Leading Organizations

Perspectives for a New Era
Third Auflage
ISBN: 978-1-4833-4669-4
Verlag: Sage Publications, Inc

Buch, Englisch, 808 Seiten, Format (B × H): 178 mm x 254 mm, Gewicht: 1489 g

Featuring readings from 44 prominent U.S. and international scholars in a variety of disciplines, Leading Organizations: Perspectives for a New Era, Third Edition aims to increase the reader’s understanding of shared responsibility for leadership. Editor Gill Robinson Hickman prepares readers for the study and practice of leadership by providing an overarching framework illustrated in the Introduction, which outlines the components of leadership in organizations. The text has been divided into eight succinct parts for the reader to easily maneuver between leadership components including 1. The Context of New Era Organizations, 2. Current Theories and Concepts of Leadership and Followership,3. Shared or Collective Leadership, 4. Culture and Inclusion, 5. Ethics, 6. Organizational Change, 7. Capacity Building, and 8. Social Responsibility. The comprehensiveness of this text, coupled with the opportunity to learn from the most prominent theorists and leadership scholars today, makes this an essential resource for courses in leadership studies.

Autoren/Hrsg.

Hickman, Gill Robinson

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Organisationstheorie, Organisationssoziologie, Organisationspsychologie

Inhaltsverzeichnis

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

Über Autor(innen)

Hickman, Gill Robinson
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.