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The Oxford Handbook of Leadership


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Table of Contents

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

About the Author

Michael G. Rumsey, Ph.D., is Chief, Personnel Assessment Research Unit, U. S. Army Research Institute for the Behavioral and Social Sciences (ARI).


"Providing a thorough review of research in several areas of leadership, this handbook contains articles from outstanding researchers in the field of leadership and industrial/organizational psychology. The volume covers a wide range of topics, including leadership development, leadership in different cultures and different industries, and leadership effectiveness... A useful resource for graduate students and faculty in the fields of leadership and management studies as well as organizational psychology. Summing up: Recommended. Graduate and research collections." -- B.B. Vitali, Christian Brothers University, CHOICE

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