Leadership Development & Practice

VOLUME ONE: INDIVIDUAL LEADER DEVELOPMENT Part One: Overview Advances in Leader and Leadership Development: A Review of 25 Years of Research and Theory - David Day et al. Part Two: Coaching Coaching Leaders in Middle and Executive Management: Goals, Performance, Buy-in - Stephen Boweles et al. Behind Closed Doors: What Really Happens in Executive Coaching - Douglas Hall, Karen Otazo and George Hollenbeck Part Three: Mentoring Mentors Providing Challenge and Support: Integrating Concepts from Teacher Mentoring in Education and Organizational Mentoring in Business - Rajashi Ghosh Maximizing Returns on Mentoring: Factors Affecting Subsequent Protege Performance - Scott Tonidandel, Derek Avery and McKensy Phillips Part Four: EQ Emotional Intelligence Training: A Case of Caveat Emptor - Nicholas Clarke Emotions in Leadership Development: A Critique of Emotional Intelligence - Mary Fambrough and Rama Kaye Hart Part Five: Capability/Competencies Developing Leadership Capability: What's Inside the Black Box? - Jay Conger Competencies for Leadership Development: What's Hot and What's Not When Assessing Leadership - Implications for Organization Development - William Gentry and Jean Brittain Leslie Part Six: Authentic Can You See the Real Me? A Self-based Model of Authentic Leadership and Follower Development - William Gardner et al. Executive Development through Consciousness-Raising Experiences - Philip Mirvis Facilitating Authentic Becoming - Matthew Eriksen Part Seven: Transformational Effects of Transformational Leadership Training on Attitudinal and Financial Outcomes: A Field Experiment - Julian Barling, Tom Weber and Kevin Kelloway Transformational Leadership Development Programs: Creating Long-Term Sustainable Change - Manfred F.R. Kets de Vries and Konstantin Korotov Part Eight: Personality and Personalization Developing Leadership Character in Business Programs - Mary Crossan et al. Up Close and Personal: Building Foundations for Leaders' Development through the Personalization of Management Learning - Gianpiero Petriglieri, Jack Denfeld Wood and Jennifer Louise Petriglieri Part Nine: Charisma Can Charisma Be Taught? Tests of Two Interventions - John Antonakis, Marika Fenley and Sue Liechti Part Ten: Goal-Setting Go for the Goal(s): Relationship between Goal Setting and Transfer of Training Following Leadership Development - Stefanie Johnson et al. Part Eleven: Self-Directed Leader Development and Identity Identity, Deep Structure, and the Development of Leadership Skill - Robert Lord and Rosalie Hall The Role of Self-Reflection, Emotional Management of Feedback, and Self-Regulation Processes in Self-Directed Leadership Development - Paul Nesbit VOLUME TWO: LEADERSHIP DEVELOPMENT IN CONTEXT Part One: Artistic Approaches Pop Goes the Program: Using Popular Culture Artifacts to Educate Leaders - Jamie Callahan and Manda Rosser Learning to Lead, Unscripted: Developing Affiliative Leadership through Improvisational Theatre - Suzanne Gagnon, Heather Vough and Robert Nickerson New Ways to Leadership Development: A Picture Paints a Thousand Words - Birgit Schyns et al. Part Two: Measurement Estimating the Return on Leadership Development Investment - Bruce Avolio, James Avey and David Quisenberry Evaluating Executive Leadership Programs: A Theory of Change Approach - Karen Watkins, Igunn Hybertsen Lyso and Kathleen deMarrais Part Three: Early Career Becoming a Leader: Early Career Challenges Faced by MBA Graduates - Beth Benjamin and Charles O'Reilly Part Four: Public Sector The Design and Evaluation of a Leadership Programme for Experienced Chief Executives from the Public Sector - Frank Blackler and Andy Kennedy Part Five: Crisis Leadership Development: Crisis, Opportunities and the Leadership Concept - Joana Probert and Kim Turnbull-James Part Six: Gender and Diversity Taking Gender into Account: Theory and Design for Women's Leadership Development Programs - Robin Ely, Herminia Ibarra and Deborah Kolb Building Diversity in the Pipeline to Corporate Leadership - Claire McCarty Kilian, Dawn Hukai and C. Elizabeth McCarty Part Seven: Experiential Learning The Live In-Class CEO Intervention: A Capstone Experiential Technique for Leadership Development - Nicholas Rashford and Joao Neiva de Figueiredo Developing Leaders via Experience: The Role of Developmental Challenge, Learning Orientation, and Feedback Availability - D. Scott DeRue and Ned Wellman Part Eight: Cross-Cultural and Global Rethinking the Role of Management Development in Preparing Global Business Leaders - Kathryn Aten, Luciara Nardon and Richard Steers Part Nine: Action Learning Developing Managers as Learners and Researchers: Using Action Learning and Action Research - Joeph Raelin and David Coghlan Leadership Development via Action Learning - H. Skipton Leonard and Fred Lang Part Ten: Service Learning Developing Responsible Global Leaders through International Service-Learning Programs: The Ulysses Experience - Nicola Pless, Thomas Maak and Guenter Stahl Sigler Developing Enlightened Leaders for Industry and Community: Executive Education and Service-Learning - Kenneth Rhee and Tracey Honeycutt Part Eleven: Social Responsibility The Use of Benevolent Leadership Development to Advance Principles of Responsible Management Education - Fahri Karakas, Emine Sarigollu and Alperen Manisaligil Part Twelve: Online Leadership Development Developing Leaders in Cyber-Space: The Paradoxical Possibilities of On-Line Learning - Donna Ladkin et al. Blended Learning Working in a Leadership Development Programme - Elaine Voci and Kevin Young VOLUME THREE: LEADERSHIP DEVELOPMENT IN THE PLURAL Part One: Team Leadership Developing Team Leadership Capability - Frederick Moregeson, Dennis Lindoerfer and David Loring Team Leadership: Critical Steps to Great Projects - Dennis O'Connor and Leodones Yballe Building Highly Developed Teams: Focusing on Shared Leadership Processes, Efficacy, Trust, and Performance - Bruce Avolio et al. Part Two: Team Coaching Towards Co-constructed Coaching: Exploring the Integration of Coaching and Co-constructed Autoethnography in Leadership Development - Steve Kempster and Marian Iszatt-White Leadership Group Coaching in Action: The Zen of Creating High Performance Teams - Manfred Kets de Vries Part Three: Network Development How to Build Social Capital with Leadership Development: Lessons from an Explorative Case Study of a Multibusiness Firm - Eva Bilhuber Galli and Guenter Muller-Stewens Networks and Leadership Development: Building Linkages for Capacity Acquisition and Capital Accrual - Kathryn Bartol and Xiaomeng Zhang Part Four: Collaborative Approaches Does Action Learning Promote Collaborative Leadership? - Joseph Raelin Creating a Collaborative Leadership Network: An Organic View of Change - Carol Mullen and Frances Kochan Using the Facilitative Leader Approach to Create an Organizational Culture of Collaboration - Roger Schwarz Part Five: Relational Approaches Capturing Sociality in the Movement between Frames: An Illustration from Leadership Development - Brigid Carroll and Barbara Simpson Relationship-based Approach to Leadership: Development of Leader-Member Exchange (LMX) Theory of Leadership over 25 Years: Applying a Multi-Level Multi-Domain Perspective - George Graen and Mary Uhl-Bien Social Capital and Leadership Development: Building Stronger Leadership through Enhanced Relational Skills - Shelly McCallum and David O'Connell Part Six: Community Leadership Development Social Entrepreneurship and Community Leadership: A Service-Learning Model for Management Education - Barrie Litzky, Veronica Godshalk and Cynthia Walton-Bongers Community Leadership Development - Philip Kirk and Anna Marie Shutte VOLUME FOUR: CRITICAL APPROACHES AND PERSPECTIVES Part One: Critique Critical and Alternative Approaches to Leadership Learning and Development - Gareth Edwards et al. Management Education as if Both Matter - Jonathan Gosling and Henry Mintzberg How Can We Train Leaders if We Do Not Know What Leadership Is? - Richard Barker Don't Bother Putting Leadership into People - Joseph Raelin Part Two: Critical Theory Psychodynamic and Critical Perspectives on Leadership Development - Kiran Trehan Toward a Critical HRD in Theory and Practice - Tara Fenwick Part Three: Critical Teaching Teaching Leadership Critically to MBAs: Experiences from Heaven and Hell - Amanda Sinclair Critical Management Education and Action-based Learning: Synergies and Contradictions - Michael Reynolds and Russ Vince Learning through Reflective Classroom Practice: Applications to Educate the Reflective Manager - Patricia Raber Hedberg Part Four: Implicit Leadership Theories Teaching Implicit Leadership Theories to Develop Leaders and Leadership: How and Why It Can Make a Difference - Birgit Schyns et al. Part Five: Leadership as Practice Leadership as Practice: Challenging the Competency Paradigm - Brigid Carroll, Lester Levy and David Richmond Threshold Concepts and Modalities for Teaching Leadership Practice - Jeffrey Yip and Joseph Raelin Becoming a Leader: A Co-produced Autoethnographic Exploration of Situated Learning of Leadership Practice - Steve Kempster and James Stewart Part Six: Creativity Leadership Jazz: An Exercise in Creativity - Mark Lengnick-Hall and Cynthia Lengnick-Hall Experiential Development and Mentoring Processes for Leaders for Innovation - Ginamarie Scott Ligon, James Wallace and Holly Osburn Part Seven: Discourse theory Leadership Development as Identity Construction - Brigid Carroll and Lester Levy Organizational Discourse and New Organization Development Practices - Robert Marshak and David Grant Part Eight: Reflexivity Reflexive Management Learning: An Integrative Review and a Conceptual Typology - Richard Cotter and John Cullen Executive MBA Programs: The Development of the Reflective Executive - Karina De Dea Roglio and Gregory Light