The SAGE Handbook of Process Organization Studies provides a comprehensive and timely overview of the field. This volume offers a compendium of perspectives on process thinking, process organizational theory, process research methodology and empirical applications. The emphasis is on a combination of pedagogical contributions and in-depth reviews of current thinking and research in each of the selected areas, combined with the development of agendas for future research. The Handbook is divided into five sections: Part One: Process Philosophy Part Two: Process Theory Part Three: Process Methodology Part Four: Process Applications Part Five: Process Perspectives
Chapter 31: Leadership Process
Almost since its inception, the field of leadership studies has had an abiding concern for leadership processes (Antonakis, Cianciolo, and Sternberg, 2004; Bass, 1981; Rost, 1991; Uhl-Bien, 2006). In fact, it would be hard to find a leadership scholar over the past 75 years who would not claim that he or she is studying them. The problem has been the inability to capture the temporality of process. Peter Gronn nicely summed up the difficulty of doing so in his 20th century description of leadership studies as ‘belief in the power of one’ (2000: 319). The dominant lens has been individual and cognitive (versus social and cultural) and variable analytic (Fairhurst, 2007a; Fairhurst and Uhl-Bien, 2012; Wood, 2005). Until relatively ...