Appendix of Sources |
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xiii | |
Editors' Introduction: Leadership Development and Practice |
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xxiii | |
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Volume I Individual Leader Development |
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Introduction: Individual Leader Development |
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xxxi | |
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1 Advances in Leader and Leadership Development: A Review of 25 Years of Research and Theory |
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1 | (42) |
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2 Coaching Leaders in Middle and Executive Management: Goals, Performance, Buy-In |
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43 | (24) |
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Christopher J.L. Cunningham |
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3 Behind Closed Doors: What Really Happens in Executive Coaching |
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67 | (16) |
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4 Mentors Providing Challenge and Support: Integrating Concepts from Teacher Mentoring in Education and Organizational Mentoring in Business |
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83 | (32) |
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5 Maximizing Returns on Mentoring: Factors Affecting Subsequent Protege Performance |
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115 | (26) |
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6 Emotions in Leadership Development: A Critique of Emotional Intelligence |
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141 | (20) |
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7 Developing Leadership Capability: What's Inside the Black Box? |
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161 | (6) |
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8 Competencies for Leadership Development: What's Hot and What's Not When Assessing Leadership-Implications for Organization Development |
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167 | (10) |
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9 Executive Development through Consciousness-Raising Experiences |
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177 | (28) |
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10 Facilitating Authentic Becoming |
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205 | (32) |
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11 Effects of Transformational Leadership Training on Attitudinal and Financial Outcomes: A Field Experiment |
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237 | (12) |
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12 Transformational Leadership Development Programs: Creating Long-Term Sustainable Change |
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249 | (24) |
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Manfred F.R. Kets de Vries |
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Personality and Personalization |
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13 Developing Leadership Character in Business Programs |
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273 | (32) |
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14 Up Close and Personal: Building Foundations for Leaders' Development through the Personalization of Management Learning |
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305 | (34) |
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Jennifer Louise Petriglieri |
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15 Can Charisma Be Taught? Tests of Two Interventions |
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339 | (38) |
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16 Go for the Goal(s): Relationship between Goal Setting and Transfer of Training Following Leadership Development |
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377 | (26) |
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Self-Directed Leader Development and Identity |
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17 The Role of Self-Reflection, Emotional Management of Feedback, and Self-Regulation Processes in Self-Directed Leadership Development |
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403 | |
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Volume II Leadership Development in Context |
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Introduction: Leadership Development in Context |
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vii | |
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18 Pop Goes the Program: Using Popular Culture Artifacts to Educate Leaders |
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1 | (18) |
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19 Learning to Lead, Unscripted: Developing Affiliative Leadership through Improvisational Theatre |
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19 | (28) |
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20 Estimating Return on Leadership Development Investment |
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47 | (22) |
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21 Evaluating Executive Leadership Programs: A Theory of Change Approach |
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69 | (32) |
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22 Becoming a Leader: Early Career Challenges Faced by MBA Graduates |
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101 | (34) |
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23 The Design and Evaluation of a Leadership Programme for Experienced Chief Executives from the Public Sector |
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135 | (24) |
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24 Leadership Development: Crisis, Opportunities and the Leadership Concept |
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159 | (16) |
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25 Taking Gender into Account: Theory and Design for Women's Leadership Development Programs |
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175 | (32) |
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26 Building Diversity in the Pipeline to Corporate Leadership |
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207 | (16) |
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27 The Live In-Class CEO Intervention: A Capstone Experiential Technique for Leadership Development |
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223 | (24) |
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28 Developing Leaders via Experience: The Role of Developmental Challenge, Learning Orientation, and Feedback Availability |
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247 | (36) |
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Cross-Cultural and Global |
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29 Rethinking the Role of Management Development in Preparing Global Business Leaders |
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283 | (22) |
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30 Developing Managers as Learners and Researchers: Using Action Learning and Action Research |
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305 | (20) |
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31 Leadership Development via Action Learning |
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325 | (16) |
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32 Developing Responsible Global Leaders through International Service-Learning Programs: The Ulysses Experience |
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341 | (36) |
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33 The Use of Benevolent Leadership Development to Advance Principles of Responsible Management Education |
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377 | (26) |
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Online Leadership Development |
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34 Developing Leaders in Cyber-Space: The Paradoxical Possibilities of On-line Learning |
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403 | |
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Volume III Leadership Development in the Plural |
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Introduction: Leadership Development in the Plural |
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vii | |
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35 Developing Team Leadership Capability |
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1 | (24) |
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36 Team Leadership: Critical Steps to Great Projects |
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25 | (20) |
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37 Building Highly Developed Teams: Focusing on Shared Leadership Processes, Efficacy, Trust, and Performance |
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45 | (34) |
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38 Towards Co-Constructed Coaching: Exploring the Integration of Coaching and Co-Constructed Autoethnography in Leadership Development |
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79 | (24) |
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39 Leadership Group Coaching in Action: The Zen of Creating High Performance Teams |
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103 | (24) |
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Manfred F.R. Kets de Vries |
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40 How to Build Social Capital with Leadership Development: Lessons from an Explorative Case Study of a Multibusiness Firm |
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127 | (52) |
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41 Networks and Leadership Development: Building Linkages for Capacity Acquisition and Capital Accrual |
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179 | (22) |
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42 Does Action Learning Promote Collaborative Leadership? |
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201 | (28) |
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43 Creating a Collaborative Leadership Network: An Organic View of Change |
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229 | (18) |
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44 Using the Facilitative Leader Approach to Create an Organizational Culture of Collaboration |
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247 | (18) |
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45 Capturing Sociality in the Movement between Frames: An Illustration from Leadership Development |
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265 | (28) |
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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 |
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293 | (32) |
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47 Social Capital and Leadership Development: Building Stronger Leadership through Enhanced Relational Skills |
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325 | (18) |
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Community Leadership Development |
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48 Social Entrepreneurship and Community Leadership: A Service-Learning Model for Management Education |
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343 | (18) |
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49 Community Leadership Development |
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361 | |
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Volume IV Critical Approaches and Perspectives |
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Introduction: Critical Approaches and Perspectives |
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vii | |
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50 Critical and Alternative Approaches to Leadership Learning and Development |
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1 | (10) |
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51 Management Education as if Both Matter |
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11 | (10) |
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52 How Can We Train Leaders If We Do Not Know What Leadership Is? |
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21 | (18) |
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53 Don't Bother Putting Leadership into People |
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39 | (10) |
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54 Psychodynamic and Critical Perspectives on Leadership Development |
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49 | (10) |
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55 Toward a Critical HRD in Theory and Practice |
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59 | (18) |
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56 Teaching Leadership Critically to MBAs: Experiences from Heaven and Hell |
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77 | (18) |
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57 Critical Management Education and Action-based Learning: Synergies and Contradictions |
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95 | (24) |
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58 Learning through Reflective Classroom Practice: Applications to Educate the Reflective Manager |
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119 | (24) |
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Implicit Leadership Theories |
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59 Teaching Implicit Leadership Theories to Develop Leaders and Leadership: How and Why It Can Make a Difference |
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143 | (20) |
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60 Leadership as Practice: Challenging the Competency Paradigm |
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163 | (18) |
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61 Threshold Concepts and Modalities for Teaching Leadership Practice |
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181 | (28) |
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62 Becoming a Leader: A Co-Produced Autoethnographic Exploration of Situated Learning of Leadership Practice |
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209 | (20) |
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63 Leadership Jazz: An Exercise in Creativity |
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229 | (6) |
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64 Experiential Development and Mentoring Processes for Leaders for Innovation |
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235 | (20) |
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65 Leadership Development as Identity Construction |
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255 | (18) |
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66 Organizational Discourse and New Organization Development Practices |
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273 | (20) |
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67 Reflexive Management Learning: An Integrative Review and a Conceptual Typology |
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293 | (26) |
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68 Executive MBA Programs: The Development of the Reflective Executive |
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319 | |
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