The study of leadership is a rapidly evolving, multi-faceted field. It is conceptualized as a social and cultural phenomenon, which cannot be fully understood from a single perspective. The leader, the follower, the context,
and the interactions amongst these elements must all be considered.
The Oxford Handbook of Leadership explores the complex relationship between leader, led, and the environment that constitutes leadership. Divided into five parts, this handbook provides comprehensive coverage of the field,
- an exploration of the roles individual attributes, training, and development play in generating a leader who is capable of performing effectively
- an examination of the relationship between leadership and contextual factors in terms of an organizational role, one's culture, and a specific setting (e.g. military, higher education, and presidential)
- a critical look at to what extent leader and follower behavior in a social and/or organizational context are tied
- a consideration of what leader effectiveness means (i.e., what differentiates effective from ineffective leadership, including promising insights and scholarship that have emerged regarding this issue)
- a concluding chapter that provides some overall comments concerning the current state of leadership research and some thoughts about potentially fruitful directions.
Leadership research has come a long way, but the inherent dimensionality of the field leaves room for new insights and new directions. As the study of leadership progresses along the route to maturity, the volume will serve as a navigation tool that will provide a solid foundation for future research.
Michael G. Rumsey, Ph.D., is retired Chief, Selection and Assignment Research Unit, U. S. Army Research Institute for the Behavioral and Social Sciences (ARI).
Introduction: Leadership in Five Parts ; Michael G. Rumsey ; Part One: The Making of a Leader: Attributes, Training and Development ; 1. The Attributes of Successful Leaders: A Performance Requirements Approach ; Stephen J. Zaccaro, Kate LaPort, and Irwin Jose ; 2. Personality and Leadership ; Robert Hogan and Timothy Judge ; 3. The WICS Model of Leadership ; Robert J. Sternberg ; 4. What Makes Great Business Leaders? ; Edwin A. Locke and John A. Allison ; 5. Training and Developing Leaders: Theory and Research ; David V. Day ; 6. Commentary: A Way Ahead ; Michael G. Rumsey ; Part Two: Leadership in Context: General Issues ; 7. Leadership and Followership from a Social Cognition Perspective: A Dual Process Approach ; Douglas J. Brown ; 8. Inclusive Leadership and Idiosyncrasy Credit in Leader-follower Relations ; Edwin P. Hollander ; 9. Leading Teams: Past, Present, and Future Perspectives ; Marissa L. Shuffler, C. Shawn Burke, William S. Kramer, and Eduardo Salas ; 10. Overview of Future Research Directions for Team Leadership ; George B. Graen ; 11. Organizational Leadership and Complexity Mechanisms ; Russ Marion ; 12. A Five Dimensional Integrated Framework of Strategic Leadership ; Vipin Gupta ; 13. Cross-cultural Leadership ; Rajiv Kumar and Jagdeep S. Chhokar ; 14. Genes, Memes, and the Evolution of Human Leadership ; Robert Birnbaum ; 15. Commentary: When it Comes to Leadership, Context Matters ; Richard Klimoski ; Part Three: Leadership in Context: Special Settings ; 16. Leadership in the Profession of Arms ; Sean T. Hannah and Walter J. Sowden ; 17. Leadership in Higher Education ; Edwin P. Hollander ; 18. Presidential leadership: Performance Criteria and their Predictors ; Dean Keith Simonton ; 19. Commentary: Leadership in Context and Context in Leadership Studies ; Boas Shamir ; Part Four: The Dynamics of Leadership ; 20. The Missing Link in Network Dynamics ; George B. Graen ; 21. Charismatic Leadership ; Jay A. Conger ; 22. From Transactional and Transformational to Authentic Leadership ; Fred O. Walumbwa ; 23. Leadership, the Old, the New, and the Timeless: A Commentary ; John P. Campbell ; Part Five: Leadership Effectiveness ; 24. Leader Effectiveness: Who Really is the Leader? ; Michael D. Mumford and Jamie D. Barrett ; 25. Destructive Leadership ; S. Bartholomew Craig and Robert B. Kaiser ; 26. Final Words: The Elusive Science of Leadership ; Michael G. Rumsey