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Table of Contents

Part I: Defining the Terrain 1: Why study leadership 2: Leadership, power, and influence: Defining the leadership construct 3: The leadership/management debatePart II: Traditional Approaches and Issues 4: Born versus made: Early approaches to understanding leadership 5: Leading teams 6: Transformational and charismatic leadership 7: Leading changePart III: Recent Approaches and Hot Topics 8: In the eye of the beholder: Leadership as a social construction 9: Leaders and leading: Everyone is a leader now! 10: Critical approaches to leadership 11: Strategic leadership 12: Authentic and ethical leadership 13: Responsible leadershipPart IV: Developing Leaders: Developing as a Leader 14: Leadership development: Developing the mindful leader 15: Leadership identities: Moving forward

About the Author

Dr Marian Iszatt-White is a Senior Teaching Fellow at Lancaster University Management School, and Director of the School's Executive MBA. Marian has formerly held the position of Group Treasurer of top 100 plc Enterprise Oil, and has developed a freelance training and consultancy business. Christopher Saunders is the Director of the full-time MBA at Lancaster University Management School. Christopher is also an independent board member at Bolton at Home, a charitable housing association providing affordable housing for local communities.


`Review from previous edition I think it's the best in its field, by a long way.' Dr Scott Taylor, University of Birmingham `It is pedagogical and critical at the same time. A rare combination.' Dr Nadja Sorgarde, Lund University `What sets it apart is the combination of a research base together with reflective, multiple and critical perspectives which are also applied through cases.' Ms Rebecka Arman, University of Gothenberg

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