Leadership Horizons – serie

Great literature provides didactic commentaries on universal themes in the drama of life and visceral lessons on leadership. The careful reading of timeless novels position readers to emerge as astute protagonists in their own stories in the context of the grander narrative and internalize universal themes of the human story. Students of the great works of literature also emerge culturally literate, with a better understanding of themselves and others in relation to nobler virtues, traditions, and purposes. In addition to demonstrating great works of literature as among the first formal books on leadership, this book makes explicit connections between the study of literature and the research found in leadership and management studies. This book: Provides a bridge between the robust literary world and the leadership and management genre. Demonstrates how language and literature uniquely develop leaders to have a sophisticated understanding of historical and contemporary cultures, events, and people. Documents how powerful narratives either promote or diminish human flourishing. Illustrates the usefulness of all great literature and stories in shaping engaging and compelling workplace narratives that inspire and engage the collective. Equips leaders and managers with the knowledge and skills to embrace the drama of leadership and engage in meaningful sensemaking to help organizations thrive. Encourages readers to be connoisseurs of great works of literature and include such works in their leadership libraries. This book is ideal for the initiated and uninitiated in the study of literature and leadership by making explicit complementary and relevant insights to make reading and leading much more meaningful. Those unfamiliar with great literature will gain a deeper appreciation for books serving as tutors and mentors in the ways of leadership and become more discerning readers. Those unfamiliar with the leadership genre will improve their acumen to use endearing and enduring narratives to influence people and organizations.

Today, managers, politicians, educators, and healthcare providers are highly skilled technicians who navigate modern systems. However, followers seek more than know-how; they desire moral leadership. Even leaders equipped with skills must make difficult ethical choices.This book connects philosophy to leadership by examining three representative texts from the history of philosophy: Plato’s Republic, Aristotle’s Nicomachean Ethics, and Niccolò Machiavelli’s The Prince. The leadership ideas contained in each one of these philosopher’s works were not only pioneering for their age but continue to be relevant today because they provide insight into the enduring questions of leadership. The book demonstrates the timeliness of the classical works by applying these philosophical approaches to historical and contemporary cases.This book is ideal for readers who are acquainted with philosophy and those who are uninitiated. The connections made between philosophy, leadership literature, and real-life leaders enable readers to appreciate how deeper reflection into the themes of leadership might merit scholarly attention and bear witness to the close union between the philosophy of leadership and the real world.

Leaders and managers are rightly tasked to take their organizations and communities to a desired future. They are expected to be forward looking with compelling vision statements. As a result, they are often too busy in the present managing the future to be bothered with the past. Yet it is organizational histories that provide the contexts and clues for the future. History and Leadership: The Nature and Role of the Past in Navigating the Future demonstrates that intentional historical perspective-taking provides a sort-of wisdom for doing business in the present and future and equips leaders to leverage the past to help their organizations thrive.This book appeals to several audiences. It will serve as a supplementary text for undergraduate and graduate students in both the humanities and leadership studies. The book also appeals to practicing leaders and managers who wish to develop their emotional, cultural, and social intelligence by exploring perennial issues and lessons found in well-developed histories. This book also serves as a stand-alone read for a range of professionals who want a more recreational and non-traditional read on history and leadership. The book cultivates an appreciation for history and equips readers to be connoisseurs of history for the betterment of themselves and society.

Leaders and managers are rightly tasked to take their organizations and communities to a desired future. They are expected to be forward looking with compelling vision statements. As a result, they are often too busy in the present managing the future to be bothered with the past. Yet it is organizational histories that provide the contexts and clues for the future. History and Leadership: The Nature and Role of the Past in Navigating the Future demonstrates that intentional historical perspective-taking provides a sort-of wisdom for doing business in the present and future and equips leaders to leverage the past to help their organizations thrive.This book appeals to several audiences. It will serve as a supplementary text for undergraduate and graduate students in both the humanities and leadership studies. The book also appeals to practicing leaders and managers who wish to develop their emotional, cultural, and social intelligence by exploring perennial issues and lessons found in well-developed histories. This book also serves as a stand-alone read for a range of professionals who want a more recreational and non-traditional read on history and leadership. The book cultivates an appreciation for history and equips readers to be connoisseurs of history for the betterment of themselves and society.

From cathedrals to cubicles, people go to great lengths and expense to design their living and working environments. They want their spaces to be places where they enjoy being, reflecting who they are and what they care about. The resultant environments in turn become loud, albeit unvocal, leaders for people occupying those corresponding spaces. The design and use of work and living spaces typifies and thematizes expectations for the group. Essentially, the architecture of rooms, buildings and cities creates cultures by conveying explicit and implicit messages. This is evident when people approach and walk into St. Basil’s Cathedral in Moscow, the Forbidden City in Beijing, the Sydney Opera House in Sydney, Australia, the Jewish Museum in Berlin, or the Rothko Chapel in Houston, to name some examples. While leaders oftentimes lack the resources to have their spaces mirror the greatest architectural achievements of the world, they are in a position to use the art and science of architecture, at whatever scale is available, to their advantage. The creative and intentional use of space and place advances and promotes cherished values and enhances organizational effectiveness. This book explores the essence of good architecture and establishes relevant connections for leaders and managers to strategically design and use the organizational workplace and space to support their mission and purpose, and create aesthetically meaningful work environments. It equips leaders to be culturally astute on what defines good architecture and to incorporate principles of beauty in their leadership practices accordingly and will be of interest to researchers, academics, professionals, and students in the fields of leadership, organizational studies, and architecture theory and practice.

From cathedrals to cubicles, people go to great lengths and expense to design their living and working environments. They want their spaces to be places where they enjoy being, reflecting who they are and what they care about. The resultant environments in turn become loud, albeit unvocal, leaders for people occupying those corresponding spaces. The design and use of work and living spaces typifies and thematizes expectations for the group. Essentially, the architecture of rooms, buildings and cities creates cultures by conveying explicit and implicit messages. This is evident when people approach and walk into St. Basil’s Cathedral in Moscow, the Forbidden City in Beijing, the Sydney Opera House in Sydney, Australia, the Jewish Museum in Berlin, or the Rothko Chapel in Houston, to name some examples. While leaders oftentimes lack the resources to have their spaces mirror the greatest architectural achievements of the world, they are in a position to use the art and science of architecture, at whatever scale is available, to their advantage. The creative and intentional use of space and place advances and promotes cherished values and enhances organizational effectiveness. This book explores the essence of good architecture and establishes relevant connections for leaders and managers to strategically design and use the organizational workplace and space to support their mission and purpose, and create aesthetically meaningful work environments. It equips leaders to be culturally astute on what defines good architecture and to incorporate principles of beauty in their leadership practices accordingly and will be of interest to researchers, academics, professionals, and students in the fields of leadership, organizational studies, and architecture theory and practice.

Today, managers, politicians, educators, and healthcare providers are highly skilled technicians who navigate modern systems. However, followers seek more than know-how; they desire moral leadership. Even leaders equipped with skills must make difficult ethical choices.This book connects philosophy to leadership by examining three representative texts from the history of philosophy: Plato’s Republic, Aristotle’s Nicomachean Ethics, and Niccolò Machiavelli’s The Prince. The leadership ideas contained in each one of these philosopher’s works were not only pioneering for their age but continue to be relevant today because they provide insight into the enduring questions of leadership. The book demonstrates the timeliness of the classical works by applying these philosophical approaches to historical and contemporary cases.This book is ideal for readers who are acquainted with philosophy and those who are uninitiated. The connections made between philosophy, leadership literature, and real-life leaders enable readers to appreciate how deeper reflection into the themes of leadership might merit scholarly attention and bear witness to the close union between the philosophy of leadership and the real world.

Great literature provides didactic commentaries on universal themes in the drama of life and visceral lessons on leadership. The careful reading of timeless novels position readers to emerge as astute protagonists in their own stories in the context of the grander narrative and internalize universal themes of the human story. Students of the great works of literature also emerge culturally literate, with a better understanding of themselves and others in relation to nobler virtues, traditions, and purposes. In addition to demonstrating great works of literature as among the first formal books on leadership, this book makes explicit connections between the study of literature and the research found in leadership and management studies. This book:Provides a bridge between the robust literary world and the leadership and management genre. Demonstrates how language and literature uniquely develop leaders to have a sophisticated understanding of historical and contemporary cultures, events, and people. Documents how powerful narratives either promote or diminish human flourishing.Illustrates the usefulness of all great literature and stories in shaping engaging and compelling workplace narratives that inspire and engage the collective.Equips leaders and managers with the knowledge and skills to embrace the drama of leadership and engage in meaningful sensemaking to help organizations thrive.Encourages readers to be connoisseurs of great works of literature and include such works in their leadership libraries. This book is ideal for the initiated and uninitiated in the study of literature and leadership by making explicit complementary and relevant insights to make reading and leading much more meaningful. Those unfamiliar with great literature will gain a deeper appreciation for books serving as tutors and mentors in the ways of leadership and become more discerning readers. Those unfamiliar with the leadership genre will improve their acumen to use endearing and enduring narratives to influence people and organizations.

Rhetoric is not about communication tips or slick methods for grabbing attention. It is, rather, a skill of understanding the point at issue in complex moments, seeing a solution, and moving people to the most desirable future. Connecting classic works of rhetoric to contemporary studies of leadership, this book draws from the long history and wisdom of rhetoric that has proven effective in the dynamic ambiguities of the leadership context. It clarifies how these works help leaders shape their environments through words — interpreting complex circumstances, framing experiences that provide group understanding, and creating a basis for structured action. From its inception, rhetoric has been about attunement to particular circumstances and recognizing the constraints and obstacles that present opportunities for the perceptive leader who can see and articulate ways of moving people forward to a more desirable future. This book makes an explicit connection between classic works and current ideas of rhetorical leadership, a growing area of higher education and research in leadership studies.

Music and Leadership: The Nature and Role of Aesthetics in Orchestrating Successful Organizations explores how music can offer fresh insight into the practice of leadership. Moving beyond traditional models focused solely on strategy and systems, the book argues that leadership is also a performative and aesthetic act. It requires timing, emotional awareness, and the ability to shape meaning. Drawing on influential works of Western classical music by Bach, Beethoven, and Stravinsky, this book demonstrates how great composers model distinct leadership approaches in moments of cultural change. The book pairs these musical case studies with well-known modern leaders such as Steve Jobs, Leonard Bernstein, and Condoleezza Rice, who illustrate how aesthetic habits can shape public influence and organizational success.At the heart of the book is the Orchestrating Success Framework, which translates core musical concepts such as motif, harmony, rhythm, and silence into practical leadership tools. Accessible to readers in business, education, and the arts, this book bridges the humanities and leadership studies in a compelling and original way. With its interdisciplinary approach and clear applications, Music and Leadership is both a challenge and an invitation to lead not just with plans and metrics but also with artistry, presence, and imagination.

This book is the third volume in the Leadership Horizons series. This series, started by Jim Meindl, is devoted to new developments in theory and research on leadership within the context of continuing and emerging organizational issues. In this spirit, the present volume delves into implicit leadership theories (ILTs), and opens intriguing new avenues for research on ILTs, but does so while maintaining an eye on the past. For example, the book offers valuable historical perspectives from those who were "there" - Dov Eden and Uriel Leviatan share the inside scoop on the origination of the concept of ILTs, and Bob Lord traces the evolution of social-cognitive perspectives with respect to work on ILTs - while all authors raise interesting questions and offer important new directions to advance this work well into the future. It features a wide range of scholars and perspectives, and practical implications are implicit and explicit throughout the volume. The book offers a valuable resource for researchers, students, and practitioners interested in leadership and social cognition in the workplace.

This book is the third volume in the Leadership Horizons series. This series, started by Jim Meindl, is devoted to new developments in theory and research on leadership within the context of continuing and emerging organizational issues. In this spirit, the present volume delves into implicit leadership theories (ILTs), and opens intriguing new avenues for research on ILTs, but does so while maintaining an eye on the past. For example, the book offers valuable historical perspectives from those who were "there" - Dov Eden and Uriel Leviatan share the inside scoop on the origination of the concept of ILTs, and Bob Lord traces the evolution of social-cognitive perspectives with respect to work on ILTs - while all authors raise interesting questions and offer important new directions to advance this work well into the future. It features a wide range of scholars and perspectives, and practical implications are implicit and explicit throughout the volume. The book offers a valuable resource for researchers, students, and practitioners interested in leadership and social cognition in the workplace.

The majority of leadership theories and studies have tended to emphasize the personal background, personality traits, perceptions, and actions of leaders. From this perspective, the followers have been viewed as recipients or moderators of the leader's influence, and as vehicles for the actualization of the leader's vision, mission or goals. One of the major challengers of this dominant view was the late James R. Meindl. As an alternative to the leader-centric perspective on leadership, Meindl offered a follower-centric approach that views both leadership and its consequences as largely constructed by followers and hence influenced by followers' cognitive processes and inter-follower social influence processes. As a tribute to Jim Meindl and his contributions to the field of leadership studies, Information Age Publishing is releasing a book on follower-centered approaches to leadership. The book covers a wide variety of perspectives that acknowledge the active roles of followers in the leadership process. These include the psychoanalytical perspective, leadership categorization theory, social identity theory, the shared leadership approach, attribution of charisma through social networks, the role of the media in constructing images of the leader, the social construction of followership, vision implementation by followers and a post modern approach to followership. It is hoped that the volume will provoke readers to reflect upon and extend Jim Meindl's seminal work on followership. ars and practitioners curious about the nature of research on leadership, both those with much research exposure and those new to the field.

The majority of leadership theories and studies have tended to emphasize the personal background, personality traits, perceptions, and actions of leaders. From this perspective, the followers have been viewed as recipients or moderators of the leader's influence, and as vehicles for the actualization of the leader's vision, mission or goals. One of the major challengers of this dominant view was the late James R. Meindl. As an alternative to the leader-centric perspective on leadership, Meindl offered a follower-centric approach that views both leadership and its consequences as largely constructed by followers and hence influenced by followers' cognitive processes and inter-follower social influence processes. As a tribute to Jim Meindl and his contributions to the field of leadership studies, Information Age Publishing is releasing a book on follower-centered approaches to leadership. The book covers a wide variety of perspectives that acknowledge the active roles of followers in the leadership process. These include the psychoanalytical perspective, leadership categorization theory, social identity theory, the shared leadership approach, attribution of charisma through social networks, the role of the media in constructing images of the leader, the social construction of followership, vision implementation by followers and a post modern approach to followership. It is hoped that the volume will provoke readers to reflect upon and extend Jim Meindl's seminal work on followership. ars and practitioners curious about the nature of research on leadership, both those with much research exposure and those new to the field.

This book introduces leadership and organizational scholars to the potenial of complexity science for broadening leadership study beyond its traditional focus on leaders’ actions and influence, to a consideration of leadership as a broader, dynamically and interactive organizing process. The book offers a primer on complexity science and its applications to organization studies, and compares the logics of complexity science with those underlying traditional leadership approaches. It describes methodological approaches for studying leadership from a complexity perspective, and offers examples of applications of complexity science to leadership theory. Chapters are written by top scholars in complexity and leadership theory.

This book introduces leadership and organizational scholars to the potenial of complexity science for broadening leadership study beyond its traditional focus on leaders’ actions and influence, to a consideration of leadership as a broader, dynamically and interactive organizing process. The book offers a primer on complexity science and its applications to organization studies, and compares the logics of complexity science with those underlying traditional leadership approaches. It describes methodological approaches for studying leadership from a complexity perspective, and offers examples of applications of complexity science to leadership theory. Chapters are written by top scholars in complexity and leadership theory.

Leaders and followers live in a relational world—a world in which leadership occurs in complex webs of relationships and dynamically changing contexts. Despite this, our theories of leadership are grounded in assumptions of individuality and linear causality. If we are to advance understandings of leadership that have more relevance to the world of practice, we need to embed issues of relationality into leadership studies.This volume addresses this issue by bringing together, for the first time, a set of prominent scholars from different paradigmatic and disciplinary perspectives to engage in dialogue regarding how to meet the challenges of relationality in leadership research and practice. Included are cutting edge thinking, heated debate, and passionate perspectives on the issues at hand. The chapters reveal the varied and nuanced treatments of relationality that come from authors’ alternative paradigmatic (entity, constructionist, critical) views. Dialogue scholars—reacting to the chapters—engage in spirited debate regarding the commensurability (or incommensurability) of the paradigmatic approaches. The editors bring the dialogue together with introductory and concluding chapters that offer a framework for comparing and situating the competing assumptions and perspectives spanning the relational leadership landscape. Using paradigm interplay they unpack assumptions, and lay out a roadmap for relational leadership research. A key takeaway is that advancing relational leadership research requires multiple paradigmatic perspectives, and scholars who are conversant in the assumptions brought by these perspectives.The book is aimed at those who feel that much of current leadership thinking is missing the boat in today’s complex, relational world. It provides an essential resource for all leadership scholars and practitioners curious about the nature of research on leadership, both those with much research exposure and those new to the field.

Leaders and followers live in a relational world—a world in which leadership occurs in complex webs of relationships and dynamically changing contexts. Despite this, our theories of leadership are grounded in assumptions of individuality and linear causality. If we are to advance understandings of leadership that have more relevance to the world of practice, we need to embed issues of relationality into leadership studies.This volume addresses this issue by bringing together, for the first time, a set of prominent scholars from different paradigmatic and disciplinary perspectives to engage in dialogue regarding how to meet the challenges of relationality in leadership research and practice. Included are cutting edge thinking, heated debate, and passionate perspectives on the issues at hand. The chapters reveal the varied and nuanced treatments of relationality that come from authors’ alternative paradigmatic (entity, constructionist, critical) views. Dialogue scholars—reacting to the chapters—engage in spirited debate regarding the commensurability (or incommensurability) of the paradigmatic approaches. The editors bring the dialogue together with introductory and concluding chapters that offer a framework for comparing and situating the competing assumptions and perspectives spanning the relational leadership landscape. Using paradigm interplay they unpack assumptions, and lay out a roadmap for relational leadership research. A key takeaway is that advancing relational leadership research requires multiple paradigmatic perspectives, and scholars who are conversant in the assumptions brought by these perspectives.The book is aimed at those who feel that much of current leadership thinking is missing the boat in today’s complex, relational world. It provides an essential resource for all leadership scholars and practitioners curious about the nature of research on leadership, both those with much research exposure and those new to the field.

Previous books of the Leadership Horizon Series showed unequivocally how both leaders and followers play an equally important part in the co-production of leadership outcomes, and how leader and follower identities are fluid, so that the same individual can enact both at different times. This book stretches the notion of leadership a step further by exploring the co-enactment of both roles, identities, and positions of leader and follower by one same individual. This individual is defined as a connecting leader, as in this co-enactment he/she functions as connector between different leadership relationships.The concept of connecting leader emerges from the observation that most individuals in organizations engage in the leader-follower role co-enactment: managers, pulled between executives and reportees; CEOs, between the board and the head of departments; or employees involved in cross functional teams, leading and following in different degrees, subject to their expertise. Yet, despite its pervasiveness this concept is at best under theorized by the literature, which, dominated by dyadic and romanticized views, mostly presents the roles as enacted by separate individuals facing each other.To advance our understanding of connecting leaders the editor proposes to shift our focus on leadership in three ways: to unpack the interconnectedness and interplay of leader and follower identities; to investigate the tensions arising from the co-enactment and how these can be overcome; to widen the way in which we study leadership, through new configurations (e.g. leadership triads) and ontologies; and finally to consider the similarities between leading and following. The book chapters are organized to mirror these areas of exploration. Understanding leadership from a perspective that acknowledges that many individuals in organizations are not just leaders or followers, but both, democratizes the way we theorize leadership, and moves us further away from the temptation to romanticize it.

Previous books of the Leadership Horizon Series showed unequivocally how both leaders and followers play an equally important part in the co-production of leadership outcomes, and how leader and follower identities are fluid, so that the same individual can enact both at different times. This book stretches the notion of leadership a step further by exploring the co-enactment of both roles, identities, and positions of leader and follower by one same individual. This individual is defined as a connecting leader, as in this co-enactment he/she functions as connector between different leadership relationships.The concept of connecting leader emerges from the observation that most individuals in organizations engage in the leader-follower role co-enactment: managers, pulled between executives and reportees; CEOs, between the board and the head of departments; or employees involved in cross functional teams, leading and following in different degrees, subject to their expertise. Yet, despite its pervasiveness this concept is at best under theorized by the literature, which, dominated by dyadic and romanticized views, mostly presents the roles as enacted by separate individuals facing each other.To advance our understanding of connecting leaders the editor proposes to shift our focus on leadership in three ways: to unpack the interconnectedness and interplay of leader and follower identities; to investigate the tensions arising from the co-enactment and how these can be overcome; to widen the way in which we study leadership, through new configurations (e.g. leadership triads) and ontologies; and finally to consider the similarities between leading and following. The book chapters are organized to mirror these areas of exploration. Understanding leadership from a perspective that acknowledges that many individuals in organizations are not just leaders or followers, but both, democratizes the way we theorize leadership, and moves us further away from the temptation to romanticize it.

This series is devoted to new developments and fresh perspectives in theory and research on leadership, within the context of continuing and emerging organizational issues. The series embraces a broad definition of leadership phenomena, including a focus on people, positions, processes, relationships, and situations. The series will advance an applied scholarship model, wherein sound academic work is connected, either directly or more speculatively, to real-world problems and controversies. The series seeks to promote work that aggressively pushes beyond current leadership orthodoxy and critically examines conventional thinking and practices. The series will represent a wide range of organizational, industry, national and global leadership issues. The series will feature entire volumes written by authors and edited volumes with multiple contributors. The series is intended to appeal to academic researchers and professional analysts, and to university instructors looking for thought provoking reference material for classroom use.

This series is devoted to new developments and fresh perspectives in theory and research on leadership, within the context of continuing and emerging organizational issues. The series embraces a broad definition of leadership phenomena, including a focus on people, positions, processes, relationships, and situations. The series will advance an applied scholarship model, wherein sound academic work is connected, either directly or more speculatively, to real-world problems and controversies. The series seeks to promote work that aggressively pushes beyond current leadership orthodoxy and critically examines conventional thinking and practices. The series will represent a wide range of organizational, industry, national and global leadership issues. The series will feature entire volumes written by authors and edited volumes with multiple contributors. The series is intended to appeal to academic researchers and professional analysts, and to university instructors looking for thought provoking reference material for classroom use.

A collection of papers which examine the reinvention of leadership education for the 21st century.

A collection of papers which examine the reinvention of leadership education for the 21st century.

Destructive leadership has become an umbrella term for a range of toxic leader behaviors, intentional or unintentional, which are associated with negative outcomes for followers and/or organizations (Einarsen et al., 2007; Krasikova et al., 2013; Mitchell et al., 2023; Schyns & Schilling, 2013; Thoroughgood, 2021). By contrast, dark leadership concerns the psychological mindset of the leaders, not just what they do, but also why they do it (Hogan & Sherman, 2022). To this end, it assesses the traits, motives, abilities, and perceptual tendencies that lead to patterns of toxic leader behaviors that we label as being destructive (see Hogan et al., 2021).This book is intended to provide an in depth look at the topic of Dark and Destructive Leadership. Our author teams have provided insights into the origins and history of dark leadership, the personality and developmental antecedents associated with destructive leadership behaviors, the differential reaction of various types of followers to these toxic leadership styles, advances in the assessment and analysis of dark and destructive leadership styles, the differential display of these characteristics based on gender, and what we currently know about developmental and training interventions for leaders in danger of being derailed by these characteristics.