Efnisyfirlit

• List of case studies
• About the editor and contributors
• Acknowledgements
• Guided tour
• Online resources
• Part 1 Setting the scene
• 1 Introduction (Naveena Prakasam)
• The global context
• Understanding leadership – a note from the editor
• What do diverse, inclusive and critical mean?
• Diverse
• Inclusive
• Critical
• Paradigms
• Overview of chapters
• 2 Evolution of leadership theories 1: Traits and skills (Naveena Prakasam)
• Chapter objectives
• Introduction
• Great Man Theory and other early approaches
• Psychology-based studies on traits
• Big Five dimensions
• Critique and resurgence
• Implicit leadership theory and leadership categorisation
• Charismatic leadership
• Dark traits
• Contemporary research
• Tabula rasa and leadership skills
• Cognitive skills
• Interpersonal skills
• Business skills
• Strategic skills
• Conclusion
• Key summary
• Further reading
• 3 Evolution of leadership theories 2: Leadership styles, leader versus manager debate (Naveena Prakasam)
• Chapter objectives
• Introduction
• Context and leadership
• Charismatic-transformational leadership
• Pseudo-transformational leadership and the dark side of charisma
• Transactional versus transformational leadership
• Critique of charismatic-transformational leadership
• Authentic leadership
• Criticisms of authentic leadership
• Leader versus manager debate
• Conclusion
• Key summary
• Further reading
• 4 The social construction of leadership (Naveena Prakasam)
• Chapter objectives
• Introduction
• Social construction of reality
• Social construction of leadership
• The social construction of authentic leadership
• Romance of leadership
• Followers and followership
• Implicit followership theories
• Categories of follower-centred and followership approaches
• Conclusion
• Key summary
• Further reading
• Part 2 Connectedness and context
• 5 Relational leadership (Naveena Prakasam)
• Chapter objectives
• Introduction
• What is relational leadership?
• Classification within relational leadership: Entity perspective and relational perspective
• Examples of relational leadership models/theories within the entity perspective
• Leader-member exchange (LMX) theory
• Hollander’s relational theory
• Charismatic relationship
• Relational and collective self
• Network theories
• Relational perspective
• Empathy
• Gender and relational leadership
• Indigenous Māori perspective on relational leadership
• Collective leadership
• Conclusion
• Key summary
• Further reading
• 6 Leadership in crisis: What we can learn from entrepreneurs and intrapreneurial approaches (Louisa Huxtable-Thomas and Russ Huxtable)
• Chapter objectives
• Introduction
• What does the entrepreneur have to do with leadership?
• …‘ships’ that pass in the night
• Why ‘entrepreneurs?’ and does entrepreneurial leadership exist at all?
• Entrepreneurial leadership – moving away from the blandness of corporate leadership
• Measuring entrepreneurial leadership
• Entrepreneurial leadership theories – leadership during venture creation
• Two sides of the same leadership – is it what the entrepreneur does or how they lead?
• How the entrepreneur provides an opportunity to consider more diverse leaders and leadership
• How best to lead in a crisis?
• Why are entrepreneurial leaders useful in a crisis and not others?
• Entrepreneurial leadership at the top and bottom
• Conclusion
• Key summary
• Further reading
• Part 3 Contemporary issues and leadership
• 7 Power and the dark side of leadership (James Wallace and Naveena Prakasam)
• Chapter objectives
• Why study power and leadership?
• What is power?
• Dahl, Bachrach and Baratz, and Lukes: one-sided, two-faced and three-dimensional power
• Foucault: power without the powerful
• Critical leadership studies
• Excessive positivity
• Gendering of leadership
• Cult-ish approach
• Anti-leadership
• Postcolonial perspectives
• Dark side: The toxic triangle
• Conclusion
• Key summary
• Further reading
• 8 Leadership, ethics and strategic HRM (Geraint Harvey and Carl Rhodes)
• Chapter objectives
• Ethics and strategic HRM
• Leadership ethics?
• Agonism and ethical leadership in people management
• Conclusion
• Key summary
• Further reading
• 9 Leadership and the digital age (Desireé Joy Cranfield, Isabella Venter and Andrea Tick)
• Chapter objectives
• Introduction
• The digital age
• Technology, digitalisation and digitisation
• The influence of disruptive technologies and business models on leadership and management
• The influence of globalisation on leadership and management
• Opportunities and challenges of the digital age
• Opportunities
• Challenges for leadership in the digital age
• The digital age and the implications for management and leadership
• Importance of leadership in the digital age
• The influence of the digital age and the changing demands of leadership
• Leadership competencies, personality and behaviours for the digital age
• Leadership styles for the digital age
• Leadership training considerations
• Conclusion
• Key summary
• Further reading
• 10 Datafication, surveillance and leadership (Naveena Prakasam)
• Chapter objectives
• Introduction
• The relevance of leadership
• Snowden and surveillance
• Surveillance theories
• Foucault and Bentham
• Deleuze and surveillance
• Surveillance capitalism
• Social relations, power and datafication
• Surveillance, datafication and inclusion
• Conclusion
• Key summary
• Further reading
• 11 Gender, race and leadership (Naveena Prakasam)
• Chapter objectives
• Introduction
• Gender and leadership
• Feminist phenomenology and leadership
• Race and leadership
• Intersectionality and leadership
• Decolonial and postcolonial approaches
• Conclusion
• Key summary
• Further reading
• 12 Conclusion (Naveena Prakasam)
• Intentions
• Personal reflections and lessons
• Lesson one: There is not one thing called leadership
• Lesson two: Power is central to leadership
• Lesson three: Diverse and inclusive perspectives are more important than ever
• Current and future trends
• Glossary
• References per chapter
• Index