As the leadership field continues to evolve, there are many reasons to be optimistic about the various theoretical and empirical contributions in better understanding leadership from a scholarly and scientific perspective. The Oxford Handbook of Leadership and Organizations brings together a collection of comprehensive, state-of-the-science reviews and perspectives on the most pressing historical and contemporary leadership issues - with a particular focus on theory and research - and looks to the future of the field. It provides a broad picture of the leadership field as well as detailed reviews and perspectives within the respective areas. Each chapter, authored by leading international authorities in the various leadership sub-disciplines, explores the history and background of leadership in organizations, examines important research issues in leadership from both quantitative and qualitative perspectives, and forges new directions in leadership research, practice, and education.
Part One: History and Background ; 1. Introduction ; David V. Day ; 2. Leadership Memes: From Ancient History and Literature to Twenty-First Century Theory and Research ; Stephen J. Zaccaro ; 3. Critical Perspectives On Leadership ; Mats Alvesson and Andre Spicer ; 4. Public Integrative Leadership ; Barbara C. Crosby and John M. Bryson ; 5. The Biology of Leadership ; Richard D. Arvey, Nan Wang, Zhaoli Song, and Wendong Li ; Part Two: Research Issues ; 6. Causality and Endogeneity: Problems and Solutions ; John Antonakis, Samuel Bendahan, Philippe Jacquart, and Rafael Lalive ; 7. Sculpting the Contours of the Qualitative Landscape of Leadership Research ; Karin Klenke ; 8. Multilevel Issues in Leadership Research ; Mo Wang, Le Zhou, and Songqi Liu ; 9. Evaluation Methods ; Emily R. Hoole and Jennifer W. Martineau ; Part Three: Leader-centric Theories and Approaches ; 10. Personality and Leadership: Looking Back, Looking Ahead ; Joyce Bono, Winny Shen, and David J. Yoon ; 11. Charismatic and Transformational Leadership: Past, Present, and Future ; Ketan H. Mhatre and Ronald E. Riggio ; 12. Visionary Leadership ; Daan van Knippenberg and Daan Stam ; 13. Destructive Leadership In and Of Organizations ; Robert B. Kaiser and S. Bartholomew Craig ; 14. Leadership and Identity: An Examination of Three Theories and New Research Directions ; Herminia Ibarra, Sarah Wittman, and Gianpiero Petriglieri ; Part Four: Follower-centric Theories and Approaches ; 15. Leadership Perception and Information Processing: Influences of Symbolic, Connectionist, Emotion, and Embodied Architectures ; Jessica E. Dinh, Robert G. Lord, and Ernest Hoffman ; 16. Authentic Leadership Theory, Research and Practice: Steps Taken and Steps that Remain ; Bruce J. Avolio and Fred O. Walumbwa ; 17. Servant Leadership: Antecedents, Processes, and Outcomes ; Robert C. Liden, Alexandra Panaccio, Jeremy D. Meuser, Jia Hu, and Sandy J. Wayne ; 18. Leading for Proactivity: How Leaders Cultivate Staff Who Make Things Happen ; Sharon K. Parker and Chia-huei Wu ; Part Five: Dyadic and Team-centric Theories and Approaches ; 19. Leader-Member Exchange (LMX) Theory: The Relational Approach to Leadership ; Berrin Erdogan and Talya N. Bauer ; 20. Leadership and Social Networks: Initiating a Different Dialog ; Raymond T. Sparrowe ; 21. Who's in Charge Here? The Team Leadership Implications of Authority Structure ; Ruth Wageman and Colin Fisher ; 22. Leadership in Multiteam Systems: A Network Perspective ; Dorothy R. Carter and Leslie A. DeChurch ; Part Six: Special Leadership Topics, Emerging Issues, and Future Directions ; 23. The Skill to Lead: The Role of Political Skill in Leadership Dynamics ; Darren C. Treadway, Jeffrey R. Bentley, Lisa M. Williams, and Angela Wallace ; 24. Ethical Leadership ; Linda K. Trevino and Michael E. Brown ; 25. Bridging the Domains of Leadership and Corporate Social Responsibility ; David A. Waldman ; 26. Executive Leadership: CEOs, Top Management Teams, and Organizational-Level Outcomes ; Part Seven: Emerging Contextual Issues in Leadership ; Nathan J. Hiller and Marie-Michele Beauchesne ; 27. The Context and Leadership ; Richard N. Osborn, Mary Uhl-Bien, and Ivana Milosevic ; 28. Leadership in Extreme Contexts ; Sean T. Hannah and Ken W. Perry ; 29. Safety Leadership ; Mark A. Griffin and Zenobia Talati ; 30. Cross-cultural and Global Leadership ; Felix C. Brodbeck and Silke A. Eisenbeiss ; 31. Leadership in a Diverse Workplace ; Donna Chrobot-Mason, Marian N. Ruderman, and Lisa H. Nishii ; 32. Changing the rules: The implications of complexity science for leadership research and practice ; James K. Hazy and Mary Uhl-Bien ; 33. Women and Leadership ; Jean Lau Chin ; Part Eight: Special Concerns in Leadership ; 34. Leading for Creativity: People, Products, and Systems ; Michael D Mumford, Carter Gibson, Vincent Giorgini, and Jensen Mecca ; 35. Leadership and Emotion: A Multi-level Perspective ; Neal M. Ashkanasy and Ronald H. Humphrey ; 36. Student Leadership Development: Theory, Research, and Practice ; Susan R. Komives and John P. Dugan ; 37. Leadership Development: A Review and Agenda for Future Research ; D. Scott DeRue & Christopher G. Myers ; Part Nine: Future of Leadership ; 38. The Future of Leadership: Challenges and Prospects ; David V. Day
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