiting Professor of Leadership at the University of Cape Town in South Africa and the Asa S. Knowles Chair Emeritus at Northeastern University in Boston, USA.  He was formerly Professor of Management at Boston College.  He received his Ph.D. from the State University of New York at Buffalo.  His research has been centered on the development of a new paradigm of collective leadership via what he refers to as leaderful practice, on the emerging movement in leadership known as leadership-as-practice, as well as on the field of work-based learning.  He is also a prolific writer with over 200 articles and a management consultant with the firm, The Leaderful Consultancy. 

Among his books are:  The Clash of Cultures:  Managers Managing Professionals, considered now to be a classic in the field of professionals and bureaucracy (Harvard Business School Press, 1991), the latest edition of Work-Based Learning (Jossey-Bass, 2008), Creating Leaderful Organizations: How to Bring Out Leadership in Everyone (Berrett-Koehler, 2003), to accompany the latter, The Leaderful Fieldbook (Nicholas-Brealey, 2010), and Leadership-as-Practice: Theory and Application (Routledge, 2016).  Joe was named the recipient of the 2010 David Bradford Outstanding Educator Award from the MOBTS Teaching Society for Management Educators and in 2013 of the national CEIA (Cooperative Education and Internship Association) James W. Wilson Award for outstanding contribution to research in the field of cooperative education.