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

Book Description

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

Table of Contents

  1. Cover
  2. Wiley-Blackwell Handbooks in Organizational Psychology
  3. Title page
  4. Copyright page
  5. About the Editors
  6. About the Contributors
  7. Foreword
  8. Series Preface
  9. Railway Children
  10. 1 The Role of Psychology in Leadership, Change, and Organization Development
    1. 1.1 Introduction
    2. 1.2 Part I: Leadership
    3. 1.3 Part II: Change
    4. 1.4 Part III: Organization Development
  11. Part I: Leadership
    1. 2 A Critical Review of Leadership Theory
      1. 2.1 Introduction
      2. 2.2 Leadership: A Critical Review of the Literature
      3. 2.3 Conclusion
    2. 3 Evidence-based Management and Leadership
      1. 3.1 Introduction
      2. 3.2 Origins of the evidence-based-practice idea
      3. 3.3 What is EBMgt?
      4. 3.4 Leadership and Differences between Leadership and Management
      5. 3.5 What Roles could Leaders Play in EBMgt?
      6. 3.6 How can Leaders become More Evidence-based?
      7. 3.7 What are the Costs and Benefits of becoming Evidence-based?
      8. 3.8 Future Research
      9. 3.9 Conclusion
    3. 4 Psychodynamic Issues in Organizational Leadership
      1. 4.1 The Vicissitudes of Leadership
      2. 4.2 Psychodynamic Concepts: An Overview
      3. 4.3 Bringing the Human Dimension Back into Organizations
      4. 4.4 Integrating Leadership Theories and the Psychodynamic Paradigm
      5. 4.5 A Psychodynamic Approach to Leadership Development
      6. 4.6 Organizational Coaching and Consultation
      7. 4.7 Psychodynamic Issues in Leadership: Future Challenges and Trends
      8. 4.8 Final Reflections
    4. 5 Do I Trust You to Lead the Way? Exploring Trust and Mistrust in Leader–Follower Relations
      1. 5.1 Introduction
      2. 5.2 The Foundational Role of Trust in Leader–Follower Relationships
      3. 5.3 Development of Trust in Leader–FollowerRelations: Antecedents
      4. 5.4 Trust in Leader–Follower Relations: Consequences
      5. 5.5 Trust As A Buffer: Mediation and Moderation of Trust Between Leadership and Follower Outcomes
      6. 5.6 Leaders Trusting Followers
      7. 5.7 Trust in Dynamic Leader–Follower Processes:the Transfer of Trust
      8. 5.8 Mistrust and Lack of Trust inLeader–Follower Relationships
      9. 5.9 Future Research Directions
      10. 5.10 Conclusion
    5. 6 Leader–Culture Fit: Aligning Leadership and Corporate Culture
      1. 6.1 Introduction
      2. 6.2 Organizational Culture and Leadership
      3. 6.3 Leader–Culture Fit
      4. 6.4 Research on Leader–Culture Fit
      5. 6.5 Conclusion
    6. 7 When Leaders are Bullies: Concepts, Antecedents, and Consequences
      1. 7.1 Introduction
      2. 7.2 Concepts in Use
      3. 7.3 Consequences of Exposure to Bullying and Abusive Supervision
      4. 7.4 Antecedents of Bullying and Abusive Supervision
      5. 7.5 Conclusion and Directions for Future Research
    7. 8 Leadership and Employee Well-being
      1. 8.1 Introduction
      2. 8.2 Leadership and Employee Stress/Psychosocial Risk
      3. 8.3 Leadership and Sickness Absence/Return to Work
      4. 8.4 Leadership and Employee Engagement
      5. 8.5 Leadership Development As An Employee-Well-Being Intervention
      6. 8.6 Conclusion
    8. 9 Transformational Leadership and Psychological Well-being: Effects on Followers and Leaders
      1. 9.1 Introduction
      2. 9.2 Well-being Outcomes: Burnout, Affect, and Mental Health
      3. 9.3 Effects of Transformational Leadership on Leader Stress and Psychological Well-being
      4. 9.4 Conclusion
    9. 10 Making the Mindful Leader: Cultivating Skills for Facing Adaptive Challenges
      1. 10.1 Introduction
      2. 10.2 Adaptive Leadership
      3. 10.3 What is Mindfulness?
      4. 10.4 How Mindfulness can Help Leaders
      5. 10.5 The first Problem: Mindlessness, Automaticity, and the Human Condition
      6. 10.6 The Second Problem: Mindlessness and the Drive to Survive
      7. 10.7 Mindfulness’ Potential Promise for Leaders
      8. 10.8 Understanding the Practice and Mechanisms of Mindfulness
      9. 10.9 Conclusion
    10. 11 The Future of Leadership
      1. 11.1 Introduction
      2. 11.2 Major Schools of Leadership
      3. 11.3 Emerging Pathways ForLeadership Theory and Research
      4. 11.4 Conclusion
  12. Part II: Change
    1. 12 The History and Current Status of Organizational and Systems Change
      1. 12.1 Historical Foundations
      2. 12.2 Distinctions, Debates, and Controversies
      3. 12.3 Prospectus: Major Theories of Change
      4. 12.4 Conclusion
    2. 13 Positive Psychology and Appreciative Inquiry: The Contribution of the Literature to an Understanding of the Nature and Process of Change in Organizations
      1. 13.1 Setting the Scene
      2. 13.2 Appreciative Inquiry
      3. 13.3 Positive Psychology
      4. 13.4 Understanding Change
      5. 13.5 The Change Process
      6. 13.6 What is Emerging for PP and AI in the Field of Organizational Change?
    3. 14 Participation and Organizational Commitment during Change: From Utopist to Realist Perspectives
      1. 14.1 Introduction
      2. 14.2 Participation and Organizational Commitment
      3. 14.3 Employee Participation in Organizational Processes
      4. 14.4 Research on Participation in Explicit-Change Settings
      5. 14.5 Employee Commitment in Organizational Processes
      6. 14.6 Research on Commitment in Explicit-Change Settings
      7. 14.7 Discussion and Directions for Further Research
      8. 14.8 Conclusion
    4. 15 Developmental Approaches for Enhancing Organizational Creativity and Innovation
      1. 15.1 Introduction
      2. 15.2 Perspective
      3. 15.3 Culture
      4. 15.4 Developing People
      5. 15.5 Structure
      6. 15.6 Developing Ideas
      7. 15.7 Managing Innovation
      8. 15.8 Improving Processes
      9. 15.9 Conclusion
    5. 16 Individual Readiness for Organizational Change
      1. 16.1 Introduction
      2. 16.2 Challenges to the Concept of Resistance to Change
      3. 16.3 Reconceptualizing Individuals’ Attitudes Towards Organizational Change
      4. 16.4 Concluding Remarks
    6. 17 Towards an Integration of Stage Theories of Planned Organizational Change
      1. 17.1 Introduction
      2. 17.2 Stage Theories of Change
      3. 17.3 Anti-stage Theories of Planned Organizational Change
      4. 17.4 Transtheoretical Model
      5. 17.5 The TTM and Organizational Change
    7. 18 Culture and Change in Developing Western Countries
      1. 18.1 Introduction to Culture and Change
      2. 18.2 Theories of organizational change
      3. 18.3 Organizational Change in Developing Countries
      4. 18.4 Country Profiles
      5. 18.5 The Model of Organizational Change in Developing Countries
      6. 18.6 The Special Case of Health Care
      7. 18.7 The Hospital: A Unique Organizational Environment
      8. 18.8 Conclusion
  13. Part III: Organizational Development
    1. 19 A Critical Review of Organization Development
      1. 19.1 Introduction
      2. 19.2 The 1940s and 1950s—Kurt Lewin, NTL,and the Origins of OD
      3. 19.3 The 1960s—OD Comes to Maturity
      4. 19.4 The 1970s and 1980s—Red Flags and Rivals
      5. 19.5 The 1990s and the 2000s—OD Lost and Found?
      6. 19.6 Conclusion: OD in the 21st Century—a Time for Cautious Optimism
    2. 20 The Application of Systems Theory to Organizational Diagnosis
      1. 20.1 Introduction
      2. 20.2 Readiness for Change: Dissatisfaction with the Status Quo
      3. 20.3 The Scientific Method: An Approach to Organizational Diagnosis
      4. 20.4 A Brief History of Systems Theory
      5. 20.5 Conclusions: STS Models and Organizational Diagnosis
    3. 21 Organizational-development Research Interventions: Perspectives from Action Research and Collaborative Management Research
      1. 21.1 Introduction
      2. 21.2 Foundations
      3. 21.3 Clustering OD interventions
      4. 21.4 Discussion and future research
      5. 21.5 Conclusions
  14. Index