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The Wiley-Blackwell Handbook of the Psychology of Leadership, Change and Organizational Development

Name: The Wiley-Blackwell Handbook of the Psychology of Leadership, Change and Organizational Development
ISBN: 9781119237921

by H. Skipton Leonard, Rachel Lewis, Arthur M. Freedman, Jonathan Passmore

September 2016

Intermediate to advanced

496 pages

20h 58m

English

Wiley-Blackwell

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Cover
Wiley-Blackwell Handbooks in Organizational Psychology
Title page
Copyright page
About the Editors
About the Contributors
Foreword
Series Preface
Railway Children
1 The Role of Psychology in Leadership, Change, and Organization Development
1.1 Introduction1.2 Part I: Leadership1.3 Part II: Change1.4 Part III: Organization Development

Part I: Leadership
2 A Critical Review of Leadership Theory
2.1 Introduction2.2 Leadership: A Critical Review of the Literature2.3 Conclusion
3 Evidence-based Management and Leadership
3.1 Introduction3.2 Origins of the evidence-based-practice idea3.3 What is EBMgt?3.4 Leadership and Differences between Leadership and Management3.5 What Roles could Leaders Play in EBMgt?3.6 How can Leaders become More Evidence-based?3.7 What are the Costs and Benefits of becoming Evidence-based?3.8 Future Research3.9 Conclusion
4 Psychodynamic Issues in Organizational Leadership
4.1 The Vicissitudes of Leadership4.2 Psychodynamic Concepts: An Overview4.3 Bringing the Human Dimension Back into Organizations4.4 Integrating Leadership Theories and the Psychodynamic Paradigm4.5 A Psychodynamic Approach to Leadership Development4.6 Organizational Coaching and Consultation4.7 Psychodynamic Issues in Leadership: Future Challenges and Trends4.8 Final Reflections
5 Do I Trust You to Lead the Way? Exploring Trust and Mistrust in Leader–Follower Relations
5.1 Introduction5.2 The Foundational Role of Trust in Leader–Follower Relationships5.3 Development of Trust in Leader–FollowerRelations: Antecedents5.4 Trust in Leader–Follower Relations: Consequences5.5 Trust As A Buffer: Mediation and Moderation of Trust Between Leadership and Follower Outcomes5.6 Leaders Trusting Followers5.7 Trust in Dynamic Leader–Follower Processes:the Transfer of Trust5.8 Mistrust and Lack of Trust inLeader–Follower Relationships5.9 Future Research Directions5.10 Conclusion
6 Leader–Culture Fit: Aligning Leadership and Corporate Culture
6.1 Introduction6.2 Organizational Culture and Leadership6.3 Leader–Culture Fit6.4 Research on Leader–Culture Fit6.5 Conclusion
7 When Leaders are Bullies: Concepts, Antecedents, and Consequences
7.1 Introduction7.2 Concepts in Use7.3 Consequences of Exposure to Bullying and Abusive Supervision7.4 Antecedents of Bullying and Abusive Supervision7.5 Conclusion and Directions for Future Research
8 Leadership and Employee Well-being
8.1 Introduction8.2 Leadership and Employee Stress/Psychosocial Risk8.3 Leadership and Sickness Absence/Return to Work8.4 Leadership and Employee Engagement8.5 Leadership Development As An Employee-Well-Being Intervention8.6 Conclusion
9 Transformational Leadership and Psychological Well-being: Effects on Followers and Leaders
9.1 Introduction9.2 Well-being Outcomes: Burnout, Affect, and Mental Health 9.3 Effects of Transformational Leadership on Leader Stress and Psychological Well-being9.4 Conclusion
10 Making the Mindful Leader: Cultivating Skills for Facing Adaptive Challenges
10.1 Introduction10.2 Adaptive Leadership10.3 What is Mindfulness?10.4 How Mindfulness can Help Leaders10.5 The first Problem: Mindlessness, Automaticity, and the Human Condition10.6 The Second Problem: Mindlessness and the Drive to Survive10.7 Mindfulness’ Potential Promise for Leaders10.8 Understanding the Practice and Mechanisms of Mindfulness10.9 Conclusion
11 The Future of Leadership
11.1 Introduction11.2 Major Schools of Leadership11.3 Emerging Pathways ForLeadership Theory and Research11.4 Conclusion
Part II: Change
12 The History and Current Status of Organizational and Systems Change
12.1 Historical Foundations12.2 Distinctions, Debates, and Controversies12.3 Prospectus: Major Theories of Change12.4 Conclusion
13 Positive Psychology and Appreciative Inquiry: The Contribution of the Literature to an Understanding of the Nature and Process of Change in Organizations
13.1 Setting the Scene13.2 Appreciative Inquiry13.3 Positive Psychology13.4 Understanding Change13.5 The Change Process13.6 What is Emerging for PP and AI in the Field of Organizational Change?
14 Participation and Organizational Commitment during Change: From Utopist to Realist Perspectives
14.1 Introduction14.2 Participation and Organizational Commitment14.3 Employee Participation in Organizational Processes14.4 Research on Participation in Explicit-Change Settings14.5 Employee Commitment in Organizational Processes14.6 Research on Commitment in Explicit-Change Settings14.7 Discussion and Directions for Further Research14.8 Conclusion
15 Developmental Approaches for Enhancing Organizational Creativity and Innovation
15.1 Introduction15.2 Perspective15.3 Culture15.4 Developing People15.5 Structure15.6 Developing Ideas15.7 Managing Innovation15.8 Improving Processes15.9 Conclusion
16 Individual Readiness for Organizational Change
16.1 Introduction16.2 Challenges to the Concept of Resistance to Change16.3 Reconceptualizing Individuals’ Attitudes Towards Organizational Change16.4 Concluding Remarks
17 Towards an Integration of Stage Theories of Planned Organizational Change
17.1 Introduction17.2 Stage Theories of Change17.3 Anti-stage Theories of Planned Organizational Change17.4 Transtheoretical Model17.5 The TTM and Organizational Change
18 Culture and Change in Developing Western Countries
18.1 Introduction to Culture and Change18.2 Theories of organizational change18.3 Organizational Change in Developing Countries18.4 Country Profiles18.5 The Model of Organizational Change in Developing Countries18.6 The Special Case of Health Care18.7 The Hospital: A Unique Organizational Environment18.8 Conclusion
Part III: Organizational Development
19 A Critical Review of Organization Development
19.1 Introduction19.2 The 1940s and 1950s—Kurt Lewin, NTL,and the Origins of OD19.3 The 1960s—OD Comes to Maturity19.4 The 1970s and 1980s—Red Flags and Rivals19.5 The 1990s and the 2000s—OD Lost and Found?19.6 Conclusion: OD in the 21st Century—a Time for Cautious Optimism
20 The Application of Systems Theory to Organizational Diagnosis
20.1 Introduction20.2 Readiness for Change: Dissatisfaction with the Status Quo20.3 The Scientific Method: An Approach to Organizational Diagnosis20.4 A Brief History of Systems Theory20.5 Conclusions: STS Models and Organizational Diagnosis
21 Organizational-development Research Interventions: Perspectives from Action Research and Collaborative Management Research
21.1 Introduction21.2 Foundations21.3 Clustering OD interventions21.4 Discussion and future research21.5 Conclusions
Index

Overview

A state-of-the-art reference, drawing on key contemporary research to provide an in-depth, international, and competencies-based approach to the psychology of leadership, change and OD

Puts cutting-edge evidence at the fingertips of organizational psychology practitioners who need it most, but who do not always have the time or resources to keep up with scholarly research
Thematic chapters cover leadership and employee well-being, organizational creativity and innovation, positive psychology and Appreciative Inquiry, and leadership-culture fit
Contributors include David Cooperrider, Manfred Kets de Vries, Emma Donaldson-Feilder, Staale Einarsen, David Day, Beverley Alimo-Metcalfe, Michael Chaskalson and Bernard Burnes

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