Leadership Development & Practice

JOE RAELIN is an internationally-recognized scholar in the fields of collective leadership, learning, and practice.  He is the Donald Gordon Visiting Professor of Leadership at the University of Cape Town in South Africa and the Asa S. Knowles Chair Emeritus at Northeastern University in Boston, USA.  He was formerly Professor of Management at Boston College.  He received his Ph.D. from the State University of New York at Buffalo.  His research has been centered on the development of a new paradigm of collective leadership via what he refers to as “leaderful practice,” on the emerging movement in leadership known as “leadership-as-practice,” as well as on the field of work-based learning.  He is also a prolific writer with over 200 articles and a management consultant with the firm, The Leaderful Consultancy.  Among his books are:  The Clash of Cultures:  Managers Managing Professionals, considered now to be a classic in the field of professionals and bureaucracy (Harvard Business School Press, 1991), the latest edition of Work-Based Learning (Jossey-Bass, 2008), Creating Leaderful Organizations: How to Bring Out Leadership in Everyone (Berrett-Koehler, 2003), to accompany the latter, The Leaderful Fieldbook (Nicholas-Brealey, 2010), and Leadership-as-Practice: Theory and Application (Routledge, 2016).  Joe was named the recipient of the 2010 David Bradford Outstanding Educator Award from the MOBTS Teaching Society for Management Educators and in 2013 of the national CEIA (Cooperative Education and Internship Association) James W. Wilson Award for outstanding contribution to research in the field of cooperative education.

• VOLUME ONE: INDIVIDUAL LEADER DEVELOPMENTPart One: OverviewAdvances in Leader and Leadership Development: A Review of 25 Years of Research and Theory - David Day et al.Part Two: CoachingCoaching Leaders in Middle and Executive Management: Goals, Performance, Buy-in - Stephen Boweles et al.Behind Closed Doors: What Really Happens in Executive Coaching - Douglas Hall, Karen Otazo and George HollenbeckPart Three: MentoringMentors Providing Challenge and Support: Integrating Concepts from Teacher Mentoring in Education and Organizational Mentoring in Business - Rajashi GhoshMaximizing Returns on Mentoring: Factors Affecting Subsequent Protégé Performance - Scott Tonidandel, Derek Avery and McKensy PhillipsPart Four: EQEmotional Intelligence Training: A Case of Caveat Emptor - Nicholas ClarkeEmotions in Leadership Development: A Critique of Emotional Intelligence - Mary Fambrough and Rama Kaye HartPart Five: Capability/CompetenciesDeveloping Leadership Capability: What′s Inside the Black Box? - Jay CongerCompetencies for Leadership Development: What′s Hot and What′s Not When Assessing Leadership – Implications for Organization Development - William Gentry and Jean Brittain LesliePart Six: AuthenticCan You See the Real Me? A Self-based Model of Authentic Leadership and Follower Development - William Gardner et al.Executive Development through Consciousness-Raising Experiences - Philip MirvisFacilitating Authentic Becoming - Matthew EriksenPart Seven: TransformationalEffects of Transformational Leadership Training on Attitudinal and Financial Outcomes: A Field Experiment - Julian Barling, Tom Weber and Kevin KellowayTransformational Leadership Development Programs: Creating Long-Term Sustainable Change - Manfred F.R. Kets de Vries and Konstantin KorotovPart Eight: Personality and PersonalizationDeveloping Leadership Character in Business Programs - Mary Crossan et al.Up Close and Personal: Building Foundations for Leaders′ Development through the Personalization of Management Learning - Gianpiero Petriglieri, Jack Denfeld Wood and Jennifer Louise PetriglieriPart Nine: CharismaCan Charisma Be Taught? Tests of Two Interventions - John Antonakis, Marika Fenley and Sue LiechtiPart Ten: Goal-SettingGo for the Goal(s): Relationship between Goal Setting and Transfer of Training Following Leadership Development - Stefanie Johnson et al.Part Eleven: Self-Directed Leader Development and IdentityIdentity, Deep Structure, and the Development of Leadership Skill - Robert Lord and Rosalie HallThe Role of Self-Reflection, Emotional Management of Feedback, and Self-Regulation Processes in Self-Directed Leadership Development - Paul NesbitVOLUME TWO: LEADERSHIP DEVELOPMENT IN CONTEXTPart One: Artistic ApproachesPop Goes the Program: Using Popular Culture Artifacts to Educate Leaders - Jamie Callahan and Manda RosserLearning to Lead, Unscripted: Developing Affiliative Leadership through Improvisational Theatre - Suzanne Gagnon, Heather Vough and Robert NickersonNew Ways to Leadership Development: A Picture Paints a Thousand Words - Birgit Schyns et al.Part Two: MeasurementEstimating the Return on Leadership Development Investment - Bruce Avolio, James Avey and David QuisenberryEvaluating Executive Leadership Programs: A Theory of Change Approach - Karen Watkins, Igunn Hybertsen Lysø and Kathleen deMarraisPart Three: Early CareerBecoming a Leader: Early Career Challenges Faced by MBA Graduates - Beth Benjamin and Charles O′ReillyPart Four: Public SectorThe Design and Evaluation of a Leadership Programme for Experienced Chief Executives from the Public Sector - Frank Blackler and Andy KennedyPart Five: CrisisLeadership Development: Crisis, Opportunities and the Leadership Concept - Joana Probert and Kim Turnbull-JamesPart Six: Gender and DiversityTaking Gender into Account: Theory and Design for Women′s Leadership Development Programs - Robin Ely, Herminia Ibarra and Deborah KolbBuilding Diversity in the Pipeline to Corporate Leadership - Claire McCarty Kilian, Dawn Hukai and C. Elizabeth McCartyPart Seven: Experiential LearningThe Live In-Class CEO Intervention: A Capstone Experiential Technique for Leadership Development - Nicholas Rashford and João Neiva de FigueiredoDeveloping Leaders via Experience: The Role of Developmental Challenge, Learning Orientation, and Feedback Availability - D. Scott DeRue and Ned WellmanPart Eight: Cross-Cultural and GlobalRethinking the Role of Management Development in Preparing Global Business Leaders - Kathryn Aten, Luciara Nardon and Richard SteersPart Nine: Action LearningDeveloping Managers as Learners and Researchers: Using Action Learning and Action Research - Joeph Raelin and David CoghlanLeadership Development via Action Learning - H. Skipton Leonard and Fred LangPart Ten: Service LearningDeveloping Responsible Global Leaders through International Service-Learning Programs: The Ulysses Experience - Nicola Pless, Thomas Maak and Günter StahlSigler Developing Enlightened Leaders for Industry and Community: Executive Education and Service-Learning - Kenneth Rhee and Tracey HoneycuttPart Eleven: Social ResponsibilityThe Use of Benevolent Leadership Development to Advance Principles of Responsible Management Education - Fahri Karakas, Emine Sarigollu and Alperen ManisaligilPart Twelve: Online Leadership DevelopmentDeveloping Leaders in Cyber-Space: The Paradoxical Possibilities of On-Line Learning - Donna Ladkin et al.Blended Learning Working in a Leadership Development Programme - Elaine Voci and Kevin YoungVOLUME THREE: LEADERSHIP DEVELOPMENT IN THE PLURALPart One: Team LeadershipDeveloping Team Leadership Capability - Frederick Moregeson, Dennis Lindoerfer and David LoringTeam Leadership: Critical Steps to Great Projects - Dennis O′Connor and Leodones YballeBuilding Highly Developed Teams: Focusing on Shared Leadership Processes, Efficacy, Trust, and Performance - Bruce Avolio et al.Part Two: Team CoachingTowards Co-constructed Coaching: Exploring the Integration of Coaching and Co-constructed Autoethnography in Leadership Development - Steve Kempster and Marian Iszatt-WhiteLeadership Group Coaching in Action: The Zen of Creating High Performance Teams - Manfred Kets de VriesPart Three: Network DevelopmentHow to Build Social Capital with Leadership Development: Lessons from an Explorative Case Study of a Multibusiness Firm - Eva Bilhuber Galli and Günter Muller-StewensNetworks and Leadership Development: Building Linkages for Capacity Acquisition and Capital Accrual - Kathryn Bartol and Xiaomeng ZhangPart Four: Collaborative ApproachesDoes Action Learning Promote Collaborative Leadership? - Joseph RaelinCreating a Collaborative Leadership Network: An Organic View of Change - Carol Mullen and Frances KochanUsing the Facilitative Leader Approach to Create an Organizational Culture of Collaboration - Roger SchwarzPart Five: Relational ApproachesCapturing Sociality in the Movement between Frames: An Illustration from Leadership Development - Brigid Carroll and Barbara SimpsonRelationship-based Approach to Leadership: Development of Leader-Member Exchange (LMX) Theory of Leadership over 25 Years: Applying a Multi-Level Multi-Domain Perspective - George Graen and Mary Uhl-BienSocial Capital and Leadership Development: Building Stronger Leadership through Enhanced Relational Skills - Shelly McCallum and David O′ConnellPart Six: Community Leadership DevelopmentSocial Entrepreneurship and Community Leadership: A Service-Learning Model for Management Education - Barrie Litzky, Veronica Godshalk and Cynthia Walton-BongersCommunity Leadership Development - Philip Kirk and Anna Marie ShutteVOLUME FOUR: CRITICAL APPROACHES AND PERSPECTIVESPart One: CritiqueCritical and Alternative Approaches to Leadership Learning and Development - Gareth Edwards et al.Management Education as if Both Matter - Jonathan Gosling and Henry MintzbergHow Can We Train Leaders if We Do Not Know What Leadership Is? - Richard BarkerDon’t Bother Putting Leadership into People - Joseph RaelinPart Two: Critical TheoryPsychodynamic and Critical Perspectives on Leadership Development - Kiran TrehanToward a Critical HRD in Theory and Practice - Tara FenwickPart Three: Critical TeachingTeaching Leadership Critically to MBAs: Experiences from Heaven and Hell - Amanda SinclairCritical Management Education and Action-based Learning: Synergies and Contradictions - Michael Reynolds and Russ VinceLearning through Reflective Classroom Practice: Applications to Educate the Reflective Manager - Patricia Raber HedbergPart Four: Implicit Leadership TheoriesTeaching Implicit Leadership Theories to Develop Leaders and Leadership: How and Why It Can Make a Difference - Birgit Schyns et al.Part Five: Leadership as PracticeLeadership as Practice: Challenging the Competency Paradigm - Brigid Carroll, Lester Levy and David RichmondThreshold Concepts and Modalities for Teaching Leadership Practice - Jeffrey Yip and Joseph RaelinBecoming a Leader: A Co-produced Autoethnographic Exploration of Situated Learning of Leadership Practice - Steve Kempster and James StewartPart Six: CreativityLeadership Jazz: An Exercise in Creativity - Mark Lengnick-Hall and Cynthia Lengnick-HallExperiential Development and Mentoring Processes for Leaders for Innovation - Ginamarie Scott Ligon, James Wallace and Holly OsburnPart Seven: Discourse theoryLeadership Development as Identity Construction - Brigid Carroll and Lester LevyOrganizational Discourse and New Organization Development Practices - Robert Marshak and David GrantPart Eight: ReflexivityReflexive Management Learning: An Integrative Review and a Conceptual Typology - Richard Cotter and John CullenExecutive MBA Programs: The Development of the Reflective Executive - Karina De Dèa Roglio and Gregory Light

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