Index
W B Howieson
(Edinburgh Napier University, UK)
This content is currently only available as a PDF
Citation
Howieson, W.B. (2019), "Index", Leadership, Emerald Publishing Limited, Leeds, pp. 207-214. https://doi.org/10.1108/978-1-78769-785-020191007
Publisher
:Emerald Publishing Limited
Copyright © 2019 Emerald Publishing Limited
INDEX
Academic books on leadership
, 4
Action-centred leadership
, 71, 114, 131
Adaptive leadership
, 50, 84, 85–88
Administration
, 45
Aggressive behaviours
, 131
Alexander the Great
, 36
Ambiguity
, 164
Annan, Kofi
, 192, 193
Annual Conference in Brussels (2017)
, 24
Antecedent conditions
, 105
Apathetic behaviours
, 131
Architectural role of leadership
, 152
Aristotle
, 55, 103
Art and Science of Leadership, The (Nahavandi)
, 52
Art of War, The (Tzu)
, 55
Arthrasastra, The (Kautilya)
, 55
Assigned leadership
, 63
Authentic leadership
, 50, 88–93
Authentic self
, 52
Authenticity
, 52, 89, 164–165
Authoritarian leader
, 111
Authoritarianism
, 119
Authority
, 45, 86
Balanced processing
, 88–89
Behavioural theory
, 84
Behaviourist theories
, 61
Behaviours
, 40, 47
Bernard Law Montgomery (Field Marshal)
, 35
Big Hairy Audacious Goal (BHAG)
, 96
Binary model
centralisation vs. decentralisation
, 56, 58
science vs. culture
, 56, 59
Business value demonstration
, 169
Caesar, Claudius
, 36
Caesar, Julius
, 36
Candour
, 11
Carlyle, Thomas
, 55–56
Centre for Staff and Educational Development (CSED)
, 16
Change
, 84
Charismatic role of leadership
, 152
Charlemagne
, 36
Chartered Institute of Personnel and Development
, 39
Chartered Management Institute (CMI)
, 7, 39, 154, 156–159
Chronological evolution of leadership
, 48–51
Churchill, Winston
, 36
CIPD
, 7, 151, 154, 156–157, 168
Classical Leadership studies
, 55
Classical paradigm of leadership
, 63
Coercion
, 48, 54, 65
Collective leadership
, 107
Command and control leadership (C2 leadership)
, 101, 176–177
Compassion
, 159
Compliance
, 47
Concretive action
, 93
Consultative leadership style
, 114
Contemporary leader
, 169–170
Contextual, complexity and system perspectives of leadership
, 84
Contingency theory
, 61, 84
Continuance of group theory
, 49
Control and supervision
, 45
Controller leadership
, 62
Corporate Social Responsibility
, 102
Creativity
, 84
Crime
, 85
Critical Leadership Studies (CLS)
, 61–62, 115–116
Culture
, 8, 11, 167
organisational
, 152, 169
science vs.
, 59
Delegative leadership style
, 114
Democratic leader
, 111
Dependent variable (Dv)
, 38–39
Directive leadership style
, 114
Director/board-level function
, 21
Discovering Leadership (Billsberry)
, 152
Discursive leadership
, 51
Dispositional/trait theory
, 77
Distributed leadership
, 93–101
Dominant leadership paradigm
, 38, 175
Dualism
, 115–116
Dyadic level of leadership
, 16
Earth Overshoot Day
, 199–200
Eco-leadership
, 62
Economist, The
, 151, 175
Educational reform
, 85
Edwards, Andrew
, 12–16
Effective leadership style
, 168
Effectiveness
, 49
Emergent leadership
, 63
Emerging Conceptions of Organizational Leadership (Yukl)
, 108
Emotional intelligence
, 20
Essentialism
, 115
Ethical leadership
, 101–104
Ethical/moral theory
, 84
Etymology of leadership
, 42–45
Excellence
, 11, 92, 115
Excitement
, 170
External adaptability
, 153
Finding Your True North (George, McLean, & Craig)
, 90
Follower
, 16, 36, 40, 66, 170, 180
commitment
, 37–38
dissatisfaction
, 40
follower-centric theory
, 77
satisfaction
, 37
self-confidence
, 40
Followership
, 46, 50, 171
Formal leaders
, 162–163
Fourth economic age
, 167
Fourth Industrial Revolution
, 62, 122, 158–159
Frederick Winslow Taylor’s Scientific Management
, 56
Future of Leadership, The (Heffernan)
, 176
Gates, Bill
, 35
General employee-centred supervisor
, 113
Ghandi, Indira
, 36
Giles, Amanda
, 16–21
Goal achievement
, 47, 153
Goleman, Daniel
, 20
Great man approach/theory
, 35, 61
Grice, Paul
, 10–12
Group level of leadership
, 12
Group processes
, 47
Gurus
, 3
Happiness
, 46
Harris, Edel
, 95–100
Harvard Business Review
, 90, 152, 154
Hitler, Adolf
, 36
Hope
, 160
Host Leadership
, 168
Humility
, 160, 165–166
Idea–Leadership
, 175
Identity
, 70
Identity-based theory
, 84
Inclusiveness
, 11
Independent Variable (Iv)
, 38–39
Individual’s personal authenticity
, 89
Influence
, 50
Informal leaders
, 162
Innovation
, 84
Institute of Leadership and Management
, 39
Interaction
, 47–48, 94, 108
human
, 173
non-linear
, 22
Intergovernmental Panel on Climate Change Report (IPCC)
, 199
Internal processes
, 153
Internalized moral perspective
, 88
International Leadership Association
, 24
Iowa studies
, 111–112
Kindness
, 164
Laissez-faire leadership
, 111, 131
Language of leadership
, 42–45
Leader Behaviour Description Questionnaire (LBDQ)
, 112–113
Leader consideration (LC)
, 112
Leader initiating structure (LIS)
, 112, 131
Leader(ship)
, 1, 4, 35–36, 41, 44, 47, 151–152, 156–157, 160, 171
academic
, 2–3
audience(s)
, 5
authenticity as leader
, 89
conceptions of leader effectiveness
, 37–38
contemporary
, 169–170
in creating ethical organisational culture
, 169
criticisms of mainstream approach
, 115–117
difference to management and command
, 117–121
and diversity
, 77
dominant leadership paradigm
, 38
emergence and development
, 84
etymology and language
, 42–45
future directions
, 121–125
hierarchy of leadership levels
, 9
independent variable
, 154
and information processing theory
, 77
key debate
, 65–71
literature
, 3–4
models
, 24, 77–85
outcomes
, 105
personal qualities of
, 160–165
perspectives
, 189
problem
, 2, 45–54
research
, 37–38, 54–66, 191
role
, 40, 152
rules
, 197–202
skills
, 171, 197
soft skills to
, 166
structure
, 5–7
style
, 25
theory
, 24, 71–73
US literature and research
, 39
variable
, 38–39
working framework
, 8–29
Leadership and Organisational Development Consultant
, 2
Leadership Gap, The (Tusa)
, 176
Leadership in Organizations (Yukl)
, 8
Leadership matrix™
, 8, 26, 190
conceptual viewpoints
, 25
level and general managerial work functions
, 22–23, 25
Leadership Mystique, The (Kets de Vries)
, 152
Leadership philosophy
, 24, 73, 85
adaptive
, 85–88
authentic
, 88–93
distributed
, 93–101
ethical
, 101–104
servant
, 104–106
shared
, 106–110
Leadership research
, 54
centralisation–decentralisation
, 58
chronological summary of theories of leadership
, 61
critical leadership studies
, 61
Frederick Winslow Taylor’s Scientific Management
, 56
increasing rational leadership over time
, 56
leadership and management
, 65
leadership paradigms
, 63–64
science vs. culture
, 59
timeline of leadership studies
, 60
trait vs. process leadership
, 63
Leadership styles
, 74, 110
Iowa
, 110–112
Michigan
, 113–115
Ohio State
, 112–113
Leadership Trust, The (Gill)
, 54, 154
Leadership without Easy Answers (Heifetz)
, 85
Learning
, 167
Levels of Warfare
, 21
relationships between
, 22
Lincoln, Abraham
, 35
Line Management function
, 21
Listening
, 163–164
Mainstream approach, criticisms of
, 115–117
Management
, 45
leadership and
, 65
scientific
, 128
Messiah leadership
, 62
Michigan studies
, 113–115
Middleton, Anthony
, 192, 193
Ministry of Defence (MoD)
, 21
Mission Command
, 101, 177, 180
Moderator Variable (Mv)
, 38–39
Modern Leadership studies
, 55–56
Neo-charismatic theory
, 77
New Economy
, 167
Nish, David
, 27–29
Occupation of administrative position
, 47
Ohio State studies
, 112–113
Online Etymology Dictionary
, 44
Openness
, 11
Organic paradigm of leadership
, 63
Organisational level of leadership
, 8–9
Organisational resilience
, 11–12
Origins of Leadership, The (Kouzes)
, 45
Paris Accord
, 198–200
Paris UN Conference on Climate Change
, 198
Participative leadership style
, 114
Path–goal theory
, 80, 84, 192
Performance or goal attainment
, 39–40
Personality
, 47
Persuasion
, 47
Populist genre
, 3–4
Poverty
, 85
Power
, 45, 47
and influence theory
, 84
and leadership
, 65
Practitioner organisations
, 151, 154–156
C2 leadership
, 176–177
cause, servant leadership and relationships
, 171–174
CMI
, 158–159
contemporary leader
, 169–170
context for leaders
, 157–158
creative leadership
, 168–169
dominant leadership paradigm
, 175–176
humility
, 160, 165
leadership
, 156–157, 178–179
learning
, 167–168
Level Three Leadership
, 152–153
needs identifying in positive leaders
, 159–160
personal qualities of leaders
, 160–165
skills
, 158, 171
soft-skilled approach
, 166–167
‘Private interest’ approach
, 38
Process leadership
, 63
Pryde, Drew
, 67–71
Psychological approach
, 25, 39, 63
Psychological perspective of leadership
, 66, 72–73, 77, 189–190
Public and Third Sector Leadership: Experience Speaks (Howieson and Hodges)
, 73
Rational leadership over time
, 56–57
Relational leadership
, 53
Relational transparency
, 88–89
Renaissance Leadership studies
, 55
Robertson, Andy
, 188
Role differentiation
, 47
Role relationships
, 47
Role specialisation
, 40
Romanticism
, 115
Ross, Jack
, 91–93
Royal Military Academy Sandhurst (RMAS)
, 106
SAGE Handbook of Leadership, The, (Grint)
, 54–55
Science vs. culture
, 59
Scientific management
, 128
Scottish Institute for Business Leaders (SIBL)
, 67
Self-awareness
, 20, 88
Senior Leadership Team (SLT)
, 172–173
Senior Management function
, 21
Servant leadership
, 50, 104–106
Shared beliefs
, 170
Shared leadership
, 106–110
Sine qua non of leadership
, 52
Situational leadership
, 61
Social exchange/relational theory
, 77
Social process
, 46, 60
Sociological perspective of leadership
, 66, 72–73, 190
Sociologically-driven approach
, 66
Soft skills to leadership
, 166
Spiritual leadership
, 50
Stability
, 160
Stewardship
, 11
Strategic leadership
, 84
Studying Leadership (Schedlitzki and Edwards)
, 65
Sustainable Development Goals
, 200
Team leadership
, 84, 108
Theory, The, (Heifetz)
, 85, 89
Therapist leadership
, 62
Time is right for fresh ideas, The (Gratton)
, 100
Timeline of leadership studies
, 60
‘Top-down’ influence process
, 66, 189
Traditional leadership theories
, 60
Trait
, 50
leadership
, 63
theory
, 61
Transactional
paradigm of leadership
, 63
theory
, 61
Transformation
, 50
Transformational theory
, 61
Transparency
, 11, 89
relational
, 89
Trust
, 11, 159, 170
Understanding Leadership (Avery)
, 41–42
US literature and research
, 39
Values
, 11
Variables
, 38–39, 154
Visionary paradigm of leadership
, 63–64
Western hegemony
, 115–117
World Economic Forum (WEF)
, 62, 122, 124, 158