مراجع وقراءات إضافية

الفصل الأول

An extended discussion of some the ideas in this chapter can be found in my Leadership: Limits and Possibilities (Basingstoke: Palgrave/Macmillan, 2005).
  • M. Alvesson and S. Sveningsson, “Managers Doing Leadership: The Extraordinarization of the Mundane”, Human Relations, 56(12) (2003): 1435–59.
  • J. S. Chhokar, F. C. Brodbeck, and R. J. House (eds.), Culture and Leadership Across the World: The GLOBE Book of In-Depth Studies of 25 Societies (London: Psychology Press, 2007).
  • W. B. Gallie, “Essentially Contested Concepts”, Proceedings of the Aristotelian Society, 56 (1955-6): 167–98.
  • R. A. Heifetz and M. Linsky, Leadership on the Line (Cambridge, MA: Harvard University Press, 2002).
  • P. Rosenzweig, The Halo Effect (London: Simon & Schuster, 2007).
  • K. E. Weick, Making Sense of the Organization (Oxford: Blackwell, 2001).

الفصل الثاني

An extended version of the ideas in this chapter can be found in my article “Wicked Problems and Clumsy Solutions”, in Clinical Leader 1:2.
  • M. Douglas, Natural Symbols (London: Routledge, 2003).
  • M. Douglas, Purity and Danger (London: Routledge, 2008).
  • A. Etzioni, Modern Organizations (London: Prentice Hall, 1964).
  • A. Jones, The Innovation Acid Test (London: Triarchy Press, 2008).
  • S. Milgram, Obedience to Authority: An Experimental View, 2nd edn. (London: Printer and Martin, 2005).
  • H. Rittell and M. Webber, “Dilemmas in a General Theory of Planning”, Policy Sciences, 4 (1973): 155–69.
  • M. Stein, “The Critical Period of Disasters: Insights from Sensemaking and Psychoanalytic Theory”, Human Relations, 57(10) (2004): 1243–61.
  • M. Sternin, J. Sternin, D. Marsh, and A. Rapid, “Sustained Childhood Malnutrition Alleviation Through a “Positive Deviance” Approach in Rural Vietnam: Preliminary Findings”, in Health Nutrition Model: Applications in Haiti, Vietnam and Bangladesh, ed. O. Wollinka, E. Keeley, B. R. Burkhatler, and N. Bashir (Arlington, VA: Basic Books, 1997).
  • M. Verweij and M. Thompson (eds.), Clumsy Solutions for a Complex World: Governance, Politics and Plural Perception (Basingstoke: Palgrave/Macmillan, 2006).
  • P. G. Zimbardo, The Lucifer Effect: How Good People Turn Evil (London: Rider, 2009).

الفصل الثالث

An extended version of some of the ideas in this paper can be found in “Leadership, 1965–2006: Forward to the Past or Back to the Future?”, in Mapping Management Studies, ed. S. Dopson and M. Earl (Oxford: Oxford University Press, 2007).
  • L. H. Keeley, War Before Civilization: The Myth of the Peaceful Savage (Oxford: Oxford University Press, 1996).
  • D. McGregor, The Human Side of Enterprise (New York: McGraw-Hill, 1960).
  • A. Maslow, “A Theory of Human Motivation”, Psychological Review, 50 (1943): 370–96.
  • T. Peters and R. H. Waterman, In Search of Excellence (London: Harper and Row, 1982).

الفصل الرابع

  • C. Boehm, Hierarchy in the Forest (Boston: Harvard University Press, 2001).
  • L. L. Carli and A. H. Eagly, “Gender and Leadership”, in The Sage Handbook of Leadership, ed. A. Bryman, D. Collinson, K. Grint, B. Jackson, and M. Uhl Bien (London: Sage, 2011).
  • T. Carlyle, On Heroes, Hero Worship and the Heroic in History (London: Echo Library, 2007).
  • K. Grint, Leadership: Limits and Possibilities (Basingstoke: Palgrave/Macmillan, 2005).
  • G. Knopp, Hitler’s Children (London: Sutton, 2002).
  • D. Lewis, The Man Who Invented Hitler (London: Headline Books, 2004).
  • N. Nicholson, Managing the Human Animal (London: Texere Publishing, 2003).
  • G. Sheffield, Leadership in the Trenches (Basingstoke: Macmillan, 2000).
  • F. De Waal, Chimpanzee Politics: Power and Sex Among Apes (Baltimore: Johns Hopkins University Press, 2000).
  • L. S. Warner and K. Grint, “American-Indian Ways of Leading and Knowing”, Leadership, 2(2) (2006): 225–44.
  • E. Wenger, Communities of Practice: Learning, Meaning, and Identity (Cambridge: Cambridge University Press, 1999).

الفصل الخامس

  • M. Alvesson and Y. D. Billing, Understanding Gender and Organizations (London: Sage, 1997).
  • B. Anderson, Imagined Communities (London: Verso, 1983).
  • P. Backé, “The Role of Fashion “Supermodels” in Advertising”, unpublished D. Phil, Oxford University, 2000.
  • M. Gladwell, Blink (London: Penguin, 2006).
  • M. A. Hogg and D. J. Terry, Social Identity Processes in Organizational Contexts (London: Psychology Press, 2002).
  • S. M. Kaplan, M. M. Klebanov, and M. Sorensen, “Which CEO Characteristics and Abilities Matter?” Swedish Institute for Financial Research, Conference on the Economics of the Private Equity Market; AFA, 2008, New Orleans Meetings Paper. Available at SSRN: <http://ssrn.com/abstract=972446> accessed 6 April 2010.
  • N. Keohane, “On Leadership”, Perspectives on Leadership, 3(4) (2005): 705–22.
  • I. Pears, “The Gentleman and the Hero: Wellington and Napoleon in the Nineteenth Century”, in Leadership: Classical, Contemporary and Critical Approaches, ed. K. Grint (Oxford: Oxford University Press, 1997).
  • N. Smith, V. Smith, and M. Verner, “Do Women in Top Management Affect Firm Performance? A Panel Study of 2500 Danish Firms”, Institute for the Study of Labour, Bonn, Discussion Paper 1708 (2005).

الفصل السادس

  • B. M. Bass, Leadership and Performance Beyond Expectations (New York: Free Press, 1985).
  • R. R. Blake and J. S. Mouton, The Managerial Grid (Houston: Gulf, 1964).
  • J. Bratton, K. Grint, and D. Nelson, Organizational Leadership (Mason, OH: Thomson-South-Western, 2005).
  • J. MacGregor Burns, Leadership (New York: Harper and Row, 1978).
  • R. Cowsill and K. Grint, “Leadership, Task and Relationship: Orpheus, Prometheus and Janus”, Human Resource Management Journal, 18(2) (2008): 188–95.
  • R. J. House, “A Path-Goal Theory of Leader Effectiveness”, Administrative Science Quarterly, 16 (1971): 321–38.
  • J. M. Howell, “Two Faces of Charisma: Socialized and Personalized Leadership in Organizations”, in Charismatic Leadership: The Elusive Factor in Organizational Effectiveness, ed. J. A. Conger and R. N. Kanungo (San Francisco: Jossey-Bass, 1988).
  • B. Jackson and K. Parry, A Very Short, Fairly Interesting and Reasonably Cheap Book about Studying Leadership (London: Sage, 2007).
  • M. Weber, Economy and Society (Berkeley: University of California Press, 1978).
  • A. Zaleznik, “Charismatic and Consensus Leaders: A Psychological Comparison”, Bulletin of the Meninger Clinic, 38 (1974): 22–38.

الفصل السابع

  • K. Grint, Leadership: Limits and Possibilities (Basingstoke: Palgrave/Macmillan, 2005).
  • B. Kellerman, How Followers Are Creating Change and Changing Leaders (Boston: Harvard Business School Press, 2008).
  • R. E. Riggio, I. Chaleff, and J. Lipman-Blumen, The Art of Followership: How Great Followers Create Great Leaders and Organizations (San Francisco: Jossey Bass, 2008).

الفصل الثامن

Some of the ideas in this chapter are covered at greater length in my article “Leadership and the Sacred”, Organization Studies (2010): 89–107.
  • Z. Bauman, Postmodern Ethics (Oxford: Blackwell, 1993).
  • D. D. Chrislip and C. E. Larson, Collaborative Leadership: How Citizens and Civic Leaders Can Make a Difference (San Francisco: John Wiley, 1994).
  • D. Collinson, “Questions of Distance”, Leadership, 1(2) (2005): 235–50.
  • D. Collinson and S. Ackroyd, “Resistance, Misbehaviour and Dissent”, in The Oxford Handbook of Work and Organization, ed. S. Ackroyd, P. Thompson, R. Batt, and P. Tolbert (Oxford: Oxford University Press, 2005).
  • W. Draft, The Deep Blue Sea (San Francisco: Jossey Bass, 2001). E. E. Evans-Pritchard, The Nuer (Oxford: Oxford University Press, 1940).
  • J. K. Fletcher, “The Paradox of Post-Heroic Leadership: An Essay on Gender, Power and Transformational Change”, Human Relations, 15(5) (2004): 647–61.
  • M. Foucault, Discipline and Punish (Harmondsworth: Penguin, 1991).
  • J. Freeman, “The Tyranny of Structurelessness”, Berkeley Journal of Sociology, 17 (1970): 1972-3.
  • P. Froese, The Plot to Kill God: Findings from the Soviet Experiment in Secularization (Berkeley: University of California Press, 2008).
  • E. Fromm, The Fear of Freedom (London: Routledge, 2001).
  • G. Gemmil and J. Oakley, “Leadership: An Alienating Social Myth?”, in Leadership: Classical, Contemporary and Critical Approaches, ed. K. Grint (Oxford: Oxford University Press, 1997).
  • R. Girard, Violence and the Sacred (Baltimore: Johns Hopkins University Press, 1972).
  • P. Gronn, The New Work of Educational Leaders (London: Sage, 2003).
  • N. Harter, F. J. Ziolkowski, and S. Wyatt, “Leadership and Inequality”, Leadership, 2(3) (2006): 75–94.
  • R. A. Heifetz and M. Linsky, Leadership on the Line (Cambridge, MA: Harvard University Press, 2002).
  • J. Kristeva, “Logics of the Sacred and Revolt”, in After the Revolution: On Kristeva, ed. J. Lechte and M. Zournasi (Sydney: Artspace, 1998).
  • N. Machiavelli, The Prince (Oxford: Oxford University Press, 1998).
  • F. Nietzsche, The Gay Science (London: Random House, 1991).
  • A. J. Polan, Lenin and the End of Politics (San Diego: University of California Press, 1984).
  • J. Raelin, Creating Leaderful Organizations: How to Bring Out Leadership in Everyone (San Francisco: Berrett-Koehler, 2003).
  • Sartre, J.-P., Existentialism and Humanism (London: Methuen, 1973).
  • L. S. Warner and K. Grint, “American-Indian Ways of Leading and Knowing”, Leadership, 2(2) (2006): 225–44.

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