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The SAGE Handbook of Leadership
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The SAGE Handbook of Leadership

Second Edition
Edited by:


600 pages | SAGE Publications Ltd

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

Michelle Bligh, Brigid Carroll, Olga Epitropaki, Magnus Larsson and Doris Schedlitzki
Introduction
Magnus Larsson
Part 1: Between: Leadership as a Social, Socio-cognitive and Practical Phenomenon
Jean-Louis Denis; Nancy Côté; Élizabeth Côté-Boileau
Chapter 1: Pluralism in studies on plural leadership: Analysis and perspectives
Lucia Crevani; Inti Lammi
Chapter 2: Leadership and practice: Re-constructing leadership as a phenomenon
Magnus Larsson, Frank Meier
Chapter 3: Leadership in Interaction
Allan Lee, Cat Holt
Chapter 4: The quality of relationships: An exploration of current Leader-Member Exchange (LMX) research and future possibilities
Daan van Knippenberg
Chapter 5: Embodying Who We Are: Social Identity and Leadership
Birgit Schyns, Gretchen V. Lester
Chapter 6: Romance of Leadership
Joshua Pearman, Emily Gerkin, Dorothy R. Carter
Chapter 7: What is “Functional” About Distributed Leadership in Teams?
Teresa Almeida, Nelson Campos Ramalho, Francisco Esteves
Chapter 8: Followship
Michelle Bligh
Part 2: About: Exploring the Individual and Interpersonal Facets of Leadership
Reinout de Vries, Jan Pletzer, Amanda Julian, Kimberley Breevaart
Chapter 9: Leadership as contextualized personality traits
Olga Epitropaki, Bryan P. Acton, Karolina W. Nieberle
Chapter 10: Implicit Leadership and Followership Theories: From the leader/follower within and between to leaders/followers in plural and in flux
Ashlea Troth, Peter Jordan, Neal Ashkanasy
Chapter 11: Leadership, Emotion Regulation and Sensemaking
Marian Iszatt-White
Chapter 12: Authentic Leadership or authenticity in leadership? Finding a better home for our leadership aspirations
Jay Conger
Chapter 13: Redefining Followership
David Day, Darja Kragt
Chapter 14: Leadership development: Past, present, and future
Yiannis Gabriel
Chapter 15: Psychoanalysis and leadership
H Martinez, Richard Boyatzis
Chapter 16: Leadership Beyond the Leader to Relationship Quality
Joanne Ciulla
Chapter 17: The Myth of the Passions: Reason, Emotions, and Ethics in Leadership
Brad Jackson; Steve Kempster; Chaturi Liyanage, Sudong Shang, Peter Sun
Chapter 18: Responsible Leadership: From Theory building to Impact Mobilisation
Marianna Delegach, Ronit Kark, Dina Van Dijk
Chapter 19: Self-Regulatory Focus and Leadership: It’s All About Context
Brigid Carroll
Part 3: Through: Leadership Seen Through Contemporary Frames
Jackie Ford; Julia Morgan
Chapter 20: Critiquing leadership and gender research through a feminist lens
Viviane Sergei
Chapter 21: Problematizing communication and providing inspiration: The potential of a CCO perspective for leadership studies
Donna Ladkin
Chapter 22: Leadership as Aesthetic and Artful Practice: It's not always Pretty
Simon Kelly
Chapter 23: Process theory approaches to leadership
Owain Smolovic-Jones, David Hollis
Chapter 24: Technology and Leadership
Chellie Spiller, Amber Nicholson
Chapter 25: Indigenous Leadership as a Conscious Adaptive System
Suze Wilson
Chapter 26: Leadership through history: Rethinking the present and future of leadership via a critical appreciation of its past
Kent Alipour, Susan Mohammed
Chapter 27: Temporal Considerations in Leadership and Followership
Martyna Sliwa
Chapter 28: Leadership and fiction
Olga Epitropaki
Part 4: Within: Leadership as a Contextually Bound Phenomenon
Burak Oc, Joseph A. Carpini
Chapter 29: How and why is context important to leadership?
Stephen Allen, Dermot O'Reilly
Chapter 30: Leadership within ‘alternatives’
Vanessa Iwowo, Peter Case and Samantha Iwowo
Chapter 31: Leadership and Culture
Stewart Clegg, Ace V. Simpson, Miguel Pina e Cunha and Arménio Rego
Chapter 32: From 'Leadership' to 'Leading': Power relations, polyarchy and projects
Ralph Bathurst and Michelle Sitong Chen
Chapter 33: In Defence of Hesitant Leadership: An Ancient Chinese Perspective
Brigitte Biehl and Suvi Satama
Chapter 34: Popular culture and leadership
Lester Levy and Kevin B. Lowe
Chapter 35: The impact of context on healthcare leadership
Doris Schedlitzki
Part 5: But: A Critical Examination of Leadership
Laura Lunsford, Art Padilla
Chapter 36: On destructive leadership
Mats Alvesson, Martin Blom, Thomas Fischer
Chapter 37: Leadership and its Alternatives
Jennifer Spar, David Waldman, Eric Kearney
Chapter 38: Paradoxes in Agentic and Communal Leadership
Gail Fairhurst, David Collinson
Chapter 39: Leadership Dialectics
Leah Tomkins
Chapter 40: Care and Caring Leadership, Positive Attractions and Critical Asymmetries
Celina McEwen, Allison Pullen, Carl Rhodes
Chapter 41: Politicising the Leader’s Body: From Oppressive Realities to Affective Possibilities
Nancy Harding
Chapter 42: Leadership as (new) material(ities) practices: Intra-acting, diffracting and agential-cutting with Karen Barad
Suzanne Gagnon; Wendy Cukier; Mohamed Elmi
Chapter 43: Leadership representation: A critical path to equity

Sometimes second editions of textbooks are merely marginal updates: additive rather than innovative. But this second edition of the SAGE Handbook of Leadership is a completely new collection of stunning chapters by eminent scholars across the globe. If there was a compulsory purchase for leadership scholars at this juncture it would be this.

Keith Grint
The University of Warwick

Doris Schedlitzki

Doris Schedlitzki is Professor in Organisational Leadership at London Metropolitan University. Doris’ main research focus is on leadership and explores the areas of cultural studies of leadership, discourse and leadership, leadership as identity, psychoanalytic approaches to leadership and the role of national language within cultural leadership studies. Recent publications include articles and Special Issues in Leadership, Scandinavian Journal of Management, Management Learning, International Journal of Management Reviews, Human Relations, International Journal of Management Education, as well as a textbook on Leadership entitled ... More About Author

Magnus Larsson

Magnus Larsson is Associate Professor at the Department of Organization, Copenhagen Business School. His main research focus is leadership and leadership development, particularly from organizational and interactional perspectives. Recent publications include articles and Special Issues in Leadership, Human Relations, Management Learning, International Journal of Business Communication, Journal of Management Development, as well as textbook chapters and a chapter on ‘Leadership in interaction’ in the Routledge Companion to Leadership. More About Author

Brigid Carroll

Brigid Carroll is a Professor in the Department of Management and International Business and holds the Fletcher Building Employee Educational Fund Chair in Leadership at the University of Auckland in New Zealand. She teaches broadly in the area of leadership, organizational  theory and qualitative research methods at undergraduate, postgraduate and executive level and does extensive cross sector leadership development work with corporate, community, professional, and youth organisations. Ongoing research themes revolve around  identity work, power, responsibility and resistance, leadership development, distributed and collective... More About Author

Michelle C. Bligh

Michelle Bligh is Dean of the School of Social Science, Policy, and Evaluation and a Professor of Organizational Behavior at Claremont Graduate University in Claremont, California. Her research interests focus on charismatic leadership, gender, interpersonal influence, and followership. She has been published in over two dozen academic journals, and she was recognized by The Leadership Quarterly as one of the top 50 most cited authors of the last decade. She also serves on the Editorial Review Boards of The Leadership Quarterly and Group and Organization Management and as Associate Editor of Leadership. Dr. Bligh has taught leadership and... More About Author

Olga Epitropaki

Olga Epitropaki is Professor of Management and Deputy Executive Dean (Research) at Durham University Business School, UK.  Her research interests include Implicit Leadership Theories, Leader-Member Exchanges, creative leadership, and leader identity. Her research has been published in top refereed journals, such as the Academy of Management Annals, Journal of Applied Psychology, Personnel Psychology, Journal of Management, Leadership Quarterly, and Journal of Organizational Behavior, among others. She is Senior Associate Editor of the Leadership Quarterly and a member of several Editorial Boards. She has an edited book ‘Creative... More About Author

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