Titlebook: Leadership Perspectives; Knowledge into Actio Kim Turnbull James (Professor of Executive Learnin Book 2008 Palgrave Macmillan, a division o

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Leadership in the British Army — A Gendered Construct?tion has been identified by writers such as Fiedler (1967) and Hersey .. (2001) as a key variable in leadership outcomes. On congeniality, Eagly and Carli (1995) concluded that there is some evidence that leadership roles, defined in relatively masculine terms, favoured males, and that roles defined in female terms, favoured female leaders.

DRAFT

Leadership in Higher Educationin higher education, especially since doing research on the introduction of appraisal in universities 15 or so years ago in an investigation funded by the old Department of Education and Science in the UK. Leadership issues sometimes surfaced during the course of that research and it always struck me as something I would return to.

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Leadership, Spirituality and Complexity: Wilberforce and the Abolition of the Slave TradeWilliam Wilberforce and the ‘Clapham Group’ from 1789 until the passing of the Slave Trade Act in 1807. This case study is chosen because of the extensive literature that details both the overt role of spirituality in the practice of this group and the issues of complexity in this social and political campaign.

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Public Sector Leader Change Strategies: A Focus on Technical or Collaborative Solutionslenge across the public sector especially in central government. Critical barriers to change include a lack of alignment between local leaders and national performance frameworks and the tension between chief executives with very different approaches to change and service innovation.

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Departmental Affiliation, Leadership and Leadership Developmenthe chapter then discusses the relevance of implicit leadership theories to leader prototypicality and departmental affiliation and also introduces the concept of transformational, transactional and . leadership as providing a useful behavioural perspective when considering leadership in a departmental context.

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Leaders and Their Self-Efficacy Beliefs: Why Working Relationships Matteracy implications of work relationships in the profit and not-for-profit sector. Overall, work relationships that involve higher levels of psychological similarity through shared meaning are more likely to support leaders’ self-efficacy beliefs.

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Voluntarism, Representative Leadership and Organisational Democracyintegrating systems and creating consistent corporate cultures. The rational bureaucratic model of organising, implicit in this objective, runs deep in managerial mindsets. How can business leaders improve on such a well-developed concept of the way in which human beings collectively best accomplish their objectives?