Contemporary Practice and Theory of Organisations - Part 2 : Leading and Changing the Organisation.

Contents
Introduction
Section I: Leadership
	Authentic Leadership
		1 Introduction
		2 Conceptual Foundation and Definitions of AL
			2.1 Approach to Defining Authentic Leadership
			2.2 AL Models & Frameworks
		3 Literature on Authentic Leadership
			3.1 Clustering of the Literature
			3.2 Criticism and Challenges of AL
			3.3 Need for further study
		4 Summary
		Appendix
		References
	Charismatic Leadership
		1 Introduction and structure
		2 Exemplary studies
			2.1 A psychological theory of charismatic leadership by House (1977)
			2.2 A self-concept based theory by Shamir et al. (1993)
			2.3 Attribution theory of charisma by Conger and Kanungo (1987, 1998)
		3 Literature contributions and comparison of different author’s views
			3.1 Significant areas of research in the field of charismatic leadership
				3.1.1 Publications on follower’s performance and job satisfaction
				3.1.2 Publications on organizational outcomes
			3.2 Comparison of different author’s views
		4 Identification of research gaps
		5 Conclusion
		References
	Humble Leadership
		1 Introduction
		2 Research Context and Integration
		3 Research Areas of Humble Leaders
			3.1 Concept(s) of Humility in Leadership
			3.2 Disagreed Characteristics of Humility in Leadership
			3.3 Agreed Characteristics of Humility in Leadership
			3.4 Measures and Perceptions of Humility in Leadership
			3.5 Establishing Humble Leadership
			3.6 Effects of Humility in Leadership
			3.7 Effects of Lacking Humility in Leadership
		4 Concluding Remarks and Research Gaps
		References
Section II: Coaching
	Leadership Coaching
		1 Introduction
			1.1 Definition of Leadership Coaching
			1.2 Delimitation of Leadership Coaching
		2 Literature Review
			2.1 Constituent parts of leadership coaching
				2.1.1 The Coach
				2.1.2 The Coaching Respondent
				2.1.3 The Coaching Relationship
			2.2 The Process of Leadership Coaching
			2.3 The Effectiveness of Leadership Coaching
		3 Critical Review and Conclusion
			3.1 The Ideal State of Leadership Coaching
			3.2 Current Gaps in Research
			3.3 Change as a Drawback to Leadership Coaching
		Appendix
		References
	Executive Coaching
		1 Introduction
		2 Scholarly contributions to executive coaching between 2000 and 2014
			2.1 The coaching process and practices
			2.2 The goals and outcomes of executive coaching
			2.3 The impact of executive coaching on an organization
		3 Theoretical and practical polarities in executive coaching research
		4 Research gaps and future implications in the field of executive coaching
		5 Conclusion
		References
	Team Coaching
		1 Introduction
		2 Conducted Research
		3 Team Coaching
			3.1 Definition
			3.2 Requirements
			3.3 Time for Implementation
			3.4 Methods
			3.5 Role of the Coach
			3.6 Targets
		4 Conclusion
		References
Section III: Organizational Interventions
	Organizational Consulting
		1 Introduction
		2 Consulting
			2.1 Origins and History of Consulting
			2.2 Consulting Concepts
			2.3 Consulting Process Models
			2.4 Roles of Consultants
		3 Consulting Approaches
		4 Conclusion
			4.1 State of the Art
			4.2 Research Gaps and Issues
		References
	Change Agents
		1 Introduction and Methodology
		2 Change Resistance as a Major Challenge of the Change Agent
		3 Characteristics of Effective Change Agents
			3.1 Similarity
			3.2 Network and Relationship
			3.3 Empathy
			3.4 Collaboration
			3.5 Resources
			3.6 Structure
			3.7 Reward and Change Incentives
		4 Critical Review and Conclusion
		References
	Organizational Learning
		1 Introduction
		2 Classification of Organizational Learning and Related Terms
			2.1 Individual Learning
			2.2 Knowledge Management
			2.3 Learning Organization
		3 Conceptual Frameworks of Organizational Learning
			3.1 Single-loop learning, Double-loop learning and Deutero-learning
			3.2 The Ontological Levels of Learning
			3.3 The Modes of Knowledge Conversion
			3.4 The Learning Sub-Processes
			3.5 The Learning Typologies
			3.6 The Information Processing Perspective (System View)
		4 Measuring Organizational Learning
		5 Research Gaps
		6 Summary and Conclusion
		References
	Turnaround Management
		1 Introduction
		2 Definition of Turnaround Management
		3 Turnaround Strategies and Processes
			3.1 Turnaround Strategies
			3.2 Extensive Model of Organizational Decline and Turnaround
				3.2.1 Managerial Cognition
				3.2.2 Strategic Leadership
				3.2.3 Stakeholder Management
				3.2.4 Strategic activities
				3.2.5 Turnaround Outcomes
		4 Research Gaps
		5 Summary and Conclusion
		References