Critical Perspectives on Leadership

Edited by Jeanette Lemmergaard, Vice Rector, IBA international Business Academy and Sara Louise Muhr, Associate Professor of Organization Studies and Human Resource Management, Department of Organization, Copenhagen Business School, Denmark

• Contents:PrefacePART I: LEADERSHIP MOMENTS1. Broadening the Critical Leadership Repertoire: Emotions, Toxicity and DysfunctionalityJeanette Lemmergaard and Sara Louise MuhrPART II: LEADERSHIP BEHAVIOUR IN PRACTICE2. Introduction to Part IIJeanette Lemmergaard and Sara Louise Muhr3. The Rottweiler and the Flying Penguin: ‘Peacock Power’ in the WorkplaceMichael Walton4. Do it My Way: A Study on Type, Leadership and EmotionsJeanette Lemmergaard and Clare Howard5. Leadership in a Family Business: Kinship and Emotional ControlEmma L. Jeanes6. The Emotional Rollercoaster: Leadership of Innovation and the Dialectical Relationship between Negative and Positive EmotionsStephan Schaefer and Alexander Paulsson7. Happily Working Until they Drop: When There is no Longer a Balance between Stress and Fun – A Task for LeadershipYvonne Due BillingPART III: THEORETICAL REFLECTIONS8. Introduction to Part IIIJeanette Lemmergaard and Sara Louise Muhr9. Socrates’ Mission Against Reproachable Ignorance: Leaders who Refuse to Acknowledge their Ignorance and Instead Suppress CriticismNathan Harter10. Leadership Studies: Out of BusinessSverre Spoelstra11. Does Leadership Create Stupidity?Mats Alvesson and André Spicer12. Vain and Vainglorious Leaders?Alf RehnIndex

'All too frequently leadership is depicted as an unequivocal 'good'. Lemmergaard and Muhr's excellent collection disabuses us of this misleading view, serving as a timely and salutary reminder that leadership is often emotionally charged, toxic, dysfunctional or downright stupid. This book's critical message should be read and heeded by students and practitioners of leadership alike.'--Peter Case, James Cook University, Australia'The book provides a rich kaleidoscope of critical engagements with leadership in all its complexity and ambiguity. The contributors to this collection do not deny the vital role that leadership can play nor the many ways in which it can affect the emotional dynamics of organizations for good and bad. What they do is to shift thinking away from the comforting but misleading simplicities of toxic leaders and inert followers, offering a welcome tonic to the critical study of leadership. The book will appeal to leadership scholars as well as to students and to reflective practitioners.'--Yiannis Gabriel, University of Bath, UK