The problem and the solution .This article reviews recent novel contributions to leadership development theory and practice. It provides definitions and a brief overview of leadership and leadership development, and a summary of a number of seminal and contemporary leadership theories that serve as a foundation for leadership development practice today. In addition, the article discusses emerging new directions and approaches in leadership development. Last, this introduction provides a brief overview of each of the articles in this issue of emerging practices in leadership development.
Avolio, B. (1999). Full leadership development. Thousand Oaks, CA: Sage.
2.
Avolio, B. (2005). Leadership development in balance: Made/Born. Mahwah, NJ: Lawrence Erlbaum.
3.
Avolio, B., & Gardner, W.L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. Leadership Quarterly , 16, 315-338.
4.
Avolio, B., & Luthans, F. (2006). The high impact leader: Authentic, resilient leadership that gets results and sustains growth. New York: McGraw-Hill.
5.
Bass, B. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18, 19-31.
6.
Bass, B.M. (1998). Transformational leadership: Industrial, military, and educational impact. Mahwah, NJ: Lawrence Erlbaum.
7.
Bass, B. M., & Avolio, B. J. (Eds.). (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage.
8.
Bennis, W.G. (1989). On becoming a leader. Reading, MA: Addison-Wesley.
9.
Block, P. (1993). Stewardship: Choosing service over self interest . San Francisco: Berrett-Koehler .
10.
Burns, J.M. (1978). Leadership. New York: Harper and Row.
11.
Cacioppe, R. (1998). An integrated model and approach for the design of effective leadership development programs. Leadership and Organization Development Journal, 19, 44-53.
12.
Callahan, J., & Whitener, K. (Eds.). (2007). The art of leadership: Using popular culture in leadership development. Advances in Developing Human Resources, 9(2), 146-165.
13.
Cameron, K. S.,Dutton, J., & Quinn, R. (Eds.). (2003). Positive organizational scholarship. San Francisco: Berrett-Koehler.
14.
Cashman, K. (1998). Leadership from the inside out: Becoming a leader for life. Provo, UT: Executive Excellence .
15.
Chemers, M. (2000). Leadership research and theory: A functional integration . Group Dynamics: Theory, Research, and Practice, 4, 27-43.
16.
Collins, J. (2001). Good to great: Why some companies make the leap . . . and others don't. New York: HarperCollins.
17.
Conger, J. (1992). Learning to lead: The art of transforming managers into leaders. San Francisco: Jossey-Bass .
18.
Conger, J., & Benjamin, B. (1999). Building leaders: How successful companies develop the next generation. San Francisco: Jossey-Bass.
19.
Dansereau, F., Graen, G., & Haga, W.J. (1975). A vertical dyad linkage approach to leadership in formal organizations: A longitudinal investigation of the role making process . Organizational Behavior and Human Decision Processes, 13, 46-78.
20.
Day, D. (2001). Leadership development: A review in context. Leadership Quarterly, 11, 581-613.
21.
de Vries, M.K. (2003). Leaders, fools, and impostors: Essays on the psychology of leadership. Lincoln, NE: iUniverse .
22.
Fiedler, F.E. (1967). A theory of leadership effectiveness. New York: McGraw-Hill.
23.
Fulmer, R., Gibbs, P., & Goldsmith, M. (2000). Developing leaders: How winning companies keep on winning. MIT Sloan Management Review, 42(1), 49-59.
24.
Gardner, W.L., Avolio, B., Luthans, F., May, D.R., & Walumbwa, F. (2005). "Can you see the real me?" A self-based model of authentic leader and follower development. Leadership Quarterly , 16, 343-372.
25.
Gardner, W.L., Avolio, B., & Walumbwa, F. (2005). Authentic leadership development: Emergent trends and future directions. In W. L. Gardner, B. J. Avolio, & F. O. Walumbwa (Eds.), Authentic leadership theory and practice: Origins, effects and development (pp. 387-406). Oxford, UK: Elsevier Science.
26.
George, B., & Sims, P. (2007). True north: Discover your authentic leadership . San Francisco: Jossey-Bass.
27.
Giber, D.,Carter, L., & Goldsmith, M. (Eds.). (2000). Linkage Inc.'s best practices in leadership development handbook. San Francisco: Jossey-Bass .
28.
Graen, G.B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member Exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. Leadership Quarterly , 6, 219-247.
29.
Greenleaf, R. (2002). Servant leadership: A journey into the nature of legitimate power and greatness. Mahwah, NJ: Paulist.
30.
Greguras, G.J., & Ford, J.M. (2006). An examination of the multidimensionality of supervisor and subordinate perceptions of leader-member exchange. Journal of Occupational and Organizational Psychology, 79, 433-465.
31.
Hernez-Broome, G., & Hughes, R.L. (2004). Leadership development: Past, present, and future . Human Resource Planning, 27, 24-32.
Holton, E., & Lynham, S. (Eds.). (2000). Performance-driven leadership development. Advances in Developing Human Resources, 2(2), 1-17.
34.
Hooper, D.T., & Martin, R. (2008). Beyond personal leader-member exchange (LMX) quality. The effects of perceived LMX variability on employee reactions. Leadership Quarterly, 19, 2-30.
35.
Ilies, R., Morgeson, F.P., & Nahrgang, J.D. (2005). Authentic leadership and eudaemonic well-being: Understanding leader-follower outcomes. Leadership Quarterly, 16, 373-394.
36.
Kang, D., & Stewart, J. (2007). Leader-member exchange (LMX) theory or leadership and HRD: Development of units and laws of interaction. Leadership and Organization Development Journal, 28, 531-551.
37.
Kouzes, J.M., & Posner, B.Z. (2007). The leadership challenge (4th ed.). San Francisco: Jossey-Bass .
38.
London, M. (2002). Leadership development: Paths to self-insight and professional growth. Mahwah, NJ: Lawrence Erlbaum.
39.
Luthans, F. (2002). The need for and meaning of positive organizational behavior. Journal of Organizational Behavior, 23, 695-706.
40.
Luthans, F., & Avolio, B. (2003). Authentic leadership development. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship (pp. 241-258). San Francisco: Berrett-Koehler.
41.
Marion, R., & Uhl-Bien, M. (2001). Leadership in complex organizations. Leadership Quarterly, 12, 389-418.
42.
McCauley, C. D., & Van Velsor, E. (Eds.). (2005). The center for creative leadership handbook of leadership development. San Francisco: Jossey-Bass.
43.
Naquin, S., & Holton, E. (2006). Leadership and managerial competency models: A simplified process and resulting model. Advances in Developing Human Resources, 8(2), 144-165.
44.
Northouse, P.G. (2007). Leadership: Theory and practice (4th ed.). Thousand Oaks, CA: Sage.
45.
Olivares, O.J., Peterson, G., & Hess, K.P. (2007). An existential-phenomenological framework for understanding leadership development experiences. Leadership and Organization Development Journal, 28, 76-91.
46.
Pearce, C.L., & Conger, J.A. (2003). Shared leadership: Reframing the hows and whys of leadership. Thousand Oaks, CA: Sage.
47.
Pearce, C.L., & Sims, H.P. (2002). The relative influence of vertical vs. shared leadership on the longitudinal effectiveness of change management teams. Group Dynamics: Theory, Research, and Practice, 6, 172-197.
48.
Plowman, D., Solansky, S., Beck, T., Baker, L., Kulkarni, M., & Travis, D. (2007). The role of leadership in emergent self-organization . Leadership Quarterly, 18, 341-356.
49.
Reddin, W.J. (1967, April). The 3-D management style theory. Training and Development Journal, 8-17.
50.
Rivera, R., & Paradise, A. (2006). State of the industry. Washington, DC: American Society for Training and Development (ASTD).
51.
Safferstone, M.J. (2005). Organizational leadership: Classic works and contemporary perspectives. CHOICE: Current Reviews for Academic Libraries , 42, 959-975.
52.
Schneider, M., & Somers, M. (2006). Organizations as complex adaptive systems: Implications of complexity theory for leadership research. Leadership Development Quarterly, 17, 351-365.
53.
Sparrowe, R.T., Soetjipto, B.W., & Kraimer, M.L. (2006). Do leaders' influence tactics relate to members' helping behavior? It depends on the quality of the relationship. Academy of Management Journal, 49, 1194-1208.
54.
Spears, L.C., Lawence, M., & Blanchard, K. (2001). Focus on leadership: Servant leadership for the 21st century (3rd ed.). New York : John Wiley.
55.
Stacey, R., & Griffin, D. (2005). Introduction: Leading in a complex world. In D. Griffin, & R. Stacey (Eds.), Complexity and the experience of leading organizations (pp. 1-16). London: Routledge .
56.
Sudbrack, B., & Trombley, S. (2007). Lost: A survival guide to leadership theory. Advances in Developing Human Resources, 9(2), 251-260.
57.
Tichy, N.M., & Devanna, M.A. (1997). Transformational leader. New York: John Wiley.
58.
Trehan, K. (2007). Psychodynamic and critical perspectives on leadership development. Advances in Developing Human Resources, 9(1), 72-82.
59.
Walumbwa, F., Avolio, B., Gardner, W., Wernsing, T., & Peterson, S. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.
60.
Yukl, G. (2002). Leadership in organizations (5th ed.). Upper Saddle River, NJ: Prentice Hall.
