This third edition of Leading Organizations has been substantially revised. New chapters cover timely issues such as n the dynamic global contexts in which new era organizations function. Classic leadership theories remain in the volume and shared leadership continues as a primary emphasis with new chapters on the state of research in the field. The section on shared leadership emphasizes the increasing need for leadership by participants throughout an organization. Organization culture and inclusion have been combined into one section. There is more emphasis on ethics which has a separate section and an expanded number of readings. The section on organizational change incorporates new readings on strategic leadership, open strategy and big data. Sections on capacity building and social responsibility remain in this edition with new articles in each category
Preface Acknowledgments Introduction PART I THE CONTEXT OF NEW ERA ORGANIZATIONS 1. The Millennium Project: 2013-14 State of the Future (Executive Summary) 2. Global Demographic Trends: Impact on Workforce Diversity 3. Workplace 2025 - What Will It Look Like? 4. Winning the Race With Ever-Smarter Machines 5. Leading for the Long Future PART II CURRENT THEORIES AND CONCEPTS OF LEADERSHIP 6. Leadership (Excerpts) 7. The Transformational Model of Leadership 8. Charismatic Leadership 9. Servant Leadership 10. Contingencies, Context, Situation, and Leadership 11. Followership Theory: A Review and Research Agenda PART III SHARED OR COLLECTIVE LEADERSHIP 12. Unmasking Leadership 13. The Nature of Shared Leadership 14. E-leadership: Re-Examining Transformations in Leadership Source and Transmission 15. Complexity Leadership Theory 16. Leading Global Teams 17. Inspiring Democracy in the Workplace: From Fear-Based to Freedom-Centered Organizations PART IV CULTURE AND INCLUSION 18. The Concept of Organizational Culture: Why Bother? 19. Culture and Communication in the Global Workplace 20. The Psychological Benefits of Creating an Affirming Climate for Workplace Diversity 21. Lesbians, Gays, Bisexuals, and Transgendered People and Human Resource Development: An Examination of the Literature in Adult Education and Human Resource Development 22. Women and Leadership 23. Generational Differences in Workplace Behavior PART V ETHICS 24. Developing and Sustaining an Ethical Corporate Culture: The Core Elements 25. The Importance of Leadership in Shaping Business Values 26. Authentic Leadership 27. Ethical Followership: An Examination of Followership Beliefs and Crimes of Obedience 28. How Bad Are the Effects of Bad Leaders? A Meta-Analysis of Destructive Leadership and Its Outcomes 29. I Defy With a Little Help from My Friends: Raising an Organization's Ethical Bar Through a Morally Courageous Coalition PART VI ORGANIZATIONAL CHANGE 30. Strategic Leadership 31. Open Strategy: Towards a Research Agenda 32. Big Data: The Management Revolution 33. Organizational Change Practices 34. Pilots for Change: Exploring Organisational Change Through Distributed Leadership 35. Designing Organizations to Meet 21st-Century Opportunities and Challenges PART VII CAPACITY BUILDING 36. Advances in Leader and Leadership Development: A Review of 25 Years of Research and Theory 37. Developing Global Mindset and Global Leadership Capabilities 38. Getting to "We": Collective Leadership Development 39. Generative Team Learning in Web 2.0 Environments 40. How Organizations Support Distributed Project Teams: Key Dimensions and Their Impact on Decision Making and Teamwork Effectiveness PART VIII SOCIAL RESPONSIBILITY 41. Business IN Society: The Social Contract Revisited 42. Business Unusual: Corporate Responsibility in a 2.0 World 43. Sustainable Leadership: Towards a Workable Definition 44. The Collaboration Imperative Index About the Editor
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