Leaders & the Leadership Process: Readings, Self‐Assessments & Applications

Citation

Frey Horn, L. (2009), "Leaders & the Leadership Process: Readings, Self‐Assessments & Applications", Journal of European Industrial Training, Vol. 33 No. 4, pp. 382-384. https://doi.org/10.1108/03090590910959335

Book Synopsis

Leaders & the Leadership Process serves as a compendium of academic leadership literature, suitable as the literary foundation for an undergraduate course on leadership or as a source of research history and guidance for emerging leaders. The book is divided into two parts. Part one focuses on the academic research and theories of leadership and includes self‐assessments related to the chapter topics. Part two moves the reader into the practical side of leadership studies with case studies and practical experiential exercises designed to guide the learner into deeper understanding of the challenges in leadership.

Several key themes in the leadership literature are explored within the chapters through articles, assessments and practicum. Pierce and Newstrom draw on academic research that spans several decades. They note that in the early years of leadership research, the belief was that successful leadership could be determined solely by defining leadership traits. Those simple traits have given way to the idea that more complex constructs of processes, influences, dynamics and relationships determine leadership effectiveness. Other chapters explore the roles of gender and cross‐cultural contexts and the impacts these have on leadership effectiveness. Leadership emergence – how individuals become leaders, then gain and hold onto power – is a theme explored as a process, including the impact of social influence on the emergence of leaders.

Pierce and Newstrom also explore the construct of situational leadership. Situational leadership became a popular leadership tool during the 1970s and is still in use today. The articles presented serve as a valuable reminder that, to lead effectively, a leader operates within a context and this context often dictates leadership content and the nature of relationships developed. Followership and the impact it has on leadership is another important topic explored in this volume. Follower satisfaction and performance is shown to be related to the type of leadership behaviour employed. A full chapter is devoted to participative leadership, with readings and self‐assessment exercises included. Pierce and Newstrom also provide insights into transformational and charismatic leadership, and examine the dark side of leadership.

Evaluation

The emergence of leadership from a simple trait based construct to a highly complex series of constructs requires a different approach to the study of leadership. Pierce and Newstrom present a diverse collection of readings and texts that explore the major themes in the leadership literature and the interaction of processes, variables and contexts on leadership effectiveness. With a subject this complex, it is impossible to include every concept. The readings include a range of different perspectives and challenge readers to explore ideas they may not have considered. The ideas are complex enough that current leaders with open minds might also gain a deeper understanding into leader effectiveness.

However, there are two constructs that need exploration and are not included. Pierce and Newstrom refer to organizational culture in the epilogue and there are references to culture in articles throughout the chapters. The construct of organizational culture and its impact on leadership and followership deserve greater exploration. Another key construct that merits attention is that of adult and organizational complexity in leadership. Including these topics would only strengthen the text further for a comprehensive postgraduate course on leadership. In summary, the text provides a solid platform for students and practitioners to engage with fundamental leadership theories and concepts.

In the authors' own words

The effects of executive leadership may be direct in their impact upon both the external and internal environments of the organization. In addition, many of the effects of leadership are indirect in nature. In many instances […] top‐level leaders create the culture of the organization, which in turn impacts the strength of commitment displayed by members throughout the organization. The philosophical orientation of top‐level management has also been seen indirectly affecting the success of employee involvement programs […] and the degree to which employee ownership systems have resulted in the creation of psychological ownership and employee performance […] (p. 458, italics in original).

Reviewer's details

Laura Frey Horn earned her doctorate from The George Washington University in Human and Organizational Development. She is an adjunct professor at the School of Continuing and Professional Services, University of Virginia. Her research interests include organizational and cultural development through the framework of Spiral Dynamics integral. Her consulting practice focuses on organizational research and development through the understanding and development of organizational culture. Laura Frey Horn can be contacted at: lfheureka@yahoo.com