Psychology of Leadership
- Publisher: SAGE Publications Ltd |
- Publication Year: 2014 |
- Online Publication Date: December 23, 2014 |
- DOI: http://dx.doi.org/10.4135/9781473915404 |
- Print ISBN: 9781446295052 |
- Online ISBN: 9781473915572 |
- Series: SAGE Benchmarks in Leadership |
- Print Purchase Options
- Subject: Leadership
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Research into the psychology of leadership has been gathering momentum in recent decades, as scholars from a variety of academic fields increasingly recognise the value of understanding the inner workings of leadership, influence and power. This 5-volume major work brings together classic and recent papers which examine the topic from all angles and through the lenses of different disciplines. Each volume is introduced by an introductory chapter written by acclaimed editors S. Alexander Haslam and Stephen Reicher, which contextualise and provide the rationale behind the selection of papers.
Volume 1: Leadership as Individuality: Attributes and Actions
Volume 2: Leadership as Person-Situation Fit: Context and Contingency
Volume 3: Leadership as Followership: Expectations and Exchange
Volume 4: Leadership as Myth: Politics and Prejudice
Volume 5: Leadership as Group Process: Identity and Influence
- Key Readings
[Page xiii]Editors’ Introduction: An Introduction to the Psychology of LeadershipandIntroduction
Leadership is the process of influencing other people so that they are motivated to contribute to the achievement of collective goals (Haslam, 2004; Rost, 2008; Smith, 1995). Because this process is central to the achievement of such goals it can be seen to lie at the heart of progress across all fields of human endeavour: politics and religion, science and technology, art and literature, sport and adventure, industry and business. As Jones and Olken (2005, p. 835, v1w11) put it, leaders “play crucial roles in the growth of nations”.
Accordingly, leaders and leadership are widely recognized as a key element in any attempt to understand the forward march of history. Indeed, some have argued that ...