For many years, traditional approaches to the study of leadership have reflected three common assumptions: First, leadership is a property of the leaders; second, there is a clear distinction between leaders and followers; and third, leadership is associated with a position in some traditional or formal hierarchy. It is only in the last decade or so that new approaches have started to emerge with the purpose of replacing the dominant leader-centered approach to studying, developing and practicing leadership. In addition, there is a growing recognition in the field of leadership studies that the context of leadership has changed and today's leaders face new challenges that necessitate changes in the ways leadership is performed. This four-volume major work for the first time brings together the key literature charting these developments - including theoretical perspectives, studies and research methods which represent new approaches - as well as providing an overview of the emerging, promising trends in the field of leadership studies.
Volume 1: Collective Leadership
Volume 2: Leadership in Emerging Contexts: Complexity, Virtuality, and Intergroup Situations
Volume 3: Leadership in Social Networks
Volume 4: Other Emerging Issues: The Role of Followers in the Leadership Process, the Relational Social Constructionist Approach, and the Neuroscience Approach to Leadership
About 40 years ago, when I arrived at the London School of Economics and Political Science to pursue my doctoral studies, I was told by the Head of my department that I have to find a research topic for my dissertation and a faculty member who would be willing to supervise my research. I started by trying to find a supervisor. Naturally, the first “questions” each of the potential supervisors asked me was, “what do you want to study?” When, for reasons that are still not fully clear to me, I replied “leadership,” the conversation more or less ended, as it was clear from that moment that none of the professors I met was interested in me or my ...