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SAGE Publications
Key Concepts in Leadership / Edition 1

Key Concepts in Leadership / Edition 1

by Jonathan Gosling
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  • Product Details

    ISBN-13: 2901849205893
    Publisher: SAGE Publications
    Publication date: 09/20/2012
    Series: SAGE Key Concepts Series
    Pages: 164
    Product dimensions: 6.00(w) x 1.25(h) x 9.00(d)

    About 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.

    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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