Leadership in today's organizations is a tough business. Organizational leaders face a number of challenges as their jobs, and the world around them, become increasingly complex. Trends, such as organizational "delayering," rapid technological advances, and increased employee empowerment require that leaders adapt their techniques and styles of leadership to meet these new challenges. Consequently, there has been an explosion of interest in leadership in recent years as researchers and management educators struggle to understand the process of leadership development, how it operates, and what characteristics make effective leaders.
Born of these questions, the 11th Annual Kravis-de Roulet Leadership Conference at Claremont McKenna College brought together an impressive slate of scholars whose theories, research, and cutting-edge techniques are now gathered together in this impressive volume. Each chapter asks and answers questions about the current state of the field while providing future direction for research to help bridge the gap between leadership researchers and leadership development practitioners. Notable topics include chapters on "e-leadership" and leadership within the "virtual" organization, exploring 360-degree feedback, the importance of "social capital," and a comprehensive analysis of the well-researched theory of Leader Member Exchange.
Table of Contents
Contents: J.N. Cleveland, E.A. Fleishman, Series Foreword. S.E. Murphy, R.E. Riggio, Introduction to The Future of Leadership Development. Part I:Setting the Stage. D.V. Day, P.M.G. O'Connor, Leadership Development: Understanding the Process. E.A. Locke, Foundations for a Theory of Leadership. Part II:Leadership Development Challenges. B.J. Avolio, S. Kahai, Placing the "E" in E-Leadership: Minor Tweak or Fundamental Change. G.M. Spreitzer, Leadership Development in the Virtual Workplace. Part III:Leadership Development Techniques. L.E. Atwater, J.F. Brett, D. Waldman, Understanding the Benefits and Risks of Multisource Feedback Within the Leadership Development Process. J.A. Conger, G. Toegel, Action Learning and Multirater Feedback: Pathways to Leadership Development? Part IV:Leadership Development Theory. M. Uhl-Bein, Relationship Development as a Key Ingredient for Leadership Development. C.C. Cogliser, T.A. Scandura, Waterfalls, Snowballs, Brick Walls, and Scuzzballs: Does Leader-Member Exchange Up the Line Influence Leader Development? J.F. Cox, C.L. Pearce, H.P. Sims, Jr., Toward a Broader Leadership Development Agenda: Extending the Traditional Transactional-Transformational Duality by Developing Directive, Empowering, and Shared Leadership Skills. C.A. Schriesheim, Why Leadership Research Is Generally Irrelevant for Leadership Development. Part V:Leadership Development: Applications & Practice. R. Ayman, S. Adams, B. Fisher, E. Hartman, Leadership Development in Higher Education Institutions: A Present and Future Perspective. R.E. Riggio, J.B. Ciulla, G.J. Sorenson, Leadership Education at the Undergraduate Level: A Liberal Arts Approach to Leadership Development. M.D. Mumford, G.G. Manley, Putting the Development in Leadership Development: Implications for Theory and Practice.