Bøger i Leadership Horizons serien

Explores the co-enactment of both leader and follower, identities, and positions of leader and follower by the same individual. This individual is defined as a connecting leader, as in this co-enactment he/she functions as connector between different leadership relationships.

Explores the co-enactment of both leader and follower, identities, and positions of leader and follower by the same individual. This individual is defined as a connecting leader, as in this co-enactment he/she functions as connector between different leadership relationships.

A collection of papers which examine the reinvention of leadership education for the 21st century.

This series is devoted to developing fresh perspectives in theory and research on leadership. Areas covered in this volume include: a grounded leadership theory with insights into entrepreneurship; aesthetics in leadership; and building grounded theory in leadership through electronic networking.

This series is devoted to developing fresh perspectives in theory and research on leadership. Areas covered in this volume include: a grounded leadership theory with insights into entrepreneurship; aesthetics in leadership; and building grounded theory in leadership through electronic networking.

The third volume in the ""Leadership Horizons"" series, which is devoted to the developments in theory and research on leadership within the context of organizational issues. This book offers historical perspectives, and is a useful resource for researchers, students, and practitioners interested in leadership and social cognition in the workplace.

This third volume in ""The Leadership Horizons"" series 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. It offers useful resource for researchers, students, and practitioners interested in leadership and social cognition in the workplace.

As an alternative to the leader-centric perspective on leadership, James R Meindl offered a follower-centric approach. As a tribute to Jim Meindl and his contributions to the field of leadership studies, this book on follower-centered approaches to leadership covers a variety of perspectives that acknowledge the active roles of followers.

As an alternative to the leader-centric perspective on leadership, James R Meindl offered a follower-centric approach. As a tribute to Jim Meindl and his contributions to the field of leadership studies, this book on follower-centered approaches to leadership covers a variety of perspectives that acknowledge the active roles of followers.

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 an interactive organizing process.

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 an interactive organizing process.

From cathedrals to cubicles, people go to great lengths and expense to design their living and working environments. They want their spaces to be places where they enjoy being, reflecting who they are and what they care about. The resultant environments in turn become loud, albeit unvocal, leaders for people occupying those corresponding spaces. The design and use of work and living spaces typifies and thematizes expectations for the group. Essentially, the architecture of rooms, buildings and cities creates cultures by conveying explicit and implicit messages. This is evident when people approach and walk into St. Basil's Cathedral in Moscow, the Forbidden City in Beijing, the Sydney Opera House in Sydney, Australia, the Jewish Museum in Berlin, or the Rothko Chapel in Houston, to name some examples.While leaders oftentimes lack the resources to have their spaces mirror the greatest architectural achievements of the world, they are in a position to use the art and science of architecture, at whatever scale is available, to their advantage. The creative and intentional use of space and place advances and promotes cherished values and enhances organizational effectiveness. This book explores the essence of good architecture and establishes relevant connections for leaders and managers to strategically design and use the organizational workplace and space to support their mission and purpose, and create aesthetically meaningful work environments. It equips leaders to be culturally astute on what defines good architecture and to incorporate principles of beauty in their leadership practices accordingly and will be of interest to researchers, academics, professionals, and students in the fields of leadership, organizational studies, and architecture theory and practice.