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Research into leadership often focuses on standard business organizations. We know little about these proposed models apply to leadership in other contexts, such as the military, sports, film and television industries or religious organizations. Here, we deliberately reverse the idea of investigating how standard models fit into non-standard contexts; we want to know what leadership lessons can be drawn from compelling yet understudied contexts. Research and theory from four types of contexts are presented: Those characterized by high levels of competition, such as sport, those in which the generation of innovation and creativity is crucial e.g. film and television, high-risk contexts such as the military and aviation, and those where fostering the well-being of others is at the core. To summarize, as much as we can learn about leadership from standard business organizations and apply it to unusual contexts, the same applies the other way round: Idiosyncrasies of compelling contexts teach us fundamental lessons about leadership which are also applicable to other settings.
Price: $174.99
Pages: 512
Publisher: Emerald Group Publishing Limited
Imprint: Emerald Group Publishing Limited
Series: Monographs in Leadership and Management
Publication Date:
11 March 2016
ISBN: 9781785609428
Format: Hardcover
BISACs:
Editors Peus, Braun, and Schyns present readers with a collection of academic and professional perspectives on leadership and management in a variety of contexts. The editors have organized the contributions that make up the main body of the text in five parts devoted to sports and competition, high-risk leadership situations, creativity and innovation in leadership, care and community, and leadership lessons from compelling contexts. Claudia Peus is a faculty member of the Technical University of Munich, Germany. Susanne Braun is a faculty member of Durham University Business School in the UK and Ludwig Maximillian University in Germany. Birgit Schyns is a faculty member of Durham University Business School.
Edited by Claudia Peus, Technical University of Munich, Germany
Susanne Braun, Durham University Business School, UK, and Ludwig Maximilian University Munich, Germany
Birgit Schyns, Durham University Business School, UK
Introduction: Exploring Compelling Contexts Through Paradox, Tension, and New Approaches to Leadership - Michelle C. Bligh
PART I: SPORTS AND COMPETITION
Leadership in the National Football League: Do Leaders Make a Difference? - Robert G. Lord, Suzanne Hendler Devlin, Carol Oeth Caldwell and Darrin Kass
Following the Leader in Sports: A Targeted Review and a Rally for Extended Research - Marco S. DiRenzo, Steven M. Weingarden and Christian J. Resick
What Lessons Can We Learn from Football about Leadership and Management? - Birgit Schyns, Sarah Gilmore and Graham Dietz
The Role of Leaders in Managing Envy and its Consequences for Competition in Organizations - Theresa M. Floyd, Charles E. Hoogland and Richard H. Smith
PART II: HIGH-RISK
Paradox and Challenges in Military Leadership - Ronit Kark, Tair Karazi-Presler and Sarit Tubi
Leading High-Risk Teams in Aviation - Gudela Grote
Terrorist Leaders – How Ethical Must They Be? - Dina Al Raffie and Matthias P. Huehn
PART III: CREATIVITY AND INNOVATION
Leadership Lessons from Creative Industries: The Case of Producers, Directors, and Executives in Film and Television - Susan Elaine Murphy
The “Genre Bender”: The Creative Leadership of Kathryn Bigelow - Olga Epitropaki and Charalampos Mainemelis
Children’s Stories as a Foundation for Leadership Schemas: More than Meets the Eye - Peter D. Harms and Seth M. Spain
Expertise Coordination over Distance: Shared Leadership in Dispersed New Product Development Teams - Miriam Muethel and Martin Hoegl
Leadership in Academia: Individual and Collective Approaches to the Quest for Creativity and Innovation - Susanne Braun, Claudia Peus, Dieter Frey and Kristin Knipfer
PART IV: CARE AND COMMUNITY
Emotional Labor among West Texas Baptist Pastors: Potential Threats to Leader Authenticity and Lessons Learned - Kelly Davis McCauley and William L. Gardner
Finding Meaning in Highly Uncertain Situations: Servant Leadership during Change - Dirk van Dierendonck and Milton Sousa
Leadership in Volunteer Multistakeholder Groups Tackling Complex Problems - Kate B. Hilton and Ruth Wageman
PART V: CONCLUSION
Conclusion: Leadership Lessons from Compelling Contexts - Claudia Peus, Susanne Braun and Birgit Schyns