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Ian Bache and Louise Reardon

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Ian Bache and Louise Reardon

The past decade has seen a dramatic increase in governmental interest in the idea of wellbeing. At international level, there are initiatives within the EU, OECD, UN and at national level, within states as diverse and geographically spread as Australia, Bhutan, Ecuador, France and Morocco. This chapter outlines the nature and development of this rising interest in wellbeing before articulating some of the challenges wellbeing presents to economics and politics. It explains why these developments demand the attention of political analysts and outlines the key contribution of the book as the first theoretically and empirically informed analysis of the rise and significance of wellbeing in politics and policy. In addition, it identifies the two main questions of the study as: 1. How and why has the idea of wellbeing risen up the political agenda? 2. What are the policy implications of this rising interest in the idea of wellbeing?
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Edited by Michael Keane

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Stephanie Hemelryk Donald

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Michael Keane

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Fabrizio Bernardi and Gabriele Ballarino

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Edited by Fabrizio Bernardi and Gabrielle Ballarino

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Donald R. LaMagdeleine

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Donald R. LaMagdeleine

Chapter 1 introduces the book’s rationale, which is that the field of contemporary leadership studies is comparable to that of sociology when C. Wright Mills wrote The Sociological Imagination (1959). Mills decried sociology’s increasing emphasis then on research topics and methods that lent themselves to easily quantified secondary analysis over primary research on complex and multidimensional issues. The author updates Mills’s critique and applies it to contemporary leadership studies, which is in the process of defining its identity and scholarly profile. Building on the author’s extensive career of teaching and chairing doctoral research on complex leadership dilemmas, the book argues for a method of leadership analysis that blends the social sciences and humanities traditions to provide contextually nuanced analysis of organizational black swans over abstract studies of positional leaders.
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Gunnar L.H. Svendsen and Gert T. Svendsen