The Science of Leadership: Lessons from Research for Organizational LeadersIn The Science of Leadership, Julian Barling takes an evidenced-based approach, relying primarily on the knowledge generated from research on organizational leadership conducted around the world and personal reflections based on two decades of involvement in leadership research and leadership development with executives. While leadership has been studied within all the major social sciences, Barling mainly focuses on findings from psychological research. The first part of the book explains the nature of organizational leadership, responds to the question of whether leaders "matter," and explains how leadership works. A longstanding issue is whether leadership can be taught. Barling explores the debate over whether leadership is "born or made" as well as the effectiveness of leadership development interventions in organizations. He gives consideration to what can be learned from leadership in other contexts such as sports, the political arena, and schools, and devotes individual chapters to topics that include gender and leadership, destructive leadership, and followership. |
Contents
CHAPTER1 Organizational Leadership | 1 |
CHAPTER 2 Do Leaders Matter? | 31 |
CHAPTER 3 How Does Leadership Work? | 63 |
CHAPTER 4 The Typical Leadership Study How Do we Know What We Know? | 97 |
CHAPTER 5 Are Leaders Born or Made? | 123 |
CHAPTER 6 Can Leadership Be Taught? Leadership Interventions in Organizations | 147 |
CHAPTER 7 Leadership in Different Contexts | 175 |
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abusive addition Applied Psychology associated beliefs benefits Chapter characteristics charismatic colleagues commitment conducted consequences consideration consistent context discussed early effects emergence employees engage ethical example expectations experiences extent factors female findings focus focused followers gender genetic given greater higher Human important included increase individuals influence initiatives interest interventions involved issue Journal of Applied lead leaders leadership behaviors leadership development leadership interventions Leadership Quarterly learned less lessons levels male Management mediating moral motivation nature negative occupancy organizational organizations outcomes parents participants performance personality political positive possible practical predicted preferences question ratings reason received relationship responsibility Review role safety Second separate ship showed situations social specific success suggest theories tion transactional transformational leadership trust turn understanding union United women workplace York