H. Skipton Leonard is a Faculty Member in the Carey Business School at Johns Hopkins University, USA, and lectures in organizational assessment and communications at George Washington University, USA. The author of numerous books, chapters and articles, he is executive director of the non-profit World Institute for Action Learning, devoted to leadership and organizational development worldwide.Arthur M. Freedman is Adjunct Professor in the MBA/OD program at the Carey Business School, Johns Hopkins University, USA. A licensed consulting organizational psychologist, he is co-founder of the World Institute of Action Learning and has been consulted by organizations globally. His books and articles include the co-authored Action Learning for Developing Leaders and Organizations (2009).Rachel Lewis is Senior Lecturer in Business and Occupational Psychology at Kingston University, UK, where she is also director of the Affinity Health at Work consultancy. She is the co-author of Preventing Stress in Organizations: How to Develop Positive Managers (Wiley-Blackwell, 2011), as well as numerous peer-reviewed articles. She specializes in leadership, management, and employee well-being.Jonathan Passmore is one of the UK’s foremost leadership coaches with a wealth of private sector and academic experience. His prolific research, writing, consultancy, and worldwide speaking engagements have made him a recognized authority on coaching and organizational change. His many books and articles include the best-selling text Excellence in Coaching (2006).

• About the editors viiAbout the contributors ixForeword xvSeries preface xviiRailway Children xix1 The Role of Psychology in Leadership, Change, and Organization Development 1H. Skipton Leonard, Rachel Lewis, Arthur M. Freedman, and Jonathan PassmorePart I Leadership 132 A critical review of leadership theory 15Beverly Alimo-Metcalfe3 Evidence-based management and leadership 49Rob B. Briner and Neil D. Walshe4 Psychodynamic issues in organizational leadership 65Manfred F.R. Kets de Vries, Elizabeth Florent-Treacy, and Konstantin Korotov5 Do I trust you to lead the way? Exploring trust and mistrust in leader–follower relations 89Michelle C. Bligh and Jeffrey C. Kohles6 Leader–culture fit: aligning leadership and corporate culture 113Gary N. Burns, Lindsey M. Kotrba, and Daniel R. Denison7 When leaders are bullies: concepts, antecedents, and consequences 129Ståle Einarsen, Anders Skogstad, and Lars Glasø8 Leadership and employee well-being 155Emma Donaldson-Feilder, Fehmidah Munir, and Rachel Lewis9 Transformational leadership and psychological well-being: effects on followers and leaders 175Kara A. Arnold and Catherine E. Connelly10 Making the mindful leader: cultivating skills for facing adaptive challenges 195Jeremy Hunter and Michael Chaskalson11 The future of leadership 221David V. Day and John AntonakisPart II Change 23712 The History and Current Status of Organizational and Systems Change 239H. Skipton Leonard13 Positive psychology and appreciative inquiry: the contribution of the literature to an understanding of the nature and process of change in organizations 267Stefan P. Cantore and David L. Cooperrider14 P articipation and organizational commitment during change: from utopist to realist perspectives 289Rune Lines and Marcus Selart15 Developmental Approaches for Enhancing Organizational Creativity and Innovation 313Jane Henry16 Individual readiness for organizational change 331Myungweon Choi and Wendy E.A. Ruona17 Towards an integration of stage theories of planned organizational change 347Janice M. Prochaska, James O. Prochaska, and Dustin Bailey18 Culture and change in developing Western countries 357Anthony MontgomeryPart III Organizational Development 37919 A Critical Review of Organization Development 381Bernard Burnes20 The application of systems theory to organizational diagnosis 405Arthur M. Freedman21 Organizational-development research interventions: perspectives from action research and collaborative management research 443David Coghlan and A.B. (Rami) ShaniIndex 461

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