The Sage Handbook of Leadership

The Second Edition of The SAGE Handbook of Leadership provides not only an in-depth overview the current field of leadership studies, but also a map into the future debates, innovations and priorities of where the field will move to. Featuring all new chapters from a global community of leading and emerging scholars, each chapter offers a comprehensive, critical overview of an aspect of leadership, a discussion of key debates and research, and a review of the emerging issues in its area.

Featuring an innovative structure divided by prepositions, this brand-new edition moves away from essentializing boundaries, and instead seeks to create synergies between different schools of leadership. A key feature of the second edition, is the attention to sensemaking (exploring the current themes, structures and ideas that comprise each topic) and sensebreaking (disrupting, critiquing and refreshing each topic). Suitable for students and researchers alike, this second edition is a critical site of reference for the study of leadership.

PART 1: Between: Leadership as a Social, Socio-cognitive and Practical Phenomenon

PART 2: About: Exploring the Individual and Interpersonal Facets of Leadership

PART 3: Through: Leadership Seen Through Contemporary Frames

PART 4: Within: Leadership as a Contextually Bound Phenomenon

PART 5: But: A Critical Examination of Leadership

Doris Schedlitzki is Professor in Organisational Leadership at London Metropolitan University. Doris’ main research focus is on leadership and explores the areas of cultural studies of leadership, discourse and leadership, leadership as identity, psychoanalytic approaches to leadership and the role of national language within cultural leadership studies. Recent publications include articles and Special Issues in Leadership, Scandinavian Journal of Management, Management Learning, International Journal of Management Reviews, Human Relations, International Journal of Management Education, as well as a textbook on Leadership entitled ′Studying Leadership: Traditional and Critical Approaches′ (SAGE) - currently in its second edition - and an edited book on Worldly Leadership (Palgrave).

Magnus Larsson is Associate Professor at the Department of Organization, Copenhagen Business School. His main research focus is leadership and leadership development, particularly from organizational and interactional perspectives. Recent publications include articles and Special Issues in Leadership, Human Relations, Management Learning, International Journal of Business Communication, Journal of Management Development, as well as textbook chapters and a chapter on ‘Leadership in interaction’ in the Routledge Companion to Leadership.

Brigid Carroll is a Professor in the Department of Management and International Business and holds the Fletcher Building Employee Educational Fund Chair in Leadership at the University of Auckland in New Zealand. She teaches broadly in the area of leadership, organizational  theory and qualitative research methods at undergraduate, postgraduate and executive level and does extensive cross sector leadership development work with corporate, community, professional, and youth organisations. Ongoing research themes revolve around  identity work, power, responsibility and resistance, leadership development, distributed and collective leadership, cross system governance and discursive/ narrative approaches. Ultimately Brigid is interested in leadership as a discourse, identity, and practice  and in exploring how it is constructed and shaped between people, spaces, and artefacts in different organisational contexts. She has published in Organization Studies, Human Relations, AMLE, Management Learning and Leadership and has co-edited three books on Leadership.

Michelle Bligh is Dean of the School of Social Science, Policy, and Evaluation and a Professor of Organizational Behavior at Claremont Graduate University in Claremont, California. Her research interests focus on charismatic leadership, gender, interpersonal influence, and followership. She has been published in over two dozen academic journals, and she was recognized by The Leadership Quarterly as one of the top 50 most cited authors of the last decade. She also serves on the Editorial Review Boards of The Leadership Quarterly and Group and Organization Management and as Associate Editor of Leadership. Dr. Bligh has taught leadership and change management around the globe, including Europe, Asia, North America, and Latin America. She regularly consults with organizations in the areas of leadership development, followership, organizational culture, and change management in a variety of industries, including law enforcement, finance, healthcare, and real estate.

Olga Epitropaki is Professor of Management and Deputy Executive Dean (Research) at Durham University Business School, UK.  Her research interests include Implicit Leadership Theories, Leader-Member Exchanges, creative leadership, and leader identity. Her research has been published in top refereed journals, such as the Academy of Management Annals, Journal of Applied Psychology, Personnel Psychology, Journal of Management, Leadership Quarterly, and Journal of Organizational Behavior, among others. She is Senior Associate Editor of the Leadership Quarterly and a member of several Editorial Boards. She has an edited book ‘Creative Leadership: Prospects and Contexts’ (Routledge) and is Series Editor of ‘Contemporary Perspectives on Relationship-based Leadership’ (IAP). She is the founder and organizer of the annual Interdisciplinary Perspectives in Leadership symposium.