HANDBOOK OF LEADERSHIP THEORY AND PRACTICE
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1 HANDBOOK OF LEADERSHIP THEORY AND PRACTICE An HBS Centennial Colloquium on Advancing Leadership EDITED BY Nitin Nohria Rakesh Khurana Harvard Business Press BOSTON, MASSACHUSETTS
2 CONTENTS J Acknowledgments xii SECTION ONE THE IMPACT OF LEADERSHIP: PERFORMANCE AND MEANING Chapter 1 Advancing Leadership Theory and Practice Nitin Nohria and Rakesh Khurana (Harvard Business School) 3 Chapter 2 When Does Leadership Matter? A Contingent Opportunities View of CEO Leadership Noam Wdsserman, Bharat Anand, and Nitin Nohria (Harvard Business School) 27 Chapter 3 Revisiting the Meaning of Leadership JoelM. Podolny (Apple, Inc.), Rakesh Khurana (Harvard Business School), and Marya L. Besharov (Cornell School ofindustrial and Labor Relations) 65 Chapter 4 What Is This Thing Called Leadership? J. Richard Hackman (Harvard University) 107
3 viii Contents SECTION TWO THE THEORY OF LEADERSHIP: PERSONAL ATTRIBUTES, FUNCTIONS, AND RELATIONSHIPS Chapters that take stock of different disciplinary perspectives on leadership and articulate an agenda for future research Chapter 5 Leadership Through an Organization Behavior Lens: A Look at the Last Half-Century of Research Mary Ann Glynn and Rich Dejordy (Boston College) 119 Chapter 6 Psychological Perspectives on Leadership Jennifer A. Chatman and Jessica A. Kennedy (University of California, Berkeley) 159 Chapter 7 A Clinical Approach to the Dynamics of Leadership and Executive Transformation Manfred Kets de Fries and Elisabet Engellau (INSEAD) 183 Chapter 8 Classical Sociological Approaches to the Study of Leadership Mauro E Guillen (Wharton School, University of Pennsylvania) 223 Chapter 9 Economists' Perspectives on Leadership Patrick Bolton (Columbia University), Markus K. Brunnermeier (Princeton University), and Laura Veldkamp (New York University) 239
4 Contents ix Chapter 10 An Economic Perspective on Leadership Mark A. Zupan (University ofrochester) 265 Chapter 11 Leadership and History Walter A. Friedman (Harvard Business School) 291 Chapter 12 Power and Leadership Joseph S. Nye, Jr. (Harvard Kennedy School of Government) 305 SECTION THREE THE VARIABILITY OF LEADERSHIP: WHAT'S CORE AND CONTINGENT Chapters exploring similarities and differences in leadership across task, culture, and identity Chapter 13 Leadership and Cultural Context: A Theoretical and Empirical Examination Based on Project GLOBE Mansour Javidan (Thunderbird Business School), Peter W. Dorfrnan (New Mexico State University), Jon Paul Howell (New Mexico State University), and PaulJ. Hanges (University of Maryland) 335 Chapter 14 Women and Leadership: Defining the Challenges Robin J. Ely (Harvard Business School) and Deborah L. Rhode (Stanford Law School) 377 Chapter 15 A Contingency Theory of Leadership Jay Lorsch (Harvard Business School) 411
5 : Contents SECTION FOUR THE PRACTICE OF LEADERSHIP: AGENCY AND CONSTRAINT Chapters on the multiple facets of leadership practice Chapter 16 What Is Leadership? The CEO's Role in Large, Complex Organizations Michael E. Porter and Nitin Nohria (Harvard Business School) 433 Chapter 17 What Makes Teams of Leaders Leadable? Ruth WagemanandJ. Richard Hackman (Harvard University) 475 Chapter18 Decision Making as Leadership Foundation Michael Useem (Wharton School, University of Pennsylvania) 507 Chapter 19 Leading Change: Leadership, Organization, and Social Movements Marshall Ganz (Harvard Kennedy School of Government) 527 Chapter 20 Leadership in a Globalizing World Rosabeth Moss Kanter (Harvard Business School) 569 Chapter 21 Unlocking the Slices of Genius in Your Organization: Leading for Innovation Linda A. Hill (Harvard Business School), Maurizio Travaglini (Architects of Group Genius), GregBrandeau (Pixar Animation Studios), and Emily Stecker (Harvard Business School) 611
6 Contents xi SECTION FIVE THE DEVELOPMENT OF LEADERS: KNOWING, DOING, AND BEING Chapters on the development of leaders Chapter 22 Identity-Based Leader Development Herminia Ibarra (INSEAD), Scott Snook (Harvard Business School), and Laura Guillen Ramo (INSEAD) 657 Chapter 23 The Experience Conundrum Morgan W.McCall,Jr. (University of Southern California) 679 Chapter 24 Leadership Development Interventions: Ensuring a Return on the Investment Jay A. Conger (Claremont McKenna College) 709 Chapter 25 Pursuing Authentic Leadership Development Bruce J. Avolio (University of Washington) 739 Chapter 26 Adult Development and Organizational Leadership Robert Kegan and Lisa Lahey (Harvard Graduate School of Education) 769 Index 189 About the Contributors 807 About the Editors 821
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