This definitive reference work is designed to meet a need for all those who have an interest in Leadership; be they students at business schools, academic researchers, leadership consultants or practical leaders. At last, we have a collection of seminal peer-reviewed articles and book chapters in one convenient volume. All the members of the Editorial Team have an association with the renowned Centre for Leadership Studies at Exeter University and they have chosen their articles around six core themes: Understanding Leadership; Relationships; Power and Leadership; Leadership, Identity and Difference; Imagination; Spirituality in Organizations. These themes cover a broad spectrum of Leadership and this volume enables people to access some of the best writing on this fascinating topic, all in one publication.

part I|5 pages

Understanding Leadership

chapter 1|9 pages

What Leaders Really Do

ByJohn P. Kotter

chapter 2|13 pages

On the Psychodynamics of Organizational Totalitarianism

ByHoward S. Schwartz

chapter 3|9 pages

Narcissistic Leaders

The Incredible Pros, the Inevitable Cons
ByMichael Maccoby

chapter 4|9 pages

The Five Minds of a Manager

ByJonathan Gosling, Henry Mintzberg

chapter 5|17 pages

The Leaders New Work: Building Learning Organizations

ByPeter M. Senge

part II|5 pages


chapter 6|10 pages

How to Choose a Leadership Pattern

ByRobert Tannenbaum, Warren H. Schmidt

chapter 7|12 pages

Leadership that gets Results

ByDaniel Goleman

chapter 9|32 pages

Leader distance: a review and a proposed theory

ByJohn Antonakis, Leanne Atwater

chapter 10|12 pages

The Necessary Art of Persuasion

ByJay A. Conger

chapter 11|7 pages

The Executive as Coach

ByJames Waldroop, Timothy Butler

chapter 12|7 pages

Taking the Stress Out of Stressful Conversations

ByHolly Weeks

part III|4 pages

Power and Leadership

chapter 13|9 pages

The Forms of Power

ByBertrand Russell

chapter 14|18 pages

Power and Organization

ByJohn Kenneth Galbraith

chapter 15|22 pages

Power as the Control of Behavior

ByRobert Dahl

chapter 16|28 pages

Exploring Power

ByGareth Morgan

chapter 17|9 pages

Power Is the Great Motivator

ByDavid C. McClelland, David H. Burnham

chapter 18|10 pages

Power Failure in Management Circuits

ByRosabeth Moss Kanter

part IV|6 pages

Leadership, Identity and Difference

chapter 19|18 pages

What It Means to Become a Person

ByCarl R. Rogers

chapter 20|10 pages

Managing Oneself

ByPeter F. Drucker

chapter 21|8 pages

Why Should Anyone Be Led by You?

ByRobert Goffee, Gareth Jones

chapter 22|9 pages

The Ambiguity of Leadership 1

ByJeffrey Pfeffer

chapter 23|24 pages

The nature of leadership

ByRichard A. Barker

part V|6 pages


chapter 25|11 pages

Beyond Goffman: Some Notes on Life and Theatre as Art

ByIain L. Mangham

chapter 26|14 pages

Planning on the Left Side, Managing on the Right

ByHenry Mintzberg

chapter 27|27 pages

The Theory Behind the Practice

ByGareth Morgan

chapter 21|13 pages


ByAlfred North Whitehead

part VI|6 pages

Spirituality in Organizations

chapter 29|14 pages

“Soul Work” in Organizations

ByPhilip H. Mirvis

chapter 30|7 pages

Spirituality in Public Service: A Dialogue

ByWilla Bruce, John Novinson

chapter 31|26 pages

The Theory of Charismatic Leadership

ByRobert C. Tucker

chapter 32|20 pages

Ethics at Work

Money, Spirituality, and Happiness
ByAdrian Furnham

chapter 33|9 pages

Leadership in Turbulent Times Is Spiritual

ByMargaret J. Wheatley