CEO succession represents a challenge for many companies. The leadership style of the new CEO impacts employees’ attitudes which, in turn, might be biased by the comparison employees make with their previous CEO. Cristina Pratelli investigates how and why leadership style (dis)similarity between the predecessor and the successor develops and affects successor leadership effectiveness. After a literature review and a theoretical model, she presents results from a quantitative study with SMEs in Switzerland as well as a qualitative multiple-case study with family businesses based in Germany, Italy, and Switzerland. This work offers new insights into CEO selection, leadership development, and the effectiveness of organizations.

This book integrates and assesses the vast and rapidly growing literature on strategic leadership, which is the study of top executives and their effects on organizations. The basic premise is that in order to understand why organizations do the things they do, or perform the way they do, we need to deeply comprehend the people at the top-- their experiences, abilities, values, social connections, aspirations, and other human features. The actions--or inactions--of a relatively small number of key people at the apex of an organization can dramatically affect organizational outcomes. The scope of strategic leadership includes individual executives, especially chief executive officers (CEOs), groups of executives (top management teams, or TMTs); and governing bodies (particularly boards of directors). Accordingly, the book addresses an array of topics regarding CEOs (e.g., values, personality, motives, demography, succession, and compensation); TMTs (including composition, processes, and dynamics); and boards of directors (why boards look and behave the way they do, and the consequences of board profiles and behaviors). Strategic Leadership synthesizes what is known about strategic leadership and indicates new research directions. The book is meant primarily for scholars who strive to assess and understand the phenomena of strategic leadership. It offers a considerable foundation on which professionals involved in executive search, compensation, appraisal and staffing, as well as board members who evaluate executive performance and potential, might build their tools and perspectives.

Emotion management is an important source of social capital and synergy for organizations. Managers have a great role in the creation of this synergy. A manager who can cope with their emotions indirectly contributes to organizational effectiveness. This situation is especially important in human-oriented organizations providing services rather than goods, such as educational institutions. Leadership is a process of social influence, which maximizes the efforts of others towards the achievement of a goal. Leadership stems from social influence rather than authority or power. In terms of system approach, the input, output, process, and feedback of educational organizations are always related to human behaviors. Therefore, organizations must address the nature of human beings in all of their managerial processes. Although organizations, in which people are at the foreground, try to continue their functioning on a rational and formal basis throughout the managerial process, they sometimes have to manage emotional and informal phenomena. In this case, there is a need for managers and school leaders who can shape the rationale in line with the requirements of human nature. What is expected from this administrator is that they do not ignore human needs and emotions while providing the management of educational institutions. For this reason, these managers should be "leaders" rather than "executives" who only work in a formal framework of organization management. Moreover, principals and teachers should also be leaders in all educational processes. Emotions are the main catalyst of positive organizational culture. Leaders can create an effective organizational culture with the main source of positive emotions between employers. Positive emotions also motivate employees for organizational purposes. If a leader wishes to create and maintain an effective organizational culture, it is essential to support positive behavior and emotional climate in their institutes and schools. Leaders-school-managers and teachers, therefore, need to develop emotion management abilities. Educational organizations need to shape their organizational culture, climate, and psychology to support their leaders in efficiently managing their employees’ emotions. Up to now, this topic has been usually addressed as the main catalyst and a sub-dimension of emotional intelligence. Moreover, current evidence classifies social and empathy skills as other sub-dimensions of emotional intelligence. For this reason, this collection of peer-reviewed articles will draw attention to the contemporary term "emotional management" and contribute to educational fields by means of exploring the relationship between emotions and leadership.

Managing major or strategic change now demands the ability to visualise the future, to see what might happen, and to estimate how the organization might respond. Through a selection of key articles on strategic change from authors such as Senge, Handy, Argyris and Prahalad and Doz, Carnall examines how we can understand the process of change and how we can use this knowledge to create the future. These articles look at: *networked organizations *market induced changes for internal and external markets *culture change *learning organization *globalisation This book also includes new material on how to create programmes of change to maximise learning as well as topical approaches such as process re-engineering, time-based management and corporate bench-marking. Students on MBA and other post-graduate business courses, and practitioners in the field of strategic change will find this book essential reading. Colin Carnall is Professor of Management Studies and Director of Programmes at Henley Management College. Top-flight editor from one of the best British Business Schools Includes articles from leading authors -Senge, Handy, Argyris and Prahalad and Doz to name a few Includes new material on how to create programmes of change to maximise learning

This Handbook presents original research and theory on executives, top management teams, and boards of directors and illustrates the vital importance of this field of study. Top management teams are responsible for the strategic choices and major decisions in organizations. These organizations are a reflection of the members that make up their strategic management. The roles top management play and the impact they have are clearly visible in firms around the world, both large and small. The international group of authors that comprise this volume address questions central to the field of strategy and strategic leadership. They review the determinants of top management team composition, their social networks, and executive dismissal; the psychological and personality profiles of top executives; the methodologies relevant to the study of top teams; and the roles of top executives in cross business unit collaboration, competitive behavior, and strategic entrepreneurship. Each chapter presents path-breaking research and provides a roadmap for new research avenues and agendas. Professors, students and researchers in the area of strategy, management and strategic leadership will find this book an invaluable resource.

The Oxford Handbook of Talent Management offers academic researchers, advanced postgraduate students, and reflective practitioners a state-of-the-art overview of the key themes, topics, and debates in talent management. The Handbook is designed with a multi-disciplinary perspective in mind and draws upon perspectives from, inter alia, human resource management, psychology, and strategy to chart the topography of the area of talent management and to establish the base of knowledge in the field. Furthermore, each chapter concludes by identifying key gaps in our understanding of the area of focus. The Handbook is ambitious in its scope, with 28 chapters structured around five sections. These include the context of talent management, talent and performance, talent teams and networks, managing talent flows, and contemporary issues in talent management. Each chapter is written by a leading international scholar in the area and thus the volume represents the authoritative reference for anyone working in the area of talent management.

A thorough, in-depth treatment of strategic leadership that highlights knowledge creation and practical insight. The authors have been at the forefront of research and writing in this field; this book represents a compilation and creative extension of their own and others research on top executives. This brief one-color text is appropriate for MBA strategy courses or as a supplement to various upper-division managerial texts. Strategic Leadership is part of the Wests Strategic Management Series edited by Michael A. Hitt, R. Duane Ireland, and Robert E. Hoskisson, authors of Strategic Management: Competitiveness and Globalization, 2nd.

Through studies of actual cases of manager succession, Gabarro isolates those factors that cause managers to succeed or fail in new positions, including prior experiences and support from superiors, and the steps involved in mastering the situation. Winner of the Johnson, Smith & Knisely Award for New Perspectives on Executive Leadership.

The Oxford Handbook of Talent Management offers academic researchers, advanced postgraduate students, and reflective practitioners a state-of-the-art overview of the key themes, topics, and debates in talent management. The Handbook is designed with a multi-disciplinary perspective in mind and draws upon perspectives from, inter alia, human resource management, psychology, and strategy to chart the topography of the area of talent management and to establish the base of knowledge in the field. Furthermore, each chapter concludes by identifying key gaps in our understanding of the area of focus. The Handbook is ambitious in its scope, with 28 chapters structured around five sections. These include the context of talent management, talent and performance, talent teams and networks, managing talent flows, and contemporary issues in talent management. Each chapter is written by a leading international scholar in the area and thus the volume represents the authoritative reference for anyone working in the area of talent management.