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This issue is a selected bibliography covering the subject of leadership.

This chapter examines the impact of adopting a global strategy upon leaders’ roles and identities in an engineering consultancy firm. Drawing upon process and social practice perspectives on leadership; our results explain leaders’ resistance to changing practices despite major process changes as due to the threats to their identity caused by the new role requirements to implement a global strategy. Our emerging process and social practice model of leadership highlights the complementary nature of process and practice change, creates a distinction between good and malign ambiguity in professional services firms and has implications for regulating the pace and timing of major changes which impact upon professional identities.

We develop a multilevel model of emotional processes grounded in social identity theory to explore the role of emotion in transformational leadership.

This work is conceptual in nature and develops theory surrounding emotion in organizations by integrating theories on transformational leadership, emotion management, and organizational identity.

Transformational leaders utilize interpersonal emotion management strategies to influence and respond to emotions arising from the self-evaluative processes of organizational members during times of organizational identity change.

The conceptual model detailed provides insight on the intersubjective emotional processes grounded in social identity that influence transformational leadership. Future research into transformational leadership behaviors will benefit from a multilevel perspective which includes both interpersonal emotion management and intrapersonal emotion generation related to social identity at both the within-person and between-person levels.

The proposed model expands on the role of emotions in transformational leadership by theoretically linking the specific transformational behaviors to discrete emotions displayed by followers. While previous empirical research has indicated the positive outcomes of transformational leadership and the role of emotion recognition, work has yet to be presented which explicates the role of discrete emotions in the transformational leadership process.

Globalization introduces new challenges related to increased levels of diversity and complexity that organizations cannot meet without capable global leaders. Such leaders are currently lacking, so a theory-based approach to global leader development is needed. A critical intermediary outcome that enables competent global leadership performance is global leader self-complexity, defined by the number of unique leader identities contained within a leader's self-concept (self-differentiation) and the extent to which the identities are integrated with the leader's sense of self (self-integration). This research aims to generate and test a theory of the development of global leader self-complexity through identity construction during international experiences. In Study 1, I gathered qualitative data through retrospectively interviewing 27 global leaders about identity-related changes following their international experiences. Using a grounded theory approach, I developed a theoretical model of global leader identity construction during international experiences, which I empirically tested using quantitative data in Study 2. Specifically, I tested the hypothesized relationships through structural equation modeling with cross-sectional survey data from a sample of 610 global leaders. Findings from both studies indicate global leader identity construction during international experiences primarily occurs through interacting with locals and local culture over a sustained period, motivated by appreciation of cultural differences and resulting in increased global leader self-complexity. These results advance understanding of the global leader self-complexity construct (i.e., what develops) and global leader development processes (i.e., how it develops). Additionally, the findings have practical implications for global leader development initiatives.

This monograph summarises the key influences of leadership behaviour on the transformation process associated with creation of an effective and high performing team. It clarifies the key factors that are relevant to a team at each stage of the transformation process and the leadership roles that each team member can play. The role of an organisation's senior management is considered both in terms of the impact it has on the transformation process within specific teams and in terms of creating the necessary organisational environment to make effective teams the norm. Some reasons why senior management behaviour is often perceived as inconsistent and unhelpful are explored. Specific recommendations are made to help senior managers to adapt their behaviour, and in so doing become more context‐sensitive to the needs of the environment as it changes. Some tools and techniques are presented that have been found in practice to help senior managers adapt their behaviour to that most appropriate at a given time, and to create the organisational infrastructure needed to make effective teams the organisational norm rather than the exception. A case study is presented illustrating the networked nature of leadership and the culture change associated with making effective teams “the way we do things around here.”

The role of “change leaders” in initiating or sponsoring strategic change in organisations is often positively presented as the counter‐image of traditional managerial roles. Managers, and especially middle managers, are viewed as individuals lacking in the, apparently, proactive attributes of flexibility, risk‐taking and openness to new ideas essential for creating or managing change. However, there have been few attempts to clarify these counter‐images, or the extent to which the roles of leading and managing change may in fact be complementary. The research presented here uses a Delphi‐style panel of ten change agent experts to identify and rank the sets of “attributes” they perceive to characterise the roles of leading and managing change. The findings suggest that the attributes of the two roles are different, yet complementary. It is concluded that the distinction between “change leaders” and “change managers” may be useful in clarifying the nature of the relationship between leadership and management in processes of organisational change.

The purpose of this paper is to report findings from a larger study into the role of middle leaders of change in New Zealand higher education.

In total, ten middle leaders from the New Zealand higher education sector took part in a recent research project which examined successful change leadership in higher education. As part of that larger study, each middle leader answered questions about their views on being in the “middle” in their change leadership roles and their views on middle leadership in general.

The ten middle leaders all described their place in their respective organisations in terms of being “caught in between”, or “sandwiched between” senior management to whom they were accountable, lecturers whom they described as colleagues or peers, and subordinates for whom they had some functional and often moral responsibility. The paper discusses the perceptions of being in the “middle” and how change leaders reconcile their position as a subordinate, an equal and a superior. Insight is gained into how educational leaders reconcile their position in the “middle” as they hold management responsibility for both academic and general staff who are hierarchically, beneath them; lead teams of colleagues in collegial decision making; and answer to higher authority in the form of senior organisational leadership.

The participant contributions of personal observations and unfolding real life stories which meld personal common sense with local meaning have formed a unique local ontology therefore allowing for a deeper understanding of the contributing factors toward being in the “middle”. Some of these perspectives have been used by the author's own organisation in the development of leadership training for future organisational change, particularly those aspects concerning communication and participation that are tailored to meet the unique needs of management and staff.

For middle change leaders the focussed examination of the working relationship between middle change leaders and staff groups might prove to be a rich area of further study. These relationships take a variety of forms, including where a staff member has risen through the ranks (off the shop floor as it were) to take on the mantle of leadership, or simply where there is a shared understanding based on subject or professional backgrounds which binds the two together. Further investigation into these relationships may provide perspectives that enable leaders to develop a greater understanding of how change occurs.

The paper shows how the participants locate themselves as being “very much” in the middle in terms of line management of both resources and academic matters and often as being caught between competing imperatives, institutional dynamics and institutional structures.

Organization development is focused on implementing a planned process of positive humanistic change in organizations through the use of social science theory, action research, and data-based feedback methods. The role of personality in that change process, however, has historically been ignored or relegated to a limited set of interventions. The purpose of this chapter is to provide a conceptual overview of the linkages between personality and OD, discuss the current state of personality in the field including key trends in talent management, and offer a new multi-level framework for conceptualizing applications of personality for different types of OD efforts. The chapter concludes with implications for research and practice.

This research paper takes an interdisciplinary approach, drawing from empirical data, to explore the relationship between organisational change management and strategic leadership to promote growth in value-driven, membership-based organisations through a qualitative multi-case-based analysis and to provide a discussion on the philosophies and practices of leadership teams which underpin successful organisational change within such not-for-profit organisations.

Each participating organisation had 700+ members, had previously experienced prolonged periods of auditable membership growth and employed distinctly different organisational models to facilitate growth. A qualitative multi-case study approach was adopted informed by 32 interviews with eight leadership teams. A thematic analysis provided a comparative review of responses.

All case study organisations emphasised the significance of strategic leadership teams and clearly communicated vision and flexible organisational structures as central to their strategic planning and subsequent growth. This builds on previous research which has explored organisational change in not-for-profit organisations and strategic leadership in not-for-profit organisations, which explores the strong linkages between the roles and functions of strategic leadership, organisational structures designed with the adaptive capacity to manage continuous and convergent change and their impact on sustained growth. Such linkages are more specifically supported by extended tenure of office for those in senior leadership roles, clear delineation of roles and responsibilities, the adoption of an outward growth-oriented focus and adaptable structures that encourage wider participation in leadership and management functions for the fulfilment of the organisation's mission. Most significantly, these organisations plan with change and growth in mind.

The findings of this research have transferable value to other not-for-profit, membership-based, value-driven organisations as well as other faith-based organisations, which will help to provide future linkages between leadership structures, decision-making and organisational design and its impact on the not-for-profit organisations' capacity for sustained growth.

This research challenges previous conceptions on UK church growth trends and observes that all the case organisations presented different organisational structures which were intentionally designed, context specific and developed by leadership teams with sustained growth in mind. Results from psychometric testing of participants confirmed that senior leaders of large value-driven organisations that have demonstrated a capacity for sustained growth are consistently likely to exhibit leadership characteristics which demonstrate a balanced capacity for personal humility and a committed resolve or professional will, which is also reflected in a pragmatic-type leadership style, building on previous psychometric testing research in this context.

Strategy scholars have theorized that a firm's strategic leaders play an important role in firm dynamic capabilities (DCs). However, little research to date has studied how leaders shape the development of DCs. This inductive theory-building study sheds new light on the multilevel architecture of DCs by uncovering that the three core DCs – sensing, seizing, and reconfiguring – operate through distinct individual, group, and organizational processes. Further, the role of strategic leadership is critical as organizational processes create DCs only when they are purposefully designed by firms' strategic leaders to enable change and opportunity pursuit. Whether strategic leaders design processes for change and opportunity pursuit, in turn, reflects the extent to which they view change as positive and desirable. Our insights about the role of strategic leaders' positive attitude toward change as an important aspect of firm DCs uncover new interconnections between strategic leadership, organizational design, and the micro-foundations of DCs. Collectively our findings about the role of positive attitude toward change, the purposeful design of processes for change, and the varying manifestations of these processes at different levels of analysis reveal the coupling of strategic and organizational processes in enabling strategic dynamism and change.