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A volume in Leadership Horizons Series Editor Mary Uhl-Bien,
University of Nebraska-Lincoln Founding Editor James R. Meindl,
State University of New York at Buffalo This book introduces
leadership and organizational scholars to the potential of
complexity science for broadening leadership study beyond its
traditional focus on leaders' actions and influence, to a
consideration of leadership as a broader, dynamically and
interactive organizing process. The book offers a primer on
complexity science and its applications to organization studies,
and compares the logics of complexity science with those underlying
traditional leadership approaches. It describes methodological
approaches for studying leadership from a complexity perspective,
and offers examples of applications of complexity science to
leadership theory. Chapters are written by top scholars in
complexity and leadership theory.
A volume in Leadership Horizons Series Editor Mary Uhl-Bien,
University of Nebraska-Lincoln Founding Editor James R. Meindl,
State University of New York at Buffalo This book introduces
leadership and organizational scholars to the potential of
complexity science for broadening leadership study beyond its
traditional focus on leaders' actions and influence, to a
consideration of leadership as a broader, dynamically and
interactive organizing process. The book offers a primer on
complexity science and its applications to organization studies,
and compares the logics of complexity science with those underlying
traditional leadership approaches. It describes methodological
approaches for studying leadership from a complexity perspective,
and offers examples of applications of complexity science to
leadership theory. Chapters are written by top scholars in
complexity and leadership theory.
This book is the third volume in the ""Leadership Horizons""
series. This series, started by Jim Meindl, is devoted to new
developments in theory and research on leadership within the
context of continuing and emerging organizational issues. In this
spirit, the present volume delves into implicit leadership theories
(ILTs), and opens intriguing new avenues for research on ILTs, but
does so while maintaining an eye on the past. For example, the book
offers valuable historical perspectives from those who were 'there'
- Dov Eden and Uriel Leviatan share the inside scoop on the
origination of the concept of ILTs, and Bob Lord traces the
evolution of social-cognitive perspectives with respect to work on
ILTs-while all authors raise interesting questions and offer
important new directions to advance this work well into the future.
It features a wide range of scholars and perspectives, and
practical implications are implicit and explicit throughout the
volume. The book offers a valuable resource for researchers,
students, and practitioners interested in leadership and social
cognition in the workplace.
This series is devoted to new developments and fresh perspectives
in theory and research on leadership, within the context of
continuing and emerging organizational issues. The series embraces
a broad definition of leadership phenomena, including a focus on
people, positions, processes, relationships, and situations. The
series will advance an applied scholarship model, wherein sound
academic work is connected, either directly or more speculatively,
to real-world problems and controversies. The series seeks to
promote work that aggressively pushes beyond current leadership
orthodoxy and critically examines conventional thinking and
practices. The series will represent a wide range of
organizational, industry, national and global leadership issues.
The series will feature entire volumes written by authors and
edited volumes with multiple contributors. The series is intended
to appeal to academic researchers and professional analysts, and to
university instructors looking for thought provoking reference
material for classroom use.
This series is devoted to new developments and fresh perspectives
in theory and research on leadership, within the context of
continuing and emerging organizational issues. The series embraces
a broad definition of leadership phenomena, including a focus on
people, positions, processes, relationships, and situations. The
series will advance an applied scholarship model, wherein sound
academic work is connected, either directly or more speculatively,
to real-world problems and controversies. The series seeks to
promote work that aggressively pushes beyond current leadership
orthodoxy and critically examines conventional thinking and
practices. The series will represent a wide range of
organizational, industry, national and global leadership issues.
The series will feature entire volumes written by authors and
edited volumes with multiple contributors. The series is intended
to appeal to academic researchers and professional analysts, and to
university instructors looking for thought provoking reference
material for classroom use.
This book is the third volume in the Leadership Horizons series.
This series, started by Jim Meindl, is devoted to new developments
in theory and research on leadership within the context of
continuing and emerging organizational issues. In this spirit, the
present volume delves into implicit leadership theories (ILTs), and
opens intriguing new avenues for research on ILTs, but does so
while maintaining an eye on the past. For example, the book offers
valuable historical perspectives from those who were "there"-Dov
Eden and Uriel Leviatan share the inside scoop on the origination
of the concept of ILTs, and Bob Lord traces the evolution of
social-cognitive perspectives with respect to work on ILTs-while
all authors raise interesting questions and offer important new
directions to advance this work well into the future. It features a
wide range of scholars and perspectives, and practical implications
are implicit and explicit throughout the volume. The book offers a
valuable resource for researchers, students, and practitioners
interested in leadership and social cognition in the workplace.
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