Leadership Development: (18 The International Library of Critical Writings on Business and Management series)

This authoritative title brings together a critical selection of important academic articles and practitioner-oriented papers that reflect current thinking and practices in the growing field of leadership development. It offers a solid foundation for theoretical approaches to leadership development and covers the key methodologies applicable to leadership development research and practice.

Table of Contents:
Contents: Acknowledgements Introduction Manfred F.R. Kets de Vries and Konstantin Korotov PART I UNDERSTANDING THE FIELD OF LEADERSHIP DEVELOPMENT: WORK IN PROGRESS 1. Gary P. Latham (1988), ‘Human Resource Training and Development’ 2. Fred E. Fiedler (1996), ‘Research on Leadership Selection and Training: One View of the Future’ 3. Robert M. Fulmer (1997), ‘The Evolving Paradigm of Leadership Development’ 4. Jay A. Conger (2004), ‘Developing Leadership Capability: What’s Inside the Black Box?’ 5. David V. Day (2000), ‘Leadership Development: A Review In Context’ PART II ARE LEADERS BORN OR MADE? 6. Richard A. Barker (1997), ‘How Can We Train Leaders If We Do Not Know What Leadership Is?’ 7. Bruce J. Avolio, Maria Rotundo and Fred O. Walumbwa (2009), ‘Early Life Experiences as Determinants of Leadership Role Occupancy: The Importance of Parental Influence and Rule Breaking Behaviour’ 8. Zhen Zhang, Remus Ilies and Richard D. Arvey (2009), ‘Beyond Genetic Explanations for Leadership: The Moderating Role of the Social Environment’ 9. Morgan W. McCall, Jr. (2004), ‘Leadership Development Through Experience’ 10. Abraham Zaleznik (2004), ‘Managers and Leaders: Are They Different?’ PART III HOW DO LEADERS LEARN? 11. Scott J. Allen and Nathan S. Hartman (2008), ‘Leadership Development: An Exploration of Sources of Learning’ 12. Herminia Ibarra (1999), ‘Provisional Selves: Experimenting with Image and Identity in Professional Adaptation’ 13. Lisa Dragoni, Paul E. Tesluk, Joyce E.A. Russell and In-Sue Oh (2009), ‘Understanding Managerial Development: Integrating Developmental Assignments, Learning Orientation, and Access to Developmental Opportunities in Predicting Managerial Competencies’ 14. Boas Shamir and Galit Eilam (2005), ‘”What’s Your Story?” A Life-Stories Approach to Authentic Leadership Development’ 15. Manfred F.R. Kets de Vries and Konstantin Korotov (2007), ‘Creating Transformational Executive Education Programs’ 16. Gretchen M. Spreitzer (2006), ‘Leading to Grow and Growing to Lead: Leadership Development Lessons from Positive Organizational Studies’ 17. Philip Mirvis (2008), ‘Executive Development Through Consciousness-Raising Experiences’ PART IV TOOLS AND METHODS THAT SUPPORT LEADERSHIP DEVELOPMENT 18. Leanne E. Atwater and Joan F. Brett (2006), ‘360-Degree Feedback to Leaders: Does It Relate to Change in Employee Attitudes?’ 19. Sarah A. Hezlett (2008), ‘Using Multisource Feedback to Develop Leaders: Applying Theory and Research to Improve Practice’ 20. Manfred F.R. Kets de Vries, Pierre Vrignaud, Konstantin Korotov, Elisabet Engellau and Elizabeth Florent-Treacy (2006), ‘The Development of the Personality Audit: A Psychodynamic Multiple Feedback Assessment Instrument’ 21. Konstantin Korotov (2008), ‘Peer Coaching in Executive-Education Programmes’ PART V LEADERSHIP DEVELOPMENT: BEYOND INDIVIDUAL LEADERS 22. Wilfred R. Bion (1952), ‘Group Dynamics: A Re-View’ 23. Manfred F.R. Kets de Vries (1999), ‘High-Performance Teams: Lessons from the Pygmies’ 24. Manfred F.R. Kets de Vries (2005), ‘Leadership Group Coaching in Action: The Zen of Creating High Performance Teams’ PART VI LEADERSHIP DEVELOPMENT AND THE PROMISE OF COACHING 25. Manfred F.R. Kets de Vries, Pierre Vrignaud and Elizabeth Florent-Treacy (2004), ‘The Global Leadership Life Inventory: Development and Psychometric Properties of a 360-Degree Feedback Instrument’ 26. Richard E. Boyatzis, Melvin L. Smith and Nancy Blaize (2006) ‘Developing Sustainable Leaders Through Coaching and Compassion’ 27. Carol Kauffman and P. Alex Linley (2007), ‘The Meeting of the Minds: Positive Psychology and Coaching Psychology’ PART VII MEASURING THE UNMEASURABLE? EVALUATING EFFECTIVENESS OF LEADERSHIP DEVELOPMENT EFFORTS 28. Alice M. Black and Garee W. Earnest (2009), ‘Measuring the Outcomes of Leadership Development Programs’ 29. Manfred Kets de Vries, Elizabeth Florent-Treacy, Laura Guillen Ramo and Konstantin Korotov (2008), ‘The Proof is in the Pudding: An Integrative, Psychodynamic Approach to Evaluating a Leadership Development Program’ PART VIII FRONTIERS OF LEADERSHIP DEVELOPMENT INQUIRY AND PRACTICE: IDENTITY, AUTHENTICITY, PSYCHODYNAMICS, AND ETHICS 30. Daan van Knippenberg, Barbara van Knippenberg, David De Cremer and Michael A. Hogg (2004), ‘Leadership, Self, and Identity: A Review and Research Agenda’ 31. Robert G. Lord and Rosalie J. Hall (2005), ‘Identity, Deep Structure and the Development of Leadership Skill’ 32. David V. Day and Michelle M. Harrison (2007), ‘A Multilevel, Identity-based Approach to Leadership Development’ 33. William L. Gardner, Bruce J. Avolio, Fred Luthans, Douglas R. May and Fred Walumbwa (2005), ‘”Can You See The Real Me?” A Self-based Model of Authentic Leader and Follower Development’ 34. Kiran Trehan (2007), ‘Psychodynamic and Critical Perspectives on Leadership Development’ 35. Ellen Van Velsor and Evelina Ascalon (2008), ‘The Role and Impact of Leadership Development in Supporting Ethical Action in Organisations’ 36. Konstantin Korotov (2008), ‘Citius, Altius, Fortius, Challenges of Accelerated Development of Leadership Talent in the Russian Context’

About the Author :
Edited by Manfred F.R. Kets de Vries, Raoul de Vitry d’Avaucourt Chaired Clinical Professor of Leadership Development and Founder, INSEAD Global Leadership Centre, INSEAD, France, Singapore and Abu Dhabi and Distinguished Visiting Professor of Leadership Development, ESMT – European School of Management and Technology, Germany and Konstantin Korotov, Professor of Organizational Behavior, ESMT Berlin, Germany

Review :
‘So you want to know whether leadership can be developed? This volume gives you just about all the mainstream answers, and also gives you the keys to decide which methods work best; in which circumstances, and why. The editors share a particular take on the psychological development of leaders, and the collection is especially strong on illuminating what it is, on the inside of a person, that is being developed. All the articles here are well written, well researched, and each presents a strong case and a clear perspective. The whole collection is a must-read for professionals and students in leadership development.’