Wiley-Blackwell Handbooks in Organizational Psychology: The Wiley-Blackwell Handbook of the Psychology of Leadership, Change and Organizational Development
Wiley-Blackwell Handbooks in Organizational Psychology: The Wiley-Blackwell Handbook of the Psychology of Leadership, Change and Organizational Development
Editors: Leonard, H. Skipton, Lewis, Rachel, and Freedman, Arthur M. et.al
Publication Year: 2016
Publisher: Wiley
Single-User Purchase Price:
$54.95

Unlimited-User Purchase Price:
$82.43
ISBN: 978-1-11-923792-1
Category: Psychology
Image Count:
26
Book Status: Available
Table of Contents
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
Table of 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 A Buffer: Mediation and Moderation of Trust Between Leadership and Follower Outcomes
- 5.6 Leaders Trusting Followers
- 5.7 Trust in Dynamic Leader–Follower Processes:the Transfer of Trust
- 5.8 Mistrust and Lack of Trust inLeader–Follower Relationships
- 5.9 Future Research Directions
- 5.10 Conclusion
- 6 Leader–Culture Fit: Aligning Leadership and Corporate Culture
- 6.1 Introduction
- 6.2 Organizational Culture and Leadership
- 6.3 Leader–Culture Fit
- 6.4 Research on Leader–Culture Fit
- 6.5 Conclusion
- 7 When Leaders are Bullies: Concepts, Antecedents, and Consequences
- 7.1 Introduction
- 7.2 Concepts in Use
- 7.3 Consequences of Exposure to Bullying and Abusive Supervision
- 7.4 Antecedents of Bullying and Abusive Supervision
- 7.5 Conclusion and Directions for Future Research
- 8 Leadership and Employee Well-being
- 8.1 Introduction
- 8.2 Leadership and Employee Stress/Psychosocial Risk
- 8.3 Leadership and Sickness Absence/Return to Work
- 8.4 Leadership and Employee Engagement
- 8.5 Leadership Development As An Employee-Well-Being Intervention
- 8.6 Conclusion
- 9 Transformational Leadership and Psychological Well-being: Effects on Followers and Leaders
- 9.1 Introduction
- 9.2 Well-being Outcomes: Burnout, Affect, and Mental Health
- 9.3 Effects of Transformational Leadership on Leader Stress and Psychological Well-being
- 9.4 Conclusion
- 10 Making the Mindful Leader: Cultivating Skills for Facing Adaptive Challenges
- 10.1 Introduction
- 10.2 Adaptive Leadership
- 10.3 What is Mindfulness?
- 10.4 How Mindfulness can Help Leaders
- 10.5 The first Problem: Mindlessness, Automaticity, and the Human Condition
- 10.6 The Second Problem: Mindlessness and the Drive to Survive
- 10.7 Mindfulness’ Potential Promise for Leaders
- 10.8 Understanding the Practice and Mechanisms of Mindfulness
- 10.9 Conclusion
- 11 The Future of Leadership
- 11.1 Introduction
- 11.2 Major Schools of Leadership
- 11.3 Emerging Pathways ForLeadership Theory and Research
- 11.4 Conclusion
- Part II Change
- 12 The History and Current Status of Organizational and Systems Change
- 12.1 Historical Foundations
- 12.2 Distinctions, Debates, and Controversies
- 12.3 Prospectus: Major Theories of Change
- 12.4 Conclusion
- 13 Positive Psychology and Appreciative Inquiry: The Contribution of the Literature to an Understanding of the Nature and Process of Change in Organizations
- 13.1 Setting the Scene
- 13.2 Appreciative Inquiry
- 13.3 Positive Psychology
- 13.4 Understanding Change
- 13.5 The Change Process
- 13.6 What is Emerging for PP and AI in the Field of Organizational Change?
- 14 Participation and Organizational Commitment during Change: From Utopist to Realist Perspectives
- 14.1 Introduction
- 14.2 Participation and Organizational Commitment
- 14.3 Employee Participation in Organizational Processes
- 14.4 Research on Participation in Explicit-Change Settings
- 14.5 Employee Commitment in Organizational Processes
- 14.6 Research on Commitment in Explicit-Change Settings
- 14.7 Discussion and Directions for Further Research
- 14.8 Conclusion
- 15 Developmental Approaches for Enhancing Organizational Creativity and Innovation
- 15.1 Introduction
- 15.2 Perspective
- 15.3 Culture
- 15.4 Developing People
- 15.5 Structure
- 15.6 Developing Ideas
- 15.7 Managing Innovation
- 15.8 Improving Processes
- 15.9 Conclusion
- 16 Individual Readiness for Organizational Change
- 16.1 Introduction
- 16.2 Challenges to the Concept of Resistance to Change
- 16.3 Reconceptualizing Individuals’ Attitudes Towards Organizational Change
- 16.4 Concluding Remarks
- 17 Towards an Integration of Stage Theories of Planned Organizational Change
- 17.1 Introduction
- 17.2 Stage Theories of Change
- 17.3 Anti-stage Theories of Planned Organizational Change
- 17.4 Transtheoretical Model
- 17.5 The TTM and Organizational Change
- 18 Culture and Change in Developing Western Countries
- 18.1 Introduction to Culture and Change
- 18.2 Theories of organizational change
- 18.3 Organizational Change in Developing Countries
- 18.4 Country Profiles
- 18.5 The Model of Organizational Change in Developing Countries
- 18.6 The Special Case of Health Care
- 18.7 The Hospital: A Unique Organizational Environment
- 18.8 Conclusion
- Part III Organizational Development
- 19 A Critical Review of Organization Development
- 19.1 Introduction
- 19.2 The 1940s and 1950s—Kurt Lewin, NTL, and the Origins of OD
- 19.3 The 1960s—OD Comes to Maturity
- 19.4 The 1970s and 1980s—Red Flags and Rivals
- 19.5 The 1990s and the 2000s—OD Lost and Found?
- 19.6 Conclusion: OD in the 21st Century—a Time for Cautious Optimism
- 20 The Application of Systems Theory to Organizational Diagnosis
- 20.1 Introduction
- 20.2 Readiness for Change: Dissatisfaction with the Status Quo
- 20.3 The Scientific Method: An Approach to Organizational Diagnosis
- 20.4 A Brief History of Systems Theory
- 20.5 Conclusions: STS Models and Organizational Diagnosis
- 21 Organizational-development Research Interventions: Perspectives from Action Research and Collaborative Management Research
- 21.1 Introduction
- 21.2 Foundations
- 21.3 Clustering OD interventions
- 21.4 Discussion and future research
- 21.5 Conclusions