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