Today we often look to our leaders in business, government, or the social sector, to make effective decisions in a complex world. Whether they are asked what steps to take to improve competitiveness in a global economy or to make tough ethical choices, well-trained leaders are critical to organizational effectiveness. Although we know much about leadership development for individuals after they take their first job, we know relatively little about their earlier experiences that contributed to their interest in leadership or subsequent effectiveness as leaders. This volume brings together researchers who explore leadership at different points before individuals enter the workforce and asks important questions surrounding definitions of leadership behavior, necessary leader skills and age-related leader tasks, factors contributing to development of leader identity, and ways to improve the process of leader development. With contributions from well-known leadership researchers such as Robert Sternberg, Howard Gardner, Bruce Avolio, and Susan Komives, the volume shows research evidence for factors such as early childhood and youth experiences on leadership development, which have implications for the way we understand and train leadership in today’s organizations.
Table of Contents
J.N. Cleveland, Series Foreword. E. Van Velsor, Foreword. S.E. Murphy, R.J. Reichard, Preface: An Introduction to Early Development and Leadership. Part I: The Earliest Influences on Leadership Development S.E. Murphy, Providing a Foundation for Leadership Development. S. Recchia, Preschool Leaders in the Early Childhood Classroom. R. Arvey, S. Chaturvedi, Examining the Genetic Basis of Leadership. A. Gottfried, A. Gottfried, Paths from Gifted Motivation to Leadership. Part II: Developing Leadership Skills and Leader Identity P. Chelladurai, Participation in Sport and Leadership Development. M. Popper, The Development of "Leaders in Everyday Life": An Attachment Perspective. D.A. Mack, M. Macik-Frey, J. Campbell Quick, D.A. Gray, P. Shinoda, C.L. Cooper, N. Keller, Early Interdependent Attachments and Ethical Leadership: The Power of a Secure Base. N.J. Adler, I Am My Mother’s Daughter: Early Developmental Influences on Leadership. B. Avolio, G. Volgelgesang, Beginnings Matter in Genuine Leadership Development. C. Hoyt, S. Johnson, Gender and Leadership Development: The Case of Female Leaders. R.G. Lord, R. Hall, S.M. Halpin, Leadership Skill Development and Divergence: A Model for the Early Effects of Gender and Race on Leadership Development Identity and Leadership Development. Part III: The Final Preparation: College Leadership and Beyond H. Gardner, Positioning Future Leaders on the Good Work Track. S. Komives, College Student Leadership Identity Development. R. Sternberg, The Purpose of College Education: Producing a New Generation of Positive Leaders. R.J. Reichard, S.J. Paik, Developing the Next Generation of Leaders; Research, Policy, and Practice.
Susan Elaine Murphy is Director of the School of Strategic Leadership Studies at James Madison University and Associate Professor of Psychology and Leadership Studies. Dr Murphy earned her Ph.D. and M.S from the University of Washington in Organizational Psychology, where she also earned a M.B.A at the Michael G. Foster School of Business. She has published numerous articles and book chapters on leadership, leadership development, and mentoring. Her works include the book, Power Mentoring: How Successful Mentors and Protégés Make the Most of Their Relationships, (with Ellen Ensher) and four edited books, The Quest for Moral Leaders (with Joanne Ciulla and Terry Price) The Future of Leadership Development (with Ron Riggio), Work Family Balance to Work-Family Interaction: Changing the Metaphor (with Diane Halpern), and Multiple Intelligences and Leadership (with Ron Riggio and Francis Pirazolla). Her research examines leadership effectiveness and the application of education to leaders at the high school, undergraduate, and workplace level. She also serves on the editorial board of Leadership Quarterly. She currently teaches graduate courses in Leadership and Ethics. Previously she taught organizational/industrial psychology and organizational development at Claremont McKenna College where she was Associate Professor of Psychology, serving as Associate Director Kravis Leadership Institute, and adjunct professor at Claremont Graduate University. She previously worked as a Research Scientist at Battelle, Seattle consulting in the areas of leadership and management education, as well as organizational change for clients in the U.S. and Japan. She continues designing and delivering leadership development programs, as well as other organizational development initiatives.
Rebecca J. Reichard is an Assistant Professor in the School of Behavioral and Organizational Sciences at Claremont Graduate University. She received h