This volume provides an overview of a variety of established and newer methods for leadership research. It is intended for any individuals wanting to undertake research on leadership, whether they are academics or practitioners, undergraduates, graduate students working on a dissertation, or new or established professionals. It will be particularly useful for academics who want to try a new method and graduate students working on a dissertation who want an overview of what is out there. This book covers quantitative as well as qualitative methods but with a stronger focus on the former than the latter. Included are chapters focusing on measurement and design as well as analytical methods. All chapters outline a method and provide examples of how to apply the method to leadership research. It concludes with an overview of the future of leadership research.
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Birgit Schyns, Pedro Neves and Rosalie J. Hall
David Crowther and Linne Marie Lauesen
Vilma Žydžiūnaitė and Loreta Tauginienė
Grounded theory (GT) is a qualitative methodology, which derives its name from the practice of generating theory from research, which is grounded in data (Babchuk 1997). Three GT methodologies have evolved, namely B.G. Glaser’s classic, A.L. Strauss and J. Corbin’s structured and K. Charmaz’s (1983, 2005, 2006, 2014) social constructivist methodology. The thematic analysis based on GT is usually called applied thematic analysis (ATA) (Braun and Clarke 2006). As GT is designed to construct theories that are grounded in the empirical data themselves (Guest et al. 2012) this aspect is also reflected in ATA because its process also consists of reading transcripts, identifying and comparing themes, and building theoretical models (Boyatzis 1998).
Steve Kempster, Arthur F. Turner and Gareth Edwards
In this opening chapter we seek to address three purposes. First we outline the focus of the field guide book – experiential learning. Experiential learning in leadership development has been dominated by outdoor (and indoor) activities such as the spiders’ web. However, the ability of such activities to capture the complexity of leadership practice is rather restricted. We explore this point and suggest there is much need for alternative experiential processes that are more suited to the development of leadership practice. Second we outline the chapters of the book that provide a spectrum of approaches that have been developed and tested in the ‘field’ of leadership development. All of the approaches are fundamentally aligned to advancing leadership practice through reflection. Third the chapter seeks to illustrate a style of writing that is commensurate with a field guide. We seek to be direct and engaging; rooted in theoretical arguments yet accessible and connected to everyday practice; provocative and reflexive. The chapter concludes by arguing for reflection and practice to become an essential part of organizational leadership. To that end we offer up the notion of the ‘leadership practice field’ and pose the question ‘how can we enable those who lead to practise leading’.
G. Scott Erickson
G. Scott Erickson
Chapter 1 covers definitions and methods related to big data systems. Placing big data monitoring systems in the context of loyalty programs developed by Tesco/dunnhumby and Caesar’s, the discussion characterizes what big data is, how systems collect and share it, and how it is used to enhance day-to-day decision-making. Concepts like key performance indicators and action-oriented algorithms are included. Coverage then moves to more in-depth marketing analytics related to big data. Here, the marketing approaches of Spotify and Bloomberg are used to illustrate and explain how analysts cut the data in different ways looking for insights as well as conducting predictive and clustering analysis.
Edited by Mellani Day, Mary C. Boardman and Norris F. Krueger
Mellani Day, Mary C. Boardman and Norris F. Krueger
The introduction to this handbook presents an overview of issues that will be introduced in the rest of the chapters with respect to the nascent field of neuroentrepreneurship. Entrepreneurship researchers have begun to investigate brain-based research methods; however, hurdles such as a lack of familiarity with and training in neuroscience research design and implementation, along with interpretation of reactions in the brain to stimuli in laboratory experiments, has prevented any wide-scale adoption of these methods. Initial questions that neuroscientists wrestle with, and that those who would focus on brain-based research should consider, such as philosophical stance on brain versus mind and causation, are addressed.