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© John Bratton 2020. Chapter 7 © John Bratton 2020. Chapter 8
© John Bratton 2020. Chapter 9 © John Bratton 2020. Chapter 10
© Kirsteen Grant 2020. Chapter 11 © Bernadette Scott 2020.
Chapter 12 © Peter Watt, George Boak, Jeff Gold 2020. Chapter
13 © John Bratton, Helen Francis 2020. Chapter 14 © Lois
Farquharson 2020. Chapter 15 © Colin Lindsay 2020. Chapter 16
© Andrew Bratton 2020. Chapter 17 © Markku Sotarauta 2020.

Apart from any fair dealing for the purposes of research or private
study, or criticism or review, as permitted under the Copyright,
Designs and Patents Act, 1988, this publication may be
reproduced, stored or transmitted in any form, or by any means,
only with the prior permission in writing of the publishers, or in the
case of reprographic reproduction, in accordance with the terms of
licences issued by the Copyright Licensing Agency. Enquiries
concerning reproduction outside those terms should be sent to the
publishers.
Library of Congress Control Number: 2019946177

British Library Cataloguing in Publication data

A catalogue record for this book is available from the British Library

ISBN 978-1-5264-6011-0

ISBN 978-1-5264-6012-7 (pbk)

Editor: Ruth Stitt

Development editor: Laura Walmsley

Assistant editor: Martha Cunneen

Production editor: Sarah Cooke

Copyeditor: Solveig Gardner Servian

Proofreader: Sharon Cawood

Indexer: Silvia Benvenuto

Marketing manager: Lucia Sweet

Cover design: Francis Kenney

7
Typeset by: C&M Digitals (P) Ltd, Chennai, India

Printed in the UK

At SAGE we take sustainability seriously. Most of our products are printed in

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system. We undertake an annual audit to monitor our sustainability.

8
The honest man, though e’er sae poor,

Is king o’ men for a’ that!

(Robert Burns)

If you want to go fast, go alone. If you want to go far, go

together.

(African proverb)

9
10
Praise for Organizational Leadership

‘Organizational Leadership brings together a number of

leading scholars to provide a comprehensive perspective
on leadership. This text offers an accessible exploration
of different aspects of leadership and the many
challenges and issues facing contemporary leaders. By
analysing and critiquing different leadership theories and
practices, Organizational Leadership encourages
students to take a critical approach to effectively evaluate
how leaders operate.’

Jennifer Robertson, Associate Professor of Human

Resource Management, Western University, Canada

‘A book that covers all facets of leadership, in theory and

in practice, with a critical approach that will benefit
students and practitioners. Its comprehensive coverage
of contemporary and timely leadership themes make it a
valuable resource for effective people management in
today’s diverse and complex workplaces.’

Lori Rilkoff, Human Resources and Safety Director,

City of Kamloops, Canada

11
12
Summary of Contents
1. Your Guide to Using this Book
2. About the Contributors
3. Acknowledgements
4. List of Figures
5. List of Tables
6. List of Videos
7. Foreword
8. Introduction
9. Part I Contextualizing Leadership
1. 1 The Nature of Leadership
2. 2 Strategic Management, Innovation and Leadership
3. 3 Power and Leadership
4. 4 Culture and Leadership
5. 5 Ethics and Leadership
10. Part II Leadership Theories
1. 6 Trait, Behaviour and Contingency Theories of
Leadership
2. 7 Charismatic and Transformational Leadership
3. 8 Relational and Distributed Theories of Leadership
11. Part III Managing People and Leadership
1. 9 Human Resource Management and Leadership
2. 10 Talent Management and Leadership
3. 11 Performance Management and Leadership
4. 12 Leadership Development
12. Part IV Contemporary Leadership
1. 13 Followers, Communication and Leadership
2. 14 Gender and Leadership
3. 15 Leadership in Public Sector Organizations
4. 16 Leading Pro-Environmental Change
5. 17 Leadership for Urban and Regional Innovation
13. Bibliography
14. Index

13
14
Detailed Contents
Your Guide to Using this Book
In the book you’ll find
On the website you’ll find
For lecturers
About the Contributors
Acknowledgements
List of Figures
List of Tables
List of Videos
Foreword
Introduction
Objectives of this book
A framework for studying leadership
The organization of this book
Part I Contextualizing Leadership
1 The Nature of Leadership
Chapter outline
Learning outcomes
Introduction
Defining leadership
Leadership and management
Mapping the changing study of leadership
Critical leadership studies
The employment relationship
Conclusion
Chapter review questions
Further reading
2 Strategic Management, Innovation and Leadership
Chapter outline
Learning outcomes
Introduction
Strategic management
A framework for studying strategy and leadership
The nature of innovation
The external and internal contexts driving innovation
Leaders’ roles in innovation processes
Evaluation and criticism

15
 Conclusion
Chapter review questions
Further reading
3 Power and Leadership
Chapter outline
Learning outcomes
Introduction
Conceptualizing power
Different perspectives on power
Power and management
Conclusion
Chapter review questions
Further reading
4 Culture and Leadership
Chapter outline
Learning outcomes
Introduction
The nature of national cultures
Understanding organizational culture
Perspectives on organizational culture
Organizational culture, climate and leadership
Evaluation and criticism
Conclusion
Chapter review questions
Further reading
5 Ethics and Leadership
Chapter outline
Learning outcomes
Introduction
The nature of ethical leadership
Philosophical approaches to ethical leadership
Dimensions of ethical leadership
Organizations behaving badly: failures in ethical
leadership
Context, the rhetoric and reality
Whistleblowing: is it responsible behaviour?
Millennial leadership, digitization and artificial
intelligence
Conclusion
Chapter review questions

16
 Further reading
Part II Leadership Theories
6 Trait, Behaviour and Contingency Theories of
Leadership
Chapter outline
Learning outcomes
Introduction
Leader traits and attributes
Leader behaviour and styles
Contingency theories of leadership
Conclusion
Chapter review questions
Further reading
7 Charismatic and Transformational Leadership
Chapter outline
Learning outcomes
Introduction
The nature of charismatic leadership
Neo-theories of charismatic leadership
Transformational leadership
Critiquing charismatic and transformational
leadership
Conclusion
Chapter review questions
Further reading
8 Relational and Distributed Theories of Leadership
Chapter outline
Learning outcomes
Introduction
Classical relational studies
Contemporary theories of relational leadership
Positivist dyadic relational perspectives
Social constructionist group-level relational
perspectives
The growth of distributed leadership
Practising distributed and shared leadership
Evaluation and criticism
Conclusion
Chapter review questions
Further reading

17
Part III Managing People and Leadership
9 Human Resource Management and Leadership
Chapter outline
Learning outcomes
Introduction
The nature of human resource management
Scope and functions of human resource
management
Theorizing human resource management
Human resource management and leadership
Critiquing the human resource management
discourse
Conclusion
Chapter review questions
Further reading
10 Talent Management and Leadership
Chapter outline
Learning outcomes
Introduction
The nature of talent and talent management
Leading and managing talent
The influence of ‘talented followership’ on co-
producing leadership
Collaborative talent management
Critiquing the talent management debate
Conclusion
Chapter review questions
Further reading
11 Performance Management and Leadership
Chapter outline
Learning outcomes
Introduction
The nature and purpose of performance
management
Determinants of employee and organizational
performance
Historical milestones in the development of
performance management
The performance management appraisal process
Modelling leadership and performance

18
 Problems of methodology and theory
Criticism of individual performance appraisals
Conclusion
Chapter review questions
Further reading
12 Leadership Development
Chapter outline
Learning outcomes
Introduction
Leader and leadership development in organizations
Reflection and critical thinking for leadership
development
What capabilities should leaders develop?
Approaches to leaders’ development
Approaches to the development of leadership in
others
Conclusion
Chapter review questions
Further reading
Part IV Contemporary Leadership
13 Followers, Communication and Leadership
Chapter outline
Learning outcomes
Introduction
The nature of followership
Follower behaviour and personality
Follower behaviour and motivation
Dialogic conversation and leadership
Conclusion
Chapter review questions
Further reading
14 Gender and Leadership
Chapter outline
Learning outcomes
Introduction
The nature of diversity
The glass ceiling, the labyrinth and the glass cliff
Gender pay gap
Women in global leadership
Millennial women and leadership

19
 Future challenges for practices of gender diversity
and inclusion
Supporting women to lead
Conclusion
Chapter review questions
Further reading
15 Leadership in Public Sector Organizations
Chapter outline
Learning outcomes
Introduction
Problematizing public sector leadership
Distinctive challenges associated with public sector
leadership
The new public management and the rise of
transformational leadership
Beyond transformational leadership: shared and
distributed leadership
Challenges of distributed leadership in public sector
organizations
Leadership and performance in public sector
organizations
Conclusion
Chapter review questions
Further reading
16 Leading Pro-Environmental Change
Chapter outline
Learning outcomes
Introduction
The nature of environmental sustainability
Employees’ pro-environmental behaviours and
environmental management systems
Environmental leadership, organizational change
and culture
Creating a sustainable workplace through human
resource practices
Employee voice in environmental sustainability
Critical perspectives on corporate-oriented
sustainability
Conclusion
Chapter review questions

20
 Further reading
17 Leadership for Urban and Regional Innovation
Chapter outline
Learning outcomes
Introduction
The nature of place-based leadership for urban and
regional innovation
Regional innovation systems and strategies
Placed-based leadership
Place-based leaders, knowledge producers and
decision makers
Generative leadership – a missing link in
transformative efforts
Criticism and exemplary research for place-based
leadership
Conclusion
Chapter review questions
Further reading
Bibliography
Index

21
22
Your guide to using this book

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