This book examines both academic and practical theories relating to leader development. It broadens the scope of this topic by including data-driven theory and proposals from diverse areas that are either not currently represented or are poorly addressed in existing literature. This 15th volume in the Annals of Theoretical Psychology
series aims to propose, identify, and characterize new theoretical, educational, and practical gaps in leader development. The initial chapters explore concepts related to individual or internal aspects of leaders. Subsequent chapters deconstruct leader development by considering behaviors or skills and various environmental factors that affect development. The book also examines shortcomings of our current understanding of this topic that cuts across multiple disciplines.
Topics featured in this book include:
Leader Development Deconstructed
- Cognition, readiness to lead, courage through dialogue, and relationship considerations
- Behavioral elements and approaches for developing followership, conflict management, creativity, virtue, and epistemic cognition in growing leaders for complex environments.
- Seven Steps to establish a Leader and Leadership Education and Development Program.
- The Dark Triad of personality, psychobiosocial perspectives, and mental ability in leaders
will be of interest to research scholars, academics, educators, and practitioners as well as executive coaches, college or university administrators, military leaders, philanthropic and non-profit organization leaders, and management consultants. ______________________________________________________________________________
"Despite the extensive body of knowledge associated with leader and leadership development, significant gaps still exist in our understanding of these processes. This book is a noteworthy effort to help fill in the blanks through empirical research and contextual application. It is worthy of perusal by anyone interested in becoming a more effective leader or leader developer."Bernard Banks, Ph.D., Associate Dean of Leadership Development, Northwestern University Kellogg School of Management
"One of the most powerful ways leaders can have an impact on others and their mission is to manage for innovation... This book is a great step in moving towards exploring how you do that, and I'm thrilled to be a part of that conversation!"Frances Hesselbein, President and CEO, Frances Hesselbein Leadership Institute
Matthew G. Clark, PhD, PMP, is a Research Psychologist (behavioral neuroscientist) and program manager in the United States Army and an independent consultant on neuroscience and leadership topics. He is also a Lecturer for Northeastern University and is the former Director of the Eisenhower Leader Development Program and professor at the United States Military Academy at West Point, New York. In that role he implemented a novel leader development certificate program with Columbia University focused on better preparing noncommissioned officers for developing leaders of character. He has conducted research or published on leader development, support for military families, developmental language disorders, learning, motivation, psychopharmacology, and medical product development. He also has over 25 publications and professional reports and is active in strategic leadership of a large non-profit organization.
Craig W. Gruber, PhD, is the lead faculty and Director of Security and Intelligence programs at Northeastern University. He has written on courage and presented notionally and internationally on security, intelligence, and forensic science. He developed Northeastern University's master's degree programs in Homeland Security and Strategic Intelligence and Analysis, and is based at the Kostas Research Institute for Homeland Security. He also serves on the board of the Order of The Sword and Shield, where he is the Director of Academic Advancement. He is the Editor-in-Chief of the Annals of Theoretical Psychology, and has written an introductory psychology textbook and numerous articles.
Chapter 1. Deconstructing Leader Development: An Introduction.- Section I:
The Individual, Personality, and Cognition involved in Leader Development.- Chapter 2. Developing "Allostatic Leaders": A Psychobiosocial Perspective.- Chapter 3. General Mental Ability (g) and Leader Development.- Chapter 4. Dark Leadership: The Role of Leaders' Dark Triad Personality Traits.- Chapter 5. Leadership in Dialogue, How Courage Informs.- Chapter 6. Leader Developmental Readiness: Deconstructed and Reconstructed.- Section II:
Considering Behavior in Leader Development.- Chapter 7. Followership Development: A Behavioral Approach.- Chapter 8. Conflict Management in Leader Development: The Roles of Control, Trust, and Fairness.- Chapter 9. Operationalizing Creativity: Developing Ethical Leaders Who Thrive In Complex Environments.- Chapter 10. Developing a Logic-of-Inquiry-for-Action through a Developmental Framework for Making Epistemic Cognition Visible.- Section III:
Social and Environmental Influences on Leader Development.- Chapter 11. The Impact of Selection and the Assessment Center Method on Leader Development.- Chapter 12. Leading with Support: The Role of Social Support for Positive and Negative Events in Leader Development.- Chapter 13. Seven Steps to Establish a Leader and Leadership Education and Development (LEAD) Program.- Chapter 14. Frameworks of Police Leadership: Evolution of Change.