Table of contents
About this book
This book examines both academic and practical theories relating to leader development. It broadens the scope of this topic by including data-driven theory and proposals from diverse areas that are either not currently represented or are poorly addressed in existing literature. This 15th volume in the Annals of Theoretical Psychology series aims to propose, identify, and characterize new theoretical, educational, and practical gaps in leader development. The initial chapters explore concepts related to individual or internal aspects of leaders. Subsequent chapters deconstruct leader development by considering behaviors or skills and various environmental factors that affect development. The book also examines shortcomings of our current understanding of this topic that cuts across multiple disciplines.
Topics featured in this book include:
- Cognition, readiness to lead, courage through dialogue, and relationship considerations
- Behavioral elements and approaches for developing followership, conflict management, creativity, virtue, and epistemic cognition in growing leaders for complex environments.
- Seven Steps to establish a Leader and Leadership Education and Development Program.
- The Dark Triad of personality, psychobiosocial perspectives, and mental ability in leaders
Leader Development Deconstructed will be of interest to research scholars, academics, educators, and practitioners as well as executive coaches, college or university administrators, military leaders, philanthropic and non-profit organization leaders, and management consultants.
"Despite the extensive body of knowledge associated with leader and leadership development, significant gaps still exist in our understanding of these processes. This book is a noteworthy effort to help fill in the blanks through empirical research and contextual application. It is worthy of perusal by anyone interested in becoming a more effective leader or leader developer."
Bernard Banks, Ph.D., Associate Dean of Leadership Development, Northwestern University Kellogg School of Management
"One of the most powerful ways leaders can have an impact on others and their mission is to manage for innovation... This book is a great step in moving towards exploring how you do that, and I'm thrilled to be a part of that conversation!"
Frances Hesselbein, President and CEO, Frances Hesselbein Leadership Institute
Leader Development Leadership Development Leader Skills Leadership Skills Organizational Leadership Organizational Psychology Management Business Leadership Education Theory Leadership Theory Followership Education Administration Employee Mentorship Dark Personality Traits Intelligence and Leadership Developmental Readiness Management Skills Police Leadership Leader Selection
Editors and affiliations
- Book Title Leader Development Deconstructed
Matthew G. Clark
Craig W. Gruber
- Series Title Annals of Theoretical Psychology
- Series Abbreviated Title Annals of Theoret.Psychol.
- DOI https://doi.org/10.1007/978-3-319-64740-1
- Copyright Information Springer International Publishing AG 2017
- Publisher Name Springer, Cham
- eBook Packages Behavioral Science and Psychology Behavioral Science and Psychology (R0)
- Hardcover ISBN 978-3-319-64739-5
- Softcover ISBN 978-3-319-87859-1
- eBook ISBN 978-3-319-64740-1
- Edition Number 1
- Number of Pages XIV, 338
- Number of Illustrations 9 b/w illustrations, 20 illustrations in colour
Personality and Social Psychology
Administration, Organization and Leadership
Industrial and Organizational Psychology
- Buy this book on publisher's site
“This is an essential collection of essays on shaping leaders and understanding leadership. Gruber and Clark tackle some of the hardest questions about leader formation and the ethical challenges of effective leadership, including rich and nuanced considerations of 'Dark leadership' and leadership-as-courage. The emphasis on dialogue, personal experience, and values is vitally needed. Useful as a foundation text for leadership studies or simply a thought-provoking read, Leader Development Deconstructed should have wide influence.” (Peter Temes, Dean and Campus Chief Executive, Northeastern University, Seattle)