Description
This text contains chapters on implementing the organization’s mission, structure, culture and strategy written by leading scholars in the field. Key features: Updated coverage of shared leadership, culture, inclusion, and capacity building Classic leadership theories, with updated chapters covering transformational leadership, charismatic leadership, servant leadership, and followership theory Dr. Gill Robinson Hickman is professor emerita in the Jepson School of Leadership Studies, University of Richmond. An inaugural faculty member of the Jepson School, she participated in its institution building and course development and has held positions as dean, professor of Public Administration, and Human Resource director. She has published several books and numerous articles/book chapters in the field of leadership studies. Her experience has led to invitations as presenter at the China Executive Leadership Academy Pudong (CELAP), Shanghai, China; the Leadership in Central Europe Conference at Palacky University in Olomouc, Czech Republic; and a panel member at international conferences in Amsterdam, The Netherlands, Guadalajara, Mexico, and Canada. She was a faculty presenter at the prestigious Salzburg Seminar in Salzburg, Austria and at the University of the Western Cape in South Africa where she presented a conceptual framework for leadership and transformation for regional governments in South Africa. 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
