What’s Wrong With Leadership?
Improving Leadership Research and Practice
Leadership: Research and Practice Series

Leadership practitioners and those who seek to develop leadership are concerned with whether they are using evidence-based best practices to develop leadership capacity in themselves and others. Are we indeed using best practices in the study, practice, and development of leadership? This book seeks to draw attention to the limitations of extant work on leadership, and to provide suggestions for a way forward. Presenting chapters on topics ranging from research methodology, gender and cross-cultural issues in leadership studies, and the role of the humanities in our understanding of leadership, the book represents a rigorous multidisciplinary collaboration.

This is a must-read for graduate students studying leadership, leadership consultants and trainers, leadership scholars, and anyone who practices, teaches, or seeks to develop leadership. It will help expand the horizons of how we think about and practice leadership.

1. Introduction: What’s Wrong with Leadership? Improving Leadership Theory, Research, and Practice Ronald E. Riggio Part I: Improving Leadership Methodology, Assessment, and Selection 2. Leadership Research Methods: Progressing Back to Process Maureen E. McCusker, Roseanne J. Foti, and Elsheba K. Abraham 3. Leadership and Levels of Analysis: Clarifications and Fixes for What’s Wrong Francis J. Yammarino and Shelley D. Dionne 4. Leadership Assessment Can Be Better: Directions for Selection and Performance Management Manuel London 5. The Self-Selection Bias in Leadership: Understanding Reluctant Leaders Olga Epitropaki Part II: Increasing the Scope of Leadership Research 6. Leadership and Ethics: You Can Run but You Cannot Hide from the Humanities Joanne B. Ciulla 7. Leadership is Male-Centric: Gender Issues in the Study of Leadership Stefanie K. Johnson and Christina N. Lacerenza 8. Are Leadership Theories Western-Centric? Transcending Cognitive Differences Between the East and the West Kenta Hino 9. Leadership and the Medium of Time Robert G. Lord 10. Leaders are Complex: Expanding Our Understanding of Leader Identity Stefanie P. Shaughnessy and Meredith R. Coats 11. Turning the Blind Eye to Destructive Leadership: The Forgotten Destructive Leaders Birgit Schyns, Pedro Neves, Barbara Wisse, and Michael Knoll Part III: Improving Leadership Practice and Expanding Our Thinking About Leadership 12. Leadership Development Starts Earlier than We Think: Capturing the Capacity of New Leaders to Address the Leader Talent Shortage Susan Elaine Murphy 13. What is Wrong with Leadership Development and What Might Be Done with It? David V. Day and Zhengguang Liu 14. Solving the Problem with Leadership Training: Aligning Contemporary Behavior-Based Training with Mindset Conditioning Alex Leung and Thomas Sy 15. Critical Leadership Studies: Exploring the Dialectics of Leadership David L. Collinson 16. Leadership for What? Eric Guthey, Steve Kempster, and Robyn Remke

Ronald Riggio, Ph.D. is Henry R. Kravis Professor of Leadership and Organizational Psychology at Claremont McKenna College.