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Books on the topic 'Cultural theory of leadership'

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Published: 24 April 2022

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1

Wildavsky, Aaron B. Dilemmas of presidential leadership from Washington through Lincoln: A cultural theory. New Brunswick, N.J., U.S.A: Transaction Books, 1988.

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2

The missionary congregation, leadership & liminality. Harrisburg, Pa: Trinity Press International, 1997.

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3

Bagdasaryan, Vardan. Leadership. ru: INFRA-M Academic Publishing LLC., 2021. http://dx.doi.org/10.12737/1086964.

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The study of the course "Leadership" is associated with an increasing demand for the formation and disclosure of human leadership potentials. The presented textbook allows you to carry out this work in a targeted way. It summarizes and systematizes the world experience in the development of the theory and practice of leadership, discusses the classification of types of leaders, issues of practical use in leadership scenarios of personal qualities of a person, and offers a methodology for developing team strategies and team building. The distinctive features of the proposed program are its adaptability to the socio-cultural context of Russian society and its strong connection with the task of training the future generation of leaders in the interests of the Russian state. Each of the sections of the textbook is accompanied by practical tasks, the solution of which develops the skills of self-knowledge of a person in the perspective of developing leadership potentials and understanding the variability of leadership strategies. It is focused primarily on the preparation of bachelors studying in pedagogical areas of training, but it can also serve as a basic source for training in the course "Leadership" within the framework of a bachelor's degree in the humanities and the direction of social sciences.

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4

Statesmanship, character and leadership in America. New York, NY: Palgrave Macmillan, 2012.

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5

Deetz, Stanley. Leading organizations through transition: Communication and cultural change. Thousand Oaks: Sage Publications, Inc., 2000.

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6

Richard, Ellis, and Wildavsky Aaron B, eds. Cultural theory. Boulder, Colo: Westview Press, 1990.

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7

Oswell, David. Cultural theory. Los Angeles: SAGE, 2010.

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8

Oswell, David. Cultural Theory. 1 Oliver's Yard, 55 City Road, London EC1Y 1SP United Kingdom: SAGE Publications Ltd, 2010. http://dx.doi.org/10.4135/9781446261323.

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9

Chandler, Jennifer L. S., and Robert E. Kirsch. Critical Leadership Theory. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-96472-0.

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10

Hausmann, Andrea. Cultural Leadership I. Wiesbaden: Springer Fachmedien Wiesbaden, 2019. http://dx.doi.org/10.1007/978-3-658-26674-5.

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11

Hausmann, Andrea. Cultural Leadership II. Wiesbaden: Springer Fachmedien Wiesbaden, 2020. http://dx.doi.org/10.1007/978-3-658-28677-4.

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12

Contemporary cultural theory. London: UCL Press, 1994.

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13

Milner, Andrew. Contemporary Cultural Theory. London: Taylor & Francis Inc, 2004.

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14

Northouse, Peter Guy. Leadership: Theory and practice. 5th ed. Thousand Oaks: Sage Publications, 2010.

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15

Northouse, Peter Guy. Leadership: Theory and practice. 5th ed. Thousand Oaks: Sage Publications, 2010.

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16

Leadership: Theory and practice. 2nd ed. Thousand Oaks, Calif: Sage Publications, 2001.

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17

Leadership: Theory and practice. 5th ed. Thousand Oaks: Sage Publications, 2010.

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18

Leadership: Theory and practice. Thousand Oaks, Calif: Sage Publications, 1997.

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19

Leadership: Theory and practice. 4th ed. Thousand Oaks: SAGE Publications, 2007.

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20

Northouse, Peter Guy. Leadership: Theory and practice. 5th ed. Thousand Oaks: Sage Publications, 2010.

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21

Leadership: Theory and practice. Fort Worth, Tex: Dryden Press, 1999.

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22

Harrison, Christian. Leadership Theory and Research. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-68672-1.

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23

Leadership: Theory and practice. 6th ed. Thousand Oaks: SAGE, 2013.

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24

Dippel, Tieman H. The language of conscience: Using enlightened conservatism to build cooperative capital and character : with case studies of private sector, nonprofit leadership. Brenham, Tex: Texas Peacemaker Publications, 2002.

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25

Burton, Richard M. Strategic organizational diagnosis and design: Developing theory for application. 2nd ed. Boston, Mass: Kluwer Academic Publishers, 1998.

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26

Børge, Obel, and Keeshan Nancy, eds. Strategic organizational diagnosis and design: Developing theory for application. Boston: Kluwer Academic Publishers, 1995.

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27

Theory and cultural value. Oxford, UK: Blackwell, 1992.

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28

Peter, Wicke, ed. Music and cultural theory. Cambridge, UK: Polity Press, 1997.

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29

Cultural theory: An anthology. Chichester: Wiley-Blackwell, 2011.

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30

Peter, Osborne. Philosophy in cultural theory. London: Routledge, 2000.

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31

Alexander, Riley, ed. Cultural theory: An introduction. 2nd ed. Malden, MA: Blackwell, 2009.

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32

Potter, David, and James McCalman. Leading Cultural Change: The Theory and Practice of Successful Organizational Transformation. Kogan Page, 2016.

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33

Potter, David, and James McCalman. Leading Cultural Change: The Theory and Practice of Successful Organizational Transformation. Kogan Page, 2015.

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34

Lakomski, Gabriele. Managing without Leadership: Towards a Theory of Organizational Functioning. Elsevier Science, 2005.

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35

Managing without Leadership: Towards a Theory of Organizational Functioning. Elsevier Science, 2005.

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36

Pfister, Jan. Managing Organizational Culture for Effective Internal Control: From Practice to Theory. Physica, 2011.

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37

King, Richard. Cultural Revolution. Edited by Stephen A. Smith. Oxford University Press, 2013. http://dx.doi.org/10.1093/oxfordhb/9780199602056.013.031.

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Culture served communist-ruled states by presenting a vision of nations and peoples in transition from a dark and oppressive past into the projected bright future of communism. National and party leaders followed Lenin in ascribing great importance to the persuasive powers of the arts and insisting on their incorporation into the machinery of government. Artists creating works of literature, film, and the performing and visual arts according to the official doctrine of socialist realism presented images of new socialist persons overcoming difficulties and accomplishing tasks to instruct and entertain their audiences. While they might enjoy the benefits of state patronage, artists also risked condemnation and punishment if their works displeased the ruling party and its leadership. The arts of socialism have largely lost their political function and are now viewed as nostalgic memorabilia or kitsch.

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38

Lopez, Ann E. Culturally Responsive and Socially Just Leadership in Diverse Contexts: From Theory to Action. Palgrave Macmillan, 2016.

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39

Lopez, Ann E. Culturally Responsive and Socially Just Leadership in Diverse Contexts: From Theory to Action. Palgrave Macmillan, 2017.

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40

Jentges, Erik. Leadership Capital. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198783848.003.0014.

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The Leadership Capital Index utilizes the conceptual terminology of Pierre Bourdieu’s field theory. This chapter presents the groundwork for the LCI as it clarifies Bourdieu’s key concepts and traces the evolution from political capital to leadership capital. With an overview of Bourdieu’s three core concepts of economic, cultural, and social capital, plus the more elusive symbolic capital, the chapter assists with an appreciation of the analytical potential of the concept of political capital. The notion of leadership capital integrates many (but not all) aspects of Bourdieu’s field-specific notion of political capital and the LCI succeeds in translating his complex conceptualization into a manageable set of ten indicators. The chapter explains how together Bourdieu’s political sociology and the approach suggested through the LCI create numerous synergies and are promising and useful endeavors in the analysis of political leadership.

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41

D, Neely A., ed. Business performance measurement: Theory and practice. Cambridge: Cambridge University Press, 2002.

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42

d'Iribarne, Philippe, Sylvie Chevrier, Alain Henry, Jean-Pierre Segal, and Geneviève Tréguer-Felten. Cross-Cultural Management Revisited. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780198857471.001.0001.

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The cross-cultural management literature is still dominated by the quantitative approach to cultures which made the research field popular in the early 1980’s. While the hegemony of this approach was being consolidated, a French research group, Gestion & Société, led by Philippe d’Iribarne, was conducting alternative research. Over the past thirty years, the team has carried out investigations in over fifty countries, collecting data from a large sample of companies concerned with making the most of the cultures with which they were dealing. This book provides an overview of the lessons learnt from thirty years of empirical research and of the refinements of a new theoretical approach to national cultures which challenges the mainstream ones. It introduces an interpretative approach to culture considered as a filter through which people understand reality and give it meaning. Throughout the world, employees confer different meanings on the daily situations arising from companies’ operations such as being subject to the authority of a manager, responding to requests from a client, or having one’s work monitored. All interactions within organizational contexts are underpinned by social relations which make sense in different cultural universes of meaning. Drawing upon this interpretative perspective, the book covers the main management issues: leadership, procedures implementation and control, decision-making, industrial relations, customer relations, ethics and corporate social responsibility, interpersonal and corporate communication, multicultural teams, and international transfers of management practices. Finally, the book provides methodological guidelines to enable researchers and practitioners to engage in this alternative approach.

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43

Joshi, Mahesh K., and J. R. Klein. The Changing Face of Leadership. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198827481.003.0005.

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Cultural differences, geographical differences, and generational differences are all contributing to complexity for leaders in their management of the global business environment. The recognition, aspirations, and examination of leadership are not recent developments. For thousands of years, the human species has been telling stories about, honoring, aspiring to, and examining leaders. In a globalized world the dimensions of leadership are uniquely different from at any time in history, yet, in essence, it contains the same core set of principles. The structured process of leadership development is under pressure with rapid changes in the marketplace as the pace of technological advances are changing organizational dynamics. The leaders are now required to learn faster, make quick decisions, keep pace with the change in environment and to lead effectively in global and demographically diverse organizations and markets.

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44

Feng, Huiyun. Chinese Strategic Culture and Foreign Policy Decision-Making: Confucianism, Leadership and War. Taylor & Francis Group, 2009.

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45

Deetz, Stanley A., Sarah J. Tracy, and Jennifer Lyn Simpson. Leading Organizations through Transition: Communication and Cultural Change. Sage Publications, Inc, 1999.

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46

Deetz, Stanley A., Sarah J. Tracy, and Jennifer Lyn Simpson. Leading Organizations through Transition: Communication and Cultural Change. Sage Publications, Inc, 1999.

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47

Cultural Leadership. Amer Assn of Community College, 1992.

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48

Swinkels, Marij, Sabine van Zuydam, and Femke Van Esch. Modern Prime-Ministerial Leadership in the Netherlands. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198783848.003.0009.

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This chapter discusses the leadership style of Dutch prime ministers (PMs) and asks the question what type of leadership skills, relations, and reputations are most effective in modern Dutch politics: a consensual or confrontational style. While Dutch politics traditionally favors leaders who employ a consensus-oriented leadership style, prime ministers Balkenende (2002–2010) and Rutte (2010–present) served at a time when socio-cultural changes and mediatization of politics were challenging this political practice. By applying a modified version of the Leadership Capital Index (LCI), the chapter shows that to ensure re-election, both PMs struck a careful balance between the consensual and confrontational leadership styles. Whereas the study indicates that prime ministers have considerable leeway in how to strike that balance, the results suggest that it is essential that they maintain constructive relations with their peers in government and parliament to be electorally successful in the Dutch political system.

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49

Loon, Joost Van, and Ian Roderick. Cultural Theory. Sage Publications Ltd, 2003.

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50

1963-, Edwards Tim, ed. Cultural theory. Los Angeles: Sage Publications, 2007.

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