Key Concepts in Leadership

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This wide-ranging, interdisciplinary book provides readers with a complete introduction to the essentials of leadership. Included here are accessible and insightful entries on what leadership is, how it is practiced and the relevant strengths and pitfalls. The book provides a one stop introductory guide to one of the most central and contested concepts in the social sciences.

An invaluable reference tool, it contains consistent, concise and authoritative entries on:

  • The Eight Questions of Leadership
  • The Five Minds of the Manager
  • Leadership and Psychology
  • Developmental Approaches to Leadership
  • Functional Leadership
  • Leadership Practice
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Product Details

  • ISBN-13: 9781849205894
  • Publisher: SAGE Publications
  • Publication date: 9/20/2012
  • Series: SAGE Key Concepts Series
  • Pages: 164
  • Product dimensions: 6.60 (w) x 9.40 (h) x 0.50 (d)

Meet the Author

Professor Jonathan Gosling is Professor of Leadership at the Centre for Leadership Studies, University of Exeter, specializing in studying the leadership challenges of culturally diverse and boundary-spanning organizations.

His work is published in journals such as Leadership, Harvard Business Review, Organization, Studies in Higher Education and Social Epistemology. His most recent book is Fictional Leaders: Heroes, Villains and Absent Friends, which also includes a chapter by Dr Jones.

Professor Gosling, a graduate of the University of East Anglia, plays a significant role in the ‘greening’ of management education worldwide and is co-founder of the “One Planet MBA” at Exeter. He worked for many years as a community mediator and on other interventions inspired by psychodynamic perspectives on power and organizing.

He is currently researching the leadership of malaria elimination programmes, of sustainable supply chains in China, and of professional organisations (universities, healthcare, accountancy and consultancy firms, etc.). He served as Distinguished Visiting Professor at INSEAD, France and similar roles in Canada, New Zealand and Sweden; is currently a Visiting Professor at Copenhagen Business School, a fellow of the International Management Academy, the Windsor Leadership Trust and of the Singapore Civil Service College. He is co-founder of and is a sailor, spouse and parent.

Dr Stephanie Jones is Associate Professor of Organizational Behavior at Maastricht School of Management, having graduated with a Ph D from University College London, and a Bachelor’s degree (in History) from the London School of Economics. Dr Jones has authored over 25 full-length internationally-published books on business and management – three of them with Professor Jonathan Gosling.

She teaches MBA students across the world, especially courses on leadership, culture and change. Her teaching locations include Kuwait, Egypt, Yemen, China, Vietnam, Peru, Surinam, Kazakhstan and several African countries. With a background managing businesses in recruitment, consulting, and training operations in China, India, the Middle East and Australia, Dr Jones gained extensive experience in the corporate sector before returning to academe a decade ago.

She is still active in consulting and training. Dr Jones also supervises student theses, at Doctoral, Masters and Diploma level, assessing and evaluating theses around the world. Napoleonic Leadership: a study in power is her third book with Professor Gosling, the others being Nelson’s Way and Key Concepts in Leadership.

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Table of Contents

List of Tables ix

About the Authors x

Acknowledgements xi

How to use this book xii

Introduction xiv

Leadership Definition, Theory and Practice xvii

1 Accommodating Leadership and Competitive Leadership 1

2 Analytical Leadership and an Intuitive, Instant Leadership Approach 4

3 Authoritarian Leadership and Participative Leadership 9

4 Avoiding Leadership and Involved Leadership 15

5 Behind-the-scenes Leadership and Leading from the Front 18

6 Broad-based Leadership and Functional Leadership 23

7 Change-oriented Leadership and Continuity-based Leadership 27

8 'Chillaxed Leadership' and 'Leadaholics' 32

9 Coaching and Mentoring-oriented Leadership and Directive, Telling-what-to-do Leadership 36

10 Colleague-leading and Leading Prima Donnas 42

11 'Company-branded' Leadership and 'Individual-branded' Leadership 45

12 Compromising Leadership and Co-operative Leadership 49

13 Developmental-oriented Leadership and Job-hopping Leadership 55

14 Diversity Leadership and Leading Homogeneity 61

15 Eastern-style Leadership and Western-style Leadership - Contrasting and Converging National Cultures 66

16 Employee Leading and Volunteer Leading 72

17 EQ-oriented Leadership and IQ-oriented Leadership 76

18 Expert Leadership and Generalist Leadership 80

19 Extrovert Leadership and Introvert Leadership 85

20 Finance-oriented Leadership and Marketing-oriented Leadership 89

21 Global Leadership and Worldly Leadership 95

22 Goal-oriented Leadership and Opportunistic Leadership 100

23 'Here-and-now' Leadership and Legacy Leadership 105

24 HR-oriented Leadership and Production-oriented Leadership 108

25 Implementer Leadership and Shaper-driver Leadership 116

26 Individualistic Leadership and Relationship-oriented Leadership 120

27 Inspirational Leadership and Low-key Leadership 126

28 Interim Leadership and Tenured Leadership 130

29 Knee-jerk Leadership and Reflective Leadership 133

30 Long-term Leadership and Project Management Leadership 137

31 Macro-leadership and Micro-leadership 140

32 Nurturing Leadership and Toxic Leadership 145

33 Pragmatic Leadership and Principles-driven Leadership 149

Conclusion 155

Bibliography 157

Concept Index 161

Name Index 164

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