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14 results in Cambridge Elements

Cultivating Growth Mindset as a Leadership Catalyst

Cultivating Growth Mindset as a Leadership Catalyst
  • A Practical Capacity-Building Learning Ecosystem for Accelerating Leadership and Advancing Practice
  • Angela Pittman-Vanderweide
  • Coming soon
  • Expected online publication date:
    March 2026
    Print publication:
    30 April 2026
Leadership by Example

Leadership by Example
  • Edward A. David
  • Published online:
    16 June 2025
    Print publication:
    17 July 2025
  • This Element offers a portrait of leadership exemplars in UK finance. It challenges the common trope that finance is morally bankrupt. More significantly, it provides an empirically informed account of what it means to lead ethically and by example. Drawing upon Linda Zagzebski's philosophy of moral exemplarism, as well as Braun and Clarke's reflexive approach to thematic analysis, this Element sifts through a rich interview dataset to identify three types of exemplary leader. The sage exemplifies a purpose-giving wisdom. The hero is admired for a courageous form of empathy. And the novice, an under-appreciated type of exemplar, is singled out for curiosity. Foregrounding the place of positive emotions in role modeling, this Element sheds light on the virtues and psychology of leading by example. It also serves as an exemplar of what the humanities can contribute to the dynamic field of leadership studies.
Shared Leadership 2.0

Shared Leadership 2.0
  • Taking Stock and Looking Forward
  • Christina L. Wassenaar, Craig L. Pearce, Natalia Lorinkova
  • Published online:
    24 April 2025
    Print publication:
    24 April 2025
    • Element
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      • Open access
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  • Shared leadership entails a dynamic, interactive influence process among groups and teams. Whereas traditional models of leadership emphasize the importance of vertical leadership as a role occupied by an individual in a designated position, shared leadership emphasizes the importance of leadership as an unfolding social process, shifting the influence to the person with the most relevant knowledge, skills and abilities, juxtaposed against the emerging task related requirements. Research shows that shared leadership is a robust predictor of group, team and organizational outcomes across a variety of organizations, industries and cultural contexts. In fact, shared leadership is a better predictor of outcomes than vertical leadership. This Element provides a comprehensive review of the research on shared leadership, and points to promising directions for the future, in terms of both research and the practical application of shared leadership in action. This title is also available as Open Access on Cambridge Core.
Network Leadership

Network Leadership
  • Promoting a Healthier World through the Power of Networks
  • Jeffrey Beeson
  • Published online:
    09 January 2025
    Print publication:
    16 January 2025
  • A 'paradigm shift' is currently taking place in leadership. Despite the considerable and influential body of existing theory, leaders were not prepared for the continuous disruptions of the digital era. What happens and how it happens depends on networks. The newly emerging science of networks opens an entirely new horizon on how to lead people, design organizations, and make sense of complex social environments. To be effective, leadership needs to assimilate and adapt to the dynamics of networks. This implies a focus on the quality of connections, how energy and information flow through these connections, and the development of a heightened awareness for the whole. Based on the undeniable logic of networks, the shift in organizational structures which has already taken place will only accelerate in the years to come. Network leadership invites leaders to leave the VUCA world behind and embrace a new WISE world of stability and emergence.
Peace Leadership

Peace Leadership
  • A Story of Peace Dwelling
  • Stan Amaladas
  • Published online:
    14 November 2024
    Print publication:
    28 November 2024
  • Peace dwelling is formulated as a reciprocal relationship among four interrelated ways of 'Being': Being a Guardian, Being a Curator, Being a Welcoming Presence, and Being a Neighbour. These ways of 'Being' are connected to a systemic reconstruction of Burns' formulation of the essential task of leadership, which encompasses the interconnectedness among the affairs of the Head (consciousness raising because values exist only where there is consciousness), the Heart (feeling the need to meaningfully define values, because where nothing is felt, nothing matters), the Hands (purposeful action) and the Holy (treating persons like persons as a non-negotiable and sacred practice, while believing that all persons can be lifted into their better selves). Corresponding to the four ways of Being, Peace Leadership is interpreted as the art of learning how to properly integrate the affairs of 4-Hs into our own shared lived existence for the sake of dwelling in peace.
Questioning Leadership

Questioning Leadership
  • Michael Harvey
  • Published online:
    17 June 2024
    Print publication:
    20 June 2024
  • This Element posits that questions are the heart of leadership. Leaders ask hard questions that spark creative solutions and new understandings. Asking by itself isn't enough - leaders must also help find answers and turn them into effective action. But the leader's work begins with questions. This Element surveys the main traditions of leadership thought; considers the nature of the group and its questions; explores how culture and bureaucracy serve to provide stable answers to the group's questions; and explores how leaders offers disruptive answers, especially in times of change and crisis. It uses the lens of questions to consider two parallel American lives, President Abraham Lincoln and General Robert E. Lee.
Ethical Leadership in Conflict and Crisis

Ethical Leadership in Conflict and Crisis
  • Evidence from Leaders on How to Make More Peaceful, Sustainable, and Profitable Communities
  • Jason Miklian, John E. Katsos
  • Published online:
    31 May 2024
    Print publication:
    20 March 2025
    • Element
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  • How can business leaders navigate through a world of polycrisis? This work delivers blends blending historical lessons, firsthand accounts, and ethical perspectives on crisis to fill a key gap in our understandings of effective, ethical leadership through settings of crisis, conflict and/or fragility situations. Pulling from historical events and contemporary research, the book looks past individual crises and explores a world of overlapping, permanent crises, or 'polycrisis.' It contrasts traditional leadership responses with values of community and authenticity, emphasizing the necessity of ethical and servant leadership attributes when conventional business strategies fail. This work offers insights for anyone interested in understanding and navigating the complex landscape of crisis. strategizes enduring leadership for constant crises. This title is also available as Open Access on Cambridge Core.
The Gift of Transformative Leaders

The Gift of Transformative Leaders
  • Nathan O. Hatch
  • Published online:
    17 April 2024
    Print publication:
    16 May 2024
  • Great organizations flourish at the hands of transformative leaders. Most organizations remain competitive but are unlikely to advance without impetus. Only exceptional leaders in an organization can fulfill an ambition for real institutional advancement. In this Element, Nathan Hatch, a former university president and provost at two top-30 national universities, draws on their more than forty-year career in higher education to showcase leaders the author recruited and empowered to advance and transform institutions. At each institution, the author witnessed pockets of mediocrity transform into national examples of excellence. Finding the right leader to spearhead the work was the key to growth and success nearly every time. Through the stories of thirteen transformative leaders, Hatch illuminates how the author approached identifying talent and empowered leaders to lead in bold and creative ways.
The Hazards of Great Leadership

The Hazards of Great Leadership
  • Detrimental Consequences of Leader Exceptionalism
  • James K. Beggan, Scott T. Allison, George R. Goethals
  • Published online:
    07 April 2023
    Print publication:
    11 May 2023
  • The value of great leaders seems to be an unquestioned assumption. The goal of this Element is to explore the counterintuitive idea that great leaders can pose a hazard to themselves and their followers. Great leadership, which accomplishes morally commendable and difficult objectives by leaders and followers, requires competence, morality, and charisma. A hazard is a condition or event that leads to human loss, such as injury, death, or economic misfortune. A leader can become a hazard through social psychological processes, which operate through the metaphor of Seven Deadly Sins, to create negative consequences. Great leaders can undermine their own success and accomplishments, as well as their followers. They can become a threat to the organization in which they are employed. Finally, great leaders can become a danger to the larger society. The damage great leaders can create can be reduced by applying the corresponding virtue.
Leading for Innovation

Leading for Innovation
  • Leadership Actions to Enhance Follower Creativity
  • Michael D. Mumford, Tanner R. Newbold, Mark Fichtel, Samantha England
  • Published online:
    21 July 2022
    Print publication:
    28 July 2022
  • Creativity, the generation of novel and useful ideas, and innovation, the transformation of these ideas into new products, processes, and services, are both critical for the long-term viability, profitability, and growth of organizations. Moreover, the complex, risky, and uncertain nature of innovative efforts demonstrates the importance of organizational leaders to effectively manage the innovative process. In this element, we discuss the role of leaders in effectively facilitating the creative problem-solving process that gives rise to innovative products, processes, and services. More specifically, we highlight the knowledge, skills, and behaviors needed to effectively lead across three integrated facets of this process-leading the people, leading the work, and leading the firm. This discussion promotes an understanding of how leaders manage those asked to engage in innovative efforts and, moreover, how leaders systematically integrate creative ideas within the organization to ensure the development and success of innovative products, processes, or services.
There Is More Than One Way To Lead

There Is More Than One Way To Lead
  • The Charismatic, Ideological, And Pragmatic (CIP) Theory Of Leadership
  • Samuel T. Hunter, Jeffrey B. Lovelace
  • Published online:
    20 June 2022
    Print publication:
    14 July 2022
  • The charismatic, ideological, and pragmatic (CIP) theory of leadership has emerged as a novel framework for thinking about the varying ways leaders can influence followers. The theory is based on the principle of equifinality, or the notion that there are multiple pathways to the same outcome. Researchers of the CIP theory have proposed that leaders are effective by engaging in one, or a mix of, three leader pathways: the charismatic approach focused on an emotionally evocative vision, an ideological approach focused on core beliefs and values, or a pragmatic approach focused on an appeal of rationality and problem solving. Formation of pathways and unique follower responses are described. The more than 15 years of empirical work investigating the theory are summarized, and the theory is compared and contrasted to other commonly studied and popular frameworks of leadership. Strengths, weaknesses, and avenues for future investigation of the CIP theory are discussed.
Cultural Dynamics and Leadership

Cultural Dynamics and Leadership
  • An Interpretive Approach
  • Nathan W. Harter
  • Published online:
    19 May 2022
    Print publication:
    19 May 2022
  • The intersection of leadership and culture is undertheorized. This Element looks behind familiar titles in leadership at materials from anthropology, sociology, and history to gain a more nuanced understanding of culture. Of particular relevance is an interpretive approach, elaborated in the works of Simmel, Cassirer, Ortega y Gasset, and Gadamer. A five-part schema examines permutations pertaining to the relationship between culture and leadership – as separate, conflicting, derivative, or engaged – with the most attractive being the possibility that leadership and culture are mutually constituting. To explain cultural change, Ortega y Gasset suggested as a unit of analysis the idea of a generation, illustrated in a historical account of translating the Bible. Archer proposed as a mechanism for cultural change the idea of social morphogenesis, which this Element applies to evolving issues of race in the civic order. This process illustrated in the thinking of pundit William F. Buckley, Jr.
Leading the Future of Technology

Leading the Future of Technology
  • The Vital Role of Accessible Technologies
  • Rebecca LaForgia
  • Published online:
    30 November 2020
    Print publication:
    04 February 2021
  • There is presently a view that accessible technologies offer an inclusive and humanistic expression of technology. They do. But that is not all. Accessible technologies offer more than this: they contain within them lessons on transformational leadership. Through examining six case studies the reader will begin to interpret these accessible technologies as expressions of leadership. The risk inherent in the current view is that to view accessible technologies only as examples of humanism, or the good, is to risk underselling them. In fact, accessible technologies (which are being created across international society) represent a powerful leadership approach to technology itself. Through their leadership, these accessible technologies demand and create new and original thinking by society. The reader will benefit from this Element by learning to identify transformational leadership within accessible technological creations and consequently gaining a capacity to apply this leadership to the very purposes of technology itself.
Leadership Studies and the Desire for Shared Agreement

Leadership Studies and the Desire for Shared Agreement
  • A Narrative Inquiry
  • Stan Amaladas
  • Published online:
    18 July 2019
    Print publication:
    11 July 2019
  • Beginning with the belief that the study of leadership belongs to all and to no one in particular, the author offers twenty-seven stable and unchanging elements for the study of leadership, and collects them under four themes: context, shared purpose, language, and human agency. He (a) argues that the rational interest in making our world a better place cuts across all academic disciplines/boundaries, (b) grounds the quest for an integrated theory of leadership in the Desire for Shared Agreement, and (c) offers the possibility that this Desire as a Governing Standard can potentially unite the multiple approaches to leadership studies.