Much has been written about how leaders and teams function in
traditional business settings, but there is comparatively scant
literature on the behaviors of leaders and teams facing extreme
situations: that is, situations that fall outside the scope of
daily experience. This book presents cases drawn from a diverse set
of non-traditional and extreme leadership scenarios, offering a
fresh perspective on both leadership research and management
practice.This groundbreaking volume features expert contributions
from across the globe by both management scholars and business
leaders. Divided into three main parts - Extreme Expedition
Leaders, Extreme Work Teams and Extreme Individual Leaders - the
book explores both specific instances of non-traditional leadership
and their theoretical and practical implications. Examples
discussed include polar and mountaineering expeditions such as
Shackleton's Endurance expedition, survival and rescue efforts such
as the Chilean mine cave-in, security and police crises such as the
shootings at Sandy Hook Elementary School, and groundbreaking media
and entertainment leaders such as Francis Ford Coppola and Glenn
Miller. This unique volume will appeal to students and professors
of leadership and management studies, as well as managers,
executives and other corporate business leaders. Contributors: S.E.
Anderson, M.D. Bowman, J.G. Clawson, B.S. Coffey, O. Epitropaki,
C.S. Fuller, C.M. Giannantonio, Y. Giordano, G.B. Graen, M.
Hallgren, R.O. Harris, A. Hornett, A.E. Hurley-Hanson, R. Jordan,
M. Koljatic, P. Daniels Lee, P. Lievre, M. Lindahl, I.W. Lovegrove,
C. Mainemelis, L. Mann, G. Musca, M. Perez, J.G. Perkins, A. Rehn,
G. Rix-Lievre, L. Rouleau, T.A. Scandura, M.M. Sharif, T.A.
Sprinkle, M.J. Urick, M. Useem
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