The Oxford Handbook of Leadership and Organizations

Hardcover | April 30, 2014

EditorDavid Day

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As the leadership field continues to evolve, there are many reasons to be optimistic about the various theoretical and empirical contributions in better understanding leadership from a scholarly and scientific perspective. The Oxford Handbook of Leadership and Organizations brings together acollection of comprehensive, state-of-the-science reviews and perspectives on the most pressing historical and contemporary leadership issues - with a particular focus on theory and research - and looks to the future of the field. It provides a broad picture of the leadership field as well asdetailed reviews and perspectives within the respective areas. Each chapter, authored by leading international authorities in the various leadership sub-disciplines, explores the history and background of leadership in organizations, examines important research issues in leadership from both quantitative and qualitative perspectives, and forges new directionsin leadership research, practice, and education.

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As the leadership field continues to evolve, there are many reasons to be optimistic about the various theoretical and empirical contributions in better understanding leadership from a scholarly and scientific perspective. The Oxford Handbook of Leadership and Organizations brings together acollection of comprehensive, state-of-the-sci...

David V. Day is Winthrop Professor and Woodside Chair in Leadership and Management at The University of Western Australia Business School. He is a Fellow of the American Psychological Association and has core research interests in the areas of leadership and leadership development.

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Format:HardcoverDimensions:864 pages, 10 × 7 × 0.98 inPublished:April 30, 2014Publisher:Oxford University PressLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:0199755612

ISBN - 13:9780199755615

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Table of Contents

Part One: History and Background1. David V. Day: Introduction2. Stephen J. Zaccaro: Leadership Memes: From Ancient History and Literature to Twenty-First Century Theory and Research3. Mats Alvesson and Andre Spicer: Critical Perspectives On Leadership4. Barbara C. Crosby and John M. Bryson: Public Integrative Leadership5. Richard D. Arvey, Nan Wang, Zhaoli Song, and Wendong Li: The Biology of LeadershipPart Two: Research Issues6. John Antonakis, Samuel Bendahan, Philippe Jacquart, and Rafael Lalive: Causality and Endogeneity: Problems and Solutions7. Karin Klenke: Sculpting the Contours of the Qualitative Landscape of Leadership Research8. Mo Wang, Le Zhou, and Songqi Liu: Multilevel Issues in Leadership Research9. Emily R. Hoole and Jennifer W. Martineau: Evaluation MethodsPart Three: Leader-centric Theories and Approaches10. Joyce Bono, Winny Shen, and David J. Yoon: Personality and Leadership: Looking Back, Looking Ahead11. Ketan H. Mhatre and Ronald E. Riggio: Charismatic and Transformational Leadership: Past, Present, and Future12. Daan van Knippenberg and Daan Stam: Visionary Leadership13. Robert B. Kaiser and S. Bartholomew Craig: Destructive Leadership In and Of Organizations14. Herminia Ibarra, Sarah Wittman, and Gianpiero Petriglieri: Leadership and Identity: An Examination of Three Theories and New Research DirectionsPart Four: Follower-centric Theories and Approaches15. Jessica E. Dinh, Robert G. Lord, and Ernest Hoffman: Leadership Perception and Information Processing: Influences of Symbolic, Connectionist, Emotion, and Embodied Architectures16. Bruce J. Avolio and Fred O. Walumbwa: Authentic Leadership Theory, Research and Practice: Steps Taken and Steps that Remain17. Robert C. Liden, Alexandra Panaccio, Jeremy D. Meuser, Jia Hu, and Sandy J. Wayne: Servant Leadership: Antecedents, Processes, and Outcomes18. Sharon K. Parker and Chia-huei Wu: Leading for Proactivity: How Leaders Cultivate Staff Who Make Things HappenPart Five: Dyadic and Team-centric Theories and Approaches19. Berrin Erdogan and Talya N. Bauer: Leader-Member Exchange (LMX) Theory: The Relational Approach to Leadership20. Raymond T. Sparrowe: Leadership and Social Networks: Initiating a Different Dialog21. Ruth Wageman and Colin Fisher: Who's in Charge Here? The Team Leadership Implications of Authority Structure22. Dorothy R. Carter and Leslie A. DeChurch: Leadership in Multiteam Systems: A Network PerspectivePart Six: Special Leadership Topics, Emerging Issues, and Future Directions23. Darren C. Treadway, Jeffrey R. Bentley, Lisa M. Williams, and Angela Wallace: The Skill to Lead: The Role of Political Skill in Leadership Dynamics24. Linda K. Trevino and Michael E. Brown: Ethical Leadership25. David A. Waldman: Bridging the Domains of Leadership and Corporate Social Responsibility26. Nathan J. Hiller and Marie-Michele Beauchesne: Executive Leadership: CEOs, Top Management Teams, and Organizational-Level Outcomes27. Richard N. Osborn, Mary Uhl-Bien, and Ivana Milosevic: The Context and Leadership28. Sean T. Hannah and Ken W. Perry: Leadership in Extreme Contexts29. Mark A. Griffin and Zenobia Talati: Safety Leadership30. Felix C. Brodbeck and Silke A. Eisenbeiss: Cross-cultural and Global Leadership31. Donna Chrobot-Mason, Marian N. Ruderman, and Lisa H. Nishii: Leadership in a Diverse Workplace32. James K. Hazy and Mary Uhl-Bien: Changing the rules: The implications of complexity science for leadership research and practice33. Jean Lau Chin: Women and Leadership34. Michael D Mumford, Carter Gibson, Vincent Giorgini, and Jensen Mecca: Leading for Creativity: People, Products, and Systems35. Neal M. Ashkanasy and Ronald H. Humphrey: Leadership and Emotion: A Multi-level Perspective36. Susan R. Komives and John P. Dugan: Student Leadership Development: Theory, Research, and Practice37. D. Scott DeRue and Christopher G. Myers: Leadership Development: A Review and Agenda for Future Research38. David V. Day: The Future of Leadership: Challenges and Prospects