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

Contents

About the Editors

About the Contributors

Foreword

Series Preface

Railway Children

1 The Role of Psychology in Leadership, Change, and Organization Development

1.1 Introduction

1.2 Part I: Leadership

1.3 Part II: Change

1.4 Part III: Organization Development

Part I Leadership

2 A Critical Review of Leadership Theory

2.1 Introduction

2.2 Leadership: A Critical Review of the Literature

2.3 Conclusion

3 Evidence-based Management and Leadership

3.1 Introduction

3.2 Origins of the evidence-based-practice idea

3.3 What is EBMgt?

3.4 Leadership and Differences between Leadership and Management

3.5 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 Research

3.9 Conclusion

4 Psychodynamic Issues in Organizational Leadership

4.1 The Vicissitudes of Leadership

4.2 Psychodynamic Concepts: An Overview

4.3 Bringing the Human Dimension Back into Organizations

4.4 Integrating Leadership Theories and the Psychodynamic Paradigm

4.5 A Psychodynamic Approach to Leadership Development

4.6 Organizational Coaching and Consultation

4.7 Psychodynamic Issues in Leadership: Future Challenges and Trends

4.8 Final Reflections

5 Do I Trust You to Lead the Way? Exploring Trust and Mistrust in Leader–Follower Relations

5.1 Introduction

5.2 The Foundational Role of Trust in Leader–Follower Relationships

5.3 Development of Trust in Leader–FollowerRelations: Antecedents

5.4 Trust in Leader–Follower Relations: Consequences

5.5 Trust As ...