The Second Edition of The SAGE Handbook of Leadership provides not only an in-depth overview the current field of leadership studies, but also a map into the future debates, innovations and priorities of where the field will move to. Featuring all new chapters from a global community of leading and emerging scholars, each chapter offers a comprehensive, critical overview of an aspect of leadership, a discussion of key debates and research, and a review of the emerging issues in its area.

Introduction - Michelle Bligh, Brigid Carroll, Olga Epitropaki, Magnus Larsson and Doris SchedlitzkiPart 1: Between: Leadership as a Social, Socio-cognitive and Practical Phenomenon - Magnus LarssonChapter 1: Pluralism in studies on plural leadership: Analysis and perspectives - Jean-Louis Denis; Nancy Côté; Élizabeth Côté-BoileauChapter 2: Leadership and practice: Re-constructing leadership as a phenomenon - Lucia Crevani; Inti LammiChapter 3: Leadership in Interaction - Magnus Larsson, Frank MeierChapter 4: The quality of relationships: An exploration of current Leader-Member Exchange (LMX) research and future possibilities - Catherine R. Holt, Allan LeeChapter 5: Embodying Who We Are: Social Identity and Leadership - Daan van KnippenbergChapter 6: Romance of Leadership - Birgit Schyns, Gretchen V. LesterChapter 7: What is "Functional" About Distributed Leadership in Teams? - Joshua Pearman, Emily Gerkin, Dorothy R. CarterChapter 8: Followship - Teresa Almeida, Nelson Campos Ramalho, Francisco EstevesPart 2: About: Exploring the Individual and Interpersonal Facets of Leadership - Michelle BlighChapter 9: Leadership as contextualized personality traits - Reinout de Vries, Jan Pletzer, Amanda Julian, Kimberley BreevaartChapter 10: Implicit Leadership and Followership Theories: From the leader/follower within and between to leaders/followers in plural and in flux - Olga Epitropaki, Bryan P. Acton, Karolina W. NieberleChapter 11: Leadership, Emotion Regulation and Sensemaking - Ashlea Troth, Peter Jordan, Neal AshkanasyChapter 12: Authentic Leadership or authenticity in leadership? Finding a better home for our leadership aspirations - Marian Iszatt-WhiteChapter 13: Redefining Followership - Jay CongerChapter 14: Leadership development: Past, present, and future - David Day, Darja KragtChapter 15: Psychoanalysis and leadership - Yiannis GabrielChapter 16: Leadership Beyond the Leader to Relationship Quality - H Martinez, Richard BoyatzisChapter 17: The Myth of the Passions: Reason, Emotions, and Ethics in Leadership - Joanne CiullaChapter 18: Responsible Leadership: From Theory building to Impact Mobilisation - Brad Jackson; Steve Kempster; Chaturi Liyanage, Sudong Shang, Peter SunChapter 19: Self-Regulatory Focus and Leadership: It's All About Context - Marianna Delegach, Ronit Kark, Dina Van DijkPart 3: Through: Leadership Seen Through Contemporary Frames - Brigid CarrollChapter 20: Critiquing leadership and gender research through a feminist lens - Jackie Ford; Julia MorganChapter 21: Problematizing communication and providing inspiration: The potential of a CCO perspective for leadership studies - Viviane SergeiChapter 22: Leadership as Aesthetic and Artful Practice: It's not always Pretty - Donna LadkinChapter 23: Process theory approaches to leadership - Simon KellyChapter 24: Technology and Leadership - Owain Smolovic-Jones, David HollisChapter 25: Indigenous Leadership as a Conscious Adaptive System - Chellie Spiller, Amber NicholsonChapter 26: Leadership through history: Rethinking the present and future of leadership via a critical appreciation of its past - Suze WilsonChapter 27: Temporal Considerations in Leadership and Followership - Kent Alipour, Susan MohammedChapter 28: Leadership and fiction - Martyna SliwaPart 4: Within: Leadership as a Contextually Bound Phenomenon - Olga EpitropakiChapter 29: How and why is context important to leadership? - Burak Oc, Joseph A. CarpiniChapter 30: Leadership within 'alternatives' - Stephen Allen, Dermot O'ReillyChapter 31: Leadership and Culture - Vanessa Iwowo, Peter Case and Samantha IwowoChapter 32: From 'Leadership' to 'Leading': Power relations, polyarchy and projects - Stewart Clegg, Ace V. Simpson, Miguel Pina e Cunha and Arménio RegoChapter 33: In Defence of Hesitant Leadership: An Ancient Chinese Perspective - Ralph Bathurst and Michelle Sitong ChenChapter 34: Popular culture and leadership - Brigitte Biehl and Suvi SatamaChapter 35: The impact of context on healthcare leadership - Lester Levy and Kevin B. LowePart 5: But: A Critical Examination of Leadership - Doris SchedlitzkiChapter 36: On destructive leadership - Laura Lunsford, Art PadillaChapter 37: Leadership and its Alternatives - Mats Alvesson, Martin Blom, Thomas FischerChapter 38: Paradoxes in Agentic and Communal Leadership - Jennifer L. Sparr, David Waldman, Eric KearneyChapter 39: Leadership Dialectics - Gail Fairhurst, David CollinsonChapter 40: Care and Caring Leadership, Positive Attractions and Critical Asymmetries - Leah TomkinsChapter 41: Politicising the Leader's Body: From Oppressive Realities to Affective Possibilities - Celina McEwen, Allison Pullen, Carl RhodesChapter 42: Leadership as (new) material(ities) practices: Intra-acting, diffracting and agential-cutting with Karen Barad - Nancy HardingChapter 43: Leadership representation: A critical path to equity - Suzanne Gagnon; Wendy Cukier; Mohamed Elmi