The Oxford Handbook of Leadership and Organizations by David DayThe Oxford Handbook of Leadership and Organizations by David Day

The Oxford Handbook of Leadership and Organizations

EditorDavid Day

Hardcover | April 30, 2014

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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.
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.
Title:The Oxford Handbook of Leadership and OrganizationsFormat: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