Aims and Outline of the Book

  • Ingo Winkler
Part of the Contributions to Management Science book series (MANAGEMENT SC.)


The aim of the book is to provide an overview of the basic theories and theoretical approaches of today’s leadership research. The theories described in this book enhance the traditional thinking of traits and styles. At the same time, they supplement theoretical approaches found in top leadership journals nowadays, but also offer alternative explanations, and sometimes challenge mainstream leadership research. As a consequence, the book intends to highlight the diversity of theoretical approaches in contemporary leadership research. It focuses on approaches which can be regarded as well elaborated in terms of their clear theoretical contribution and the amount of existing research for each approach. Moreover, these theories and their ideas could be considered as central to present leadership research. Leadership is often understood and used following a normative understanding, i.e., providing advice for effective leadership, resulting in followers’ high performance and satisfaction. The key question examined by many researchers is: “What makes an effective leader?” (Van Seters and Field 1990, p. 29). In this regard, theoretical approaches to leadership are often related to leadership practice by incorporating normative statements into the theory itself. This book, however, takes a somewhat different perspective, namely that of emphasizing the descriptive and explicative content of contemporary theoretical approaches to leadership. Even if leadership research could be considered as dominantly normative, theories in this field, in my opinion, primarily serve to describe and explain leadership. This particular focus of the book, however, does not neglect any normative content included in some of the presented theories.


Theoretical Approach Effective Leader Attribution Theory Social Exchange Theory Leadership Research 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


  1. Bass BM (1990a) Bass & Stogdill’s handbook of leadership. Free Press, New YorkGoogle Scholar
  2. Blau PM (1964) Exchange and power in social life. Wiley, New YorkGoogle Scholar
  3. Bryman A (1986) Leadership and organizations. Routledge & Kegan Paul, LondonGoogle Scholar
  4. Chemers M, Ayman R (1993) Leadership theory and research: perspectives and research directions. Academic, San Diego, CAGoogle Scholar
  5. Goethals GR, Sorenson G, Burns JM (eds) (2004) Encyclopedia of leadership. Sage, Thousand Oaks, CAGoogle Scholar
  6. Grint K (ed) (1997) Leadership. Oxford University Press, OxfordGoogle Scholar
  7. Homans GC (1958) Social behavior as exchange. Am J Sociol 63:597–606CrossRefGoogle Scholar
  8. Hunt JG, Baliga BR, Dachler HP, Schriesheim CA (1987) Emerging leadership vistas. Lexington Books, LexingtonGoogle Scholar
  9. Marion R, Uhl-Bien M (2001) Leadership in complex organizations. Leadersh Q 12(4):389–418CrossRefGoogle Scholar
  10. Neuberger O (1990) Führung (ist) symbolisiert. Plädoyer für eine sinnvolle Führungsforschung [Leadership is symbolized (symbolizes). Plea for meaningful leadership research]. In: Wiendieck G, Wiswede G (eds) Führung im Wandel. Neue Perspektiven für Führungsforschung und Führungspraxis. Ferdinand Enke, Stuttgart, pp 89–130Google Scholar
  11. Neuberger O (1995) Führen und Geführt werden [To lead and to be led]. Ferdinand Enke, StuttgartGoogle Scholar
  12. Neuberger O (1999) Mikropolitik [Micro-Politics]. In: von Rosenstiel L, Regnet E, Domsch ME (eds) Führung von Mitarbeitern. Handbuch für erfolgreiches Personalmanagement. Schäffer Poeschel, Stuttgart, pp 39–46Google Scholar
  13. Neuberger O (2002) Führen und führen lassen. Ansätze, Ergebnisse und Kritik der Führungsforschung [To lead and to let lead. Approaches, findings and critique of leadership research]. Lucius & Lucius, StuttgartGoogle Scholar
  14. Northouse PG (1997) Leadership. Theory and practice. Sage, Thousand Oaks, CAGoogle Scholar
  15. Northouse PG (2004) Leadership. Theory and practice. Sage, Thousand OaksGoogle Scholar
  16. Northouse PG (2007) Leadership. Theory and practice. Sage, Thousand Oaks, CAGoogle Scholar
  17. Van Seters DA, Field RHG (1990) The evolution of leadership theory. J Organ Change Manage 3(3):29–45CrossRefGoogle Scholar
  18. Yukl GA (1994) Leadership in organizations. Prentice Hall, Englewood Cliffs, NJGoogle Scholar
  19. Yukl GA (2001) Leadership in organizations. Prentice Hall, Englewood Cliffs, NJGoogle Scholar
  20. Yukl GA (2006) Leadership in organizations. Prentice Hall, Englewood Cliffs, NJGoogle Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2010

Authors and Affiliations

  1. 1.Dept. Border Region StudiesUniversity of Southern DenmarkSønderborgDenmark

Personalised recommendations