The Second Edition of The SAGE Handbook of Leadership provides not only an in-depth overview the current field of leadership studies, but also a map into the future debates, innovations and priorities of where the field will move to. Featuring all new chapters from a global community of leading and emerging scholars, each chapter offers a comprehensive, critical overview of an aspect of leadership, a discussion of key debates and research, and a review of the emerging issues in its area. Featuring an innovative structure divided by prepositions, this brand-new edition moves away from essentializing boundaries, and instead seeks to create synergies between different schools of leadership. A key feature of the second edition, is the attention to sensemaking (exploring the current themes, structures and ideas that comprise each topic) and sensebreaking (disrupting, critiquing and refreshing each topic). Suitable for students and researchers alike, this second edition is a critical site of reference for the study of leadership. PART 1: Between: Leadership as a Social, Socio-cognitive and Practical Phenomenon PART 2: About: Exploring the Individual and Interpersonal Facets of Leadership PART 3: Through: Leadership Seen Through Contemporary Frames PART 4: Within: Leadership as a Contextually Bound Phenomenon PART 5: But: A Critical Examination of Leadership

Leaders face new challenges as they cope with changes in culture, technology and the workplace. In this edited volume, based on a conference at Claremont, scholars of leadership studies from three continents discuss the latest psychological research on interpersonal leader-follower relations. The book tackles the impact of distance - physical, interpersonal and social - on our organizations, governments and societies.

For years, leading management scholars have assumed the contribution of followers is an effect rather than a cause of an organization's success. The 25 case studies and commentaries in Followership in Action from such diverse places as Canada, France, India, Malaysia, the Netherlands, the United Kingdom, and the United States lend further support to this argument. Followership in Action is a highly practical and scholarly book to which leadership scholars, practitioners, and students will actively turn to better understand and apply followership theory to everyday human resource development, management, and leadership contexts. It was written with administrators, coaches, consultants, executives, human resource professionals, academic professors, and support staff fully in mind. As the study of followership further escalates into the global mainstream of leadership studies, this book offers an excellent way to more proactively engage future leaders and followers in issues that they are likely to face in various organizational settings. Its business, education, and government content will appeal to academia, corporations, non-profits, and other enterprises.

Leaders face new challenges as they cope with changes in culture, technology and the workplace. In this edited volume, based on a conference at Claremont, scholars of leadership studies from three continents discuss the latest psychological research on interpersonal leader follower relations. The book tackles the impact of distance physical, interpersonal and social on our organizations, governments and societies.

The majority of leadership theories and studies have tended to emphasize the personal background, personality traits, perceptions, and actions of leaders. From this perspective, the followers have been viewed as recipients or moderators of the leader's influence, and as vehicles for the actualization of the leader's vision, mission or goals. One of the major challengers of this dominant view was the late James R. Meindl. As an alternative to the leader-centric perspective on leadership, Meindl offered a follower-centric approach that views both leadership and its consequences as largely constructed by followers and hence influenced by followers' cognitive processes and inter-follower social influence processes. As a tribute to Jim Meindl and his contributions to the field of leadership studies, Information Age Publishing is releasing a book on follower-centered approaches to leadership. The book covers a wide variety of perspectives that acknowledge the active roles of followers in the leadership process. These include the psychoanalytical perspective, leadership categorization theory, social identity theory, the shared leadership approach, attribution of charisma through social networks, the role of the media in constructing images of the leader, the social construction of followership, vision implementation by followers and a post modern approach to followership. It is hoped that the volume will provoke readers to reflect upon and extend Jim Meindl's seminal work on followership.

The majority of leadership theories and studies have tended to emphasize the personal background, personality traits, perceptions, and actions of leaders. From this perspective, the followers have been viewed as recipients or moderators of the leader's influence, and as vehicles for the actualization of the leader's vision, mission or goals. One of the major challengers of this dominant view was the late James R. Meindl. As an alternative to the leader-centric perspective on leadership, Meindl offered a follower-centric approach that views both leadership and its consequences as largely constructed by followers and hence influenced by followers' cognitive processes and inter-follower social influence processes. As a tribute to Jim Meindl and his contributions to the field of leadership studies, Information Age Publishing is releasing a book on follower-centered approaches to leadership. The book covers a wide variety of perspectives that acknowledge the active roles of followers in the leadership process. These include the psychoanalytical perspective, leadership categorization theory, social identity theory, the shared leadership approach, attribution of charisma through social networks, the role of the media in constructing images of the leader, the social construction of followership, vision implementation by followers and a post modern approach to followership. It is hoped that the volume will provoke readers to reflect upon and extend Jim Meindl's seminal work on followership.