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

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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