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Leadership literature in the past decade has drawn a sharp distinction between three types of leadership: transactional, charismatic and transformational. The leadership literature has dealt extensively with the sources and aspects of these leadership patterns, particularly in the context of “the leader and his people”, emphasizing transactional leadership as expressed in the contingency models developed mostly in the 1960s and 1970s. Offers a more comprehensive view and examines the probability of the various leadership patterns emerging in organizations from the point of view of the conditions prevailing in the organization and their psychological implications. Indicates the need to expand the paradigms developed concerning leadership in organizations. Presents the meanings of these arguments.

Deals with the manager and the organization from the point of view of personal counselling of managers. Sharpens the different perspectives from which organizational counsellors may view the work of counselling, perspectives that are apt to lead to conflicts of perception between helping the manager and helping the organization. Dilemmas of this kind are demonstrated by presenting the counselling process from a psychoanalytical viewpoint and from a typically organizational viewpoint, looking at the organization and diagnosing it with the help of various metaphors in which the manager, his position, his function and the expectations directed at him are interwoven.

Examines the manner in which followers’ cultural background affects their perception of leadership. Being common in many comparative cultural studies, the full range model was chosen as the theoretical framework for investigating the research questions. The model includes nine leadership dimensions measured by the multifactor leadership questionnaire (MLQ). The main hypothesis was that managers’ behaviors measured by the MLQ will be assessed differently by followers who represent different cultures. Compares workers from two different cultural backgrounds who referred to the same leader. The results of the research supported the hypothesis. The research supports the possibility that leadership is, a to great extent, in the eyes of the beholders. Discusses theoretical explanations deriving from social cognition models.

This paper proposes a framework for understanding the concept of a learning organization from a normative perspective. A questionnaire was developed to operationally measure the described management practice attributes of a learning organization. Using a sample of four organizations and 612 subjects, support was found for three a priori predictive hypotheses derived from a conceptual framework. Implications of the results and further empirical research are discussed, especially for linking learning organization attributes to performance using larger samples and multiple measures.

In the current era, characterized by volatility, uncertainty, complexity, and ambiguity (VUCA), organizations are becoming increasingly more complex and less formal. Consequently, traditional control processes are being replaced by knowledge-sharing processes, informal coordination, and networks. Hence, different leadership theories and methods, which are more in line with these developments, are required. Terms such as “leadership in the plural,” “emergent leadership,” “leadership as a structural and networked phenomenon” reflect changes in how the author understands the phenomenon of leadership and sets the direction for new approaches. This chapter describes four paradigm shifts from the traditional approach to leadership, which highlighted the role of a formal leader who influences a group of followers. The author presents a stream of research emphasizing a relational approach among multiple individuals and reframe leadership as an influence action of many. These influence exchanges result in an emergent influence pattern or a leadership configuration. Nevertheless, the author sought to not “throw the baby out with the bathwater,” therefore the author claims that the formal leader is embedded in this configuration. Building on social network analysis and recently developed methodologies, the author provides a platform for measuring leadership as a many-on-many influence process. The author depicts the research she conducted analyzing advice networks, while aspiring to create a synthesis between the traditional and emergent leadership approaches. At the practical level, to understand and develop leadership in organizations nowadays, the author suggests acquiring a “broad and multi-focal lens” to capture the complexity of leadership.

This article aims to discuss who should take responsibility when it comes to harnessing and developing leadership qualities.

The authors sought the possible existence of unique features in the developmental process of leaders, comparing a group of individuals perceived as leaders with another group distinctly perceived as non‐leaders.

The evidence collected seems to indicate that theory and research in the psychology of learning, and social and developmental psychology, can provide a firm conceptual base for institutionalized processes of leader development.

The briefing saves busy executives, researchers and parents alike hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.