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
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’.
Edited by Peter Iver Kaufman and Kristin M.S. Bezio
The preface, by Kristin M.S. Bezio, begins with a definition of “culture” and an explanation of how culture—and, specifically, cultural works like literature, art and music—engages in leadership, both on its own and through those who create it.
Kristin M.S. Bezio
The first chapter addresses Christopher Marlowe, whose influence over his own time was significant, as he was one of the first playwrights to develop the dramatic formula we have come to associate with the now more famous Shakespeare. In the years since his death in 1593, Marlowe has become an icon of early atheism and heresy, as well as resistance to an authoritarian government. In addition to his impact on the dramatic genre, Marlowe’s work, particularly Massacre at Paris, shows disdain for the violence that seemed to him endemic to the English Reformation, and suggests a nihilistic view of religion as detrimental to society.
Peter Iver Kaufman
The introduction, authored by Peter Iver Kaufman, includes a brief description of the origin of the project and then provides an overview of the subsequent chapters of the volume.