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Relational Leadership : Theory, Practice and Development.

By: Clarke, Nicholas.
Material type: TextTextPublisher: Milton : Routledge, 2018Copyright date: ©2018Edition: 1st ed.Description: 1 online resource (211 pages).Content type: text Media type: computer Carrier type: online resourceISBN: 9781317216933.Subject(s): Leadership | Interpersonal relationsGenre/Form: Electronic books.Additional physical formats: Print version:: Relational Leadership : Theory, Practice and DevelopmentDDC classification: 658.4092 Online resources: Click here to view book
Contents:
Cover -- Half Title -- Title Page -- Copyright Page -- Dedication Page -- Table of contents -- List of figures and tables -- 1 Introduction to relational leadership: The challenges of capacity, context and responsibility -- Why do we need a new way of thinking about leadership? -- (1) The challenge of leadership capacity -- (2) The challenge of context -- (3) The challenge of responsibility -- About this book -- 2 Relational leadership from an entity perspective: The relationship as leader-member exchange -- Introduction -- Leader-member exchange (LMX) -- LMX antecedents -- Developing relational leadership: insights from leader-member exchange -- Concluding remarks -- 3 Relational leadership from a socio-constructionist perspective -- Introduction -- The notion of relationality -- The importance of sensemaking -- The sensemaking process -- Developing relational leadership: insights from a socio-constructionist perspective -- Concluding comments -- 4 Respect, trust and mutuality: The sine qua non of relational leadership -- Introduction -- Respect in relational leadership -- Trust in relational leadership -- Developing trust and respect -- Conclusions -- 5 Emotional intelligence and relational leadership -- Introduction -- The concept of emotional intelligence -- Emotional intelligence - its role in relational leadership -- Developing emotional intelligence -- Concluding comments -- 6 Shared leadership -- Introduction -- Shared leadership: theoretical and empirical underpinnings -- Factors or antecedents supporting shared leadership -- (1) The role of formal (vertical) team leaders -- (2) Knowledge sharing and team learning -- (3) Team member attitudes -- (4) Team dynamics, team potency and trust -- (5) Team member voice -- (6) Organisational culture -- Developing shared leadership -- (1) Changing team member attitudes.
(2) Developing team member skills -- (3) Developing trust -- (4) Developing team learning -- (5) Developing a supportive organisational culture -- Concluding comments -- 7 Responsible leadership -- Responsible leadership: theoretical contributions -- Developing responsible leadership -- Concluding remarks -- 8 Global team leadership -- Introduction -- Global leadership: the focus on competences -- Global team leadership through a more relational lens -- Developing global leadership -- Concluding comments -- 9 Complexity leadership -- Introduction -- The assumptions underpinning complexity leadership -- Practical application of complexity leadership and its limitations -- The role of formal leadership -- Developing complexity leadership -- 1. Network conditions -- 2. Shared leadership -- 3. Organisational learning -- 4. Leader behaviours -- (1) Supporting autocatalysis -- (2) Supporting shared leadership -- (3) Developing the system's network -- (4) Supporting shared meaning making -- (5) Identifying barriers to information flows -- (6) Fostering the positive value of tension -- (7) Building social capital -- Proximal and distal outcomes of complexity leadership development -- Concluding comments -- 10 Case studies Case study: network building among mental health organisations: -- Background to the case -- The intervention -- Impact of the intervention on the network -- Case study: supporting emergence (self-organising change) through appreciative inquiry at Visa Europe -- Background to the case -- The intervention -- Impact of the intervention -- Case study: sensemaking in ethical decision-making -- Background to the case -- The significance of organisational culture in recognising the ethical dilemma -- Previous history of projects -- The narrative used to talk about the project -- Identification with the project -- Stakeholder engagement.
Three months later -- What this case tells us about leaders' ethical decision making -- References -- Index.
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Item type Current location Call number URL Status Date due Barcode
Electronic Book UT Tyler Online
Online
HD57.7 .C537 2018 (Browse shelf) https://ebookcentral.proquest.com/lib/uttyler/detail.action?docID=5302002 Available EBC5302002

Cover -- Half Title -- Title Page -- Copyright Page -- Dedication Page -- Table of contents -- List of figures and tables -- 1 Introduction to relational leadership: The challenges of capacity, context and responsibility -- Why do we need a new way of thinking about leadership? -- (1) The challenge of leadership capacity -- (2) The challenge of context -- (3) The challenge of responsibility -- About this book -- 2 Relational leadership from an entity perspective: The relationship as leader-member exchange -- Introduction -- Leader-member exchange (LMX) -- LMX antecedents -- Developing relational leadership: insights from leader-member exchange -- Concluding remarks -- 3 Relational leadership from a socio-constructionist perspective -- Introduction -- The notion of relationality -- The importance of sensemaking -- The sensemaking process -- Developing relational leadership: insights from a socio-constructionist perspective -- Concluding comments -- 4 Respect, trust and mutuality: The sine qua non of relational leadership -- Introduction -- Respect in relational leadership -- Trust in relational leadership -- Developing trust and respect -- Conclusions -- 5 Emotional intelligence and relational leadership -- Introduction -- The concept of emotional intelligence -- Emotional intelligence - its role in relational leadership -- Developing emotional intelligence -- Concluding comments -- 6 Shared leadership -- Introduction -- Shared leadership: theoretical and empirical underpinnings -- Factors or antecedents supporting shared leadership -- (1) The role of formal (vertical) team leaders -- (2) Knowledge sharing and team learning -- (3) Team member attitudes -- (4) Team dynamics, team potency and trust -- (5) Team member voice -- (6) Organisational culture -- Developing shared leadership -- (1) Changing team member attitudes.

(2) Developing team member skills -- (3) Developing trust -- (4) Developing team learning -- (5) Developing a supportive organisational culture -- Concluding comments -- 7 Responsible leadership -- Responsible leadership: theoretical contributions -- Developing responsible leadership -- Concluding remarks -- 8 Global team leadership -- Introduction -- Global leadership: the focus on competences -- Global team leadership through a more relational lens -- Developing global leadership -- Concluding comments -- 9 Complexity leadership -- Introduction -- The assumptions underpinning complexity leadership -- Practical application of complexity leadership and its limitations -- The role of formal leadership -- Developing complexity leadership -- 1. Network conditions -- 2. Shared leadership -- 3. Organisational learning -- 4. Leader behaviours -- (1) Supporting autocatalysis -- (2) Supporting shared leadership -- (3) Developing the system's network -- (4) Supporting shared meaning making -- (5) Identifying barriers to information flows -- (6) Fostering the positive value of tension -- (7) Building social capital -- Proximal and distal outcomes of complexity leadership development -- Concluding comments -- 10 Case studies Case study: network building among mental health organisations: -- Background to the case -- The intervention -- Impact of the intervention on the network -- Case study: supporting emergence (self-organising change) through appreciative inquiry at Visa Europe -- Background to the case -- The intervention -- Impact of the intervention -- Case study: sensemaking in ethical decision-making -- Background to the case -- The significance of organisational culture in recognising the ethical dilemma -- Previous history of projects -- The narrative used to talk about the project -- Identification with the project -- Stakeholder engagement.

Three months later -- What this case tells us about leaders' ethical decision making -- References -- Index.

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Author notes provided by Syndetics

<p>Nicholas Clarke is Professor of Organisational Behaviour at EADA Business School, Spain. He teaches and researches in the fields of leadership, learning and development. </p>

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