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The SAGE Handbook of Leadership

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The Second Edition of The SAGE Handbook of Leadership provides not only an in-depth overview the current field of leadership studies, but also a map into the future debates, innovations and priorities of where the field will move to. Featuring all new chapters from a global community of leading and emerging scholars, each chapter offers a comprehensive, critical overview of an aspect of leadership, a discussion of key debates and research, and a review of the emerging issues in its area.

Featuring an innovative structure divided by prepositions, this brand-new edition moves away from essentializing boundaries, and instead seeks to create synergies between different schools of leadership. A key feature of the second edition, is the attention to sensemaking (exploring the current themes, structures and ideas that comprise each topic) and sensebreaking (disrupting, critiquing and refreshing each topic). Suitable for students and researchers alike, this second edition is a critical site of reference for the study of leadership.

PART 1: Between: Leadership as a Social, Socio-cognitive and Practical Phenomenon

PART 2: About: Exploring the Individual and Interpersonal Facets of Leadership

PART 3: Through: Leadership Seen Through Contemporary Frames

PART 4: Within: Leadership as a Contextually Bound Phenomenon

PART 5: But: A Critical Examination of Leadership

Author(s): Doris Schedlitzki, Magnus Larsson, Brigid Carroll, Michelle C. Bligh, Olga Epitropaki
Edition: 2
Publisher: SAGE Publications
Year: 2023

Language: English
Pages: 595
City: Los Angeles

Halftitle Page
Series Page
Title Page
Copyright Page
Editorial Advisory Board
Contents
List of Figures and Tables
Notes on the Editors and Contributors
Introduction
Part 1: Between: Leadership as a Social, Socio-cognitive and Practical Phenomenon
1: Pluralism in Studies on Plural Leadership: Analysis and Perspectives
2: Leadership and Practice Theories: Reconstructing Leadership as a Phenomenon
3: Leadership in interaction
4: The quality of relationships: An exploration of current leader–member exchange (LMX) research and future possibilities
5: Embodying who we are: Social identity and leadership
6: Romance of leadership
7: What is ‘Functional’ About Distributed Leadership in Teams?
8: Followership
Part 2: About: Exploring the Individual and Interpersonal Facets of Leadership
9: Leadership as Contextualised Personality Traits
10: Implicit Leadership and Followership Theories: From the Leader/Follower Within and Between to Leaders/Followers in Plural and in Flux
11: Leadership, Emotion Regulation and Sense-making
12: Authentic Leadership or Authenticity in Leadership? Finding a Better Home for Our Leadership Aspirations
13: Redefining Followership: Towards an Expansive Construct of the ‘Followers’ of Charismatic Leaders in Entrepreneurial Organisations
14: Leadership development: Past, present and future
15: Psychoanalytic approaches
16: Leadership Beyond the Leader to Relationship Quality
17: The Myth of the Passions: Reason, Emotions and Ethics in Leadership*
18: Responsible Leadership: From Theory Building to Impact Mobilisation
19: Self-regulatory Focus and Leadership: It’s All about Context
Part 3: Through: Leadership Seen through Contemporary Frames
20: Critiquing Leadership and Gender Research through a Feminist Lens
21: Problematising Communication and Providing Inspiration: The Potential of a CCO Perspective for Leadership Studies
22: Leading as Aesthetic and Artful Practice: It’s not Always Pretty
23: Process Theory Approaches to Leadership
24: Technology and Leadership
25: Indigenous Leadership as a Conscious Adaptive System
26: Leadership through history: Rethinking the Present and Future of Leadership via a Critical Appreciation of its Past
27: Temporal Considerations in Leadership and Followership
28: Rebuilding Leadership Theory Through Literature
Part 4: Within: Leadership as a Contextually Bound Phenomenon
29: How and Why is Context Important in Leadership?
30: Leadership Within ‘Alternatives’
31: Leadership and Culture
32: From ‘Leadership’ to ‘Leading’: Power Relations, Polyarchy and Projects
33: In Defence of Hesitant Leadership: An Ancient Chinese Perspective
34: Popular Culture and Leadership
35: The Impact of Context on Healthcare Leadership
Part 5: But: A Critical Examination of Leadership
36: On Destructive Leadership
37: Leadership and Its Alternatives
38: Paradoxes in Agentic and Communal Leadership
39: Leadership Dialectics
40: Care and Caring Leadership: Positive Attractions and Critical Asymmetries
41: Politicising the Leader’s Body: From Oppressive Realities to Affective Possibilities
42: Leadership as (New) Material(ities) Practices: Intra-Acting, Diffracting and Agential-Cutting with Karen Barad
43: Leadership Representation: A Critical Path to Equity
Index