This second edition handbook provides a retrospective and prospective overview of the state of knowledge on leadership as a multidisciplinary field, and utilises an innovative structure to create synergies between different leadership schools.

Introduction - Michelle Bligh, Brigid Carroll, Olga Epitropaki, Magnus Larsson and Doris Schedlitzki Part 1: Between: Leadership as a Social, Socio-cognitive and Practical Phenomenon - Magnus Larsson Chapter 1: Pluralism in studies on plural leadership: Analysis and perspectives - Jean-Louis Denis; Nancy Côté; Élizabeth Côté-Boileau Chapter 2: Leadership and practice: Re-constructing leadership as a phenomenon - Lucia Crevani; Inti Lammi Chapter 3: Leadership in Interaction - Magnus Larsson, Frank Meier Chapter 4: The quality of relationships: An exploration of current Leader-Member Exchange (LMX) research and future possibilities - Catherine R. Holt, Allan Lee Chapter 5: Embodying Who We Are: Social Identity and Leadership - Daan van Knippenberg Chapter 6: Romance of Leadership - Birgit Schyns, Gretchen V. Lester Chapter 7: What is “Functional” About Distributed Leadership in Teams? - Joshua Pearman, Emily Gerkin, Dorothy R. Carter Chapter 8: Followship - Teresa Almeida, Nelson Campos Ramalho, Francisco Esteves Part 2: About: Exploring the Individual and Interpersonal Facets of Leadership - Michelle Bligh Chapter 9: Leadership as contextualized personality traits - Reinout de Vries, Jan Pletzer, Amanda Julian, Kimberley Breevaart Chapter 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. Nieberle Chapter 11: Leadership, Emotion Regulation and Sensemaking - Ashlea Troth, Peter Jordan, Neal Ashkanasy Chapter 12: Authentic Leadership or authenticity in leadership? Finding a better home for our leadership aspirations - Marian Iszatt-White Chapter 13: Redefining Followership - Jay Conger Chapter 14: Leadership development: Past, present, and future - David Day, Darja Kragt Chapter 15: Psychoanalysis and leadership - Yiannis Gabriel Chapter 16: Leadership Beyond the Leader to Relationship Quality - H Martinez, Richard Boyatzis Chapter 17: The Myth of the Passions: Reason, Emotions, and Ethics in Leadership - Joanne Ciulla Chapter 18: Responsible Leadership: From Theory building to Impact Mobilisation - Brad Jackson; Steve Kempster; Chaturi Liyanage, Sudong Shang, Peter Sun Chapter 19: Self-Regulatory Focus and Leadership: It’s All About Context - Marianna Delegach, Ronit Kark, Dina Van Dijk Part 3: Through: Leadership Seen Through Contemporary Frames - Brigid Carroll Chapter 20: Critiquing leadership and gender research through a feminist lens - Jackie Ford; Julia Morgan Chapter 21: Problematizing communication and providing inspiration: The potential of a CCO perspective for leadership studies - Viviane Sergei Chapter 22: Leadership as Aesthetic and Artful Practice: It′s not always Pretty - Donna Ladkin Chapter 23: Process theory approaches to leadership - Simon Kelly Chapter 24: Technology and Leadership - Owain Smolovic-Jones, David Hollis Chapter 25: Indigenous Leadership as a Conscious Adaptive System - Chellie Spiller, Amber Nicholson Chapter 26: Leadership through history: Rethinking the present and future of leadership via a critical appreciation of its past - Suze Wilson Chapter 27: Temporal Considerations in Leadership and Followership - Kent Alipour, Susan Mohammed Chapter 28: Leadership and fiction - Martyna Sliwa Part 4: Within: Leadership as a Contextually Bound Phenomenon - Olga Epitropaki Chapter 29: How and why is context important to leadership? - Burak Oc, Joseph A. Carpini Chapter 30: Leadership within ‘alternatives’ - Stephen Allen, Dermot O′Reilly Chapter 31: Leadership and Culture - Vanessa Iwowo, Peter Case and Samantha Iwowo Chapter 32: From ′Leadership′ to ′Leading′: Power relations, polyarchy and projects - Stewart Clegg, Ace V. Simpson, Miguel Pina e Cunha and Arménio Rego Chapter 33: In Defence of Hesitant Leadership: An Ancient Chinese Perspective - Ralph Bathurst and Michelle Sitong Chen Chapter 34: Popular culture and leadership - Brigitte Biehl and Suvi Satama Chapter 35: The impact of context on healthcare leadership - Lester Levy and Kevin B. Lowe Part 5: But: A Critical Examination of Leadership - Doris Schedlitzki Chapter 36: On destructive leadership - Laura Lunsford, Art Padilla Chapter 37: Leadership and its Alternatives - Mats Alvesson, Martin Blom, Thomas Fischer Chapter 38: Paradoxes in Agentic and Communal Leadership - Jennifer L. Sparr, David Waldman, Eric Kearney Chapter 39: Leadership Dialectics - Gail Fairhurst, David Collinson Chapter 40: Care and Caring Leadership, Positive Attractions and Critical Asymmetries - Leah Tomkins Chapter 41: Politicising the Leader’s Body: From Oppressive Realities to Affective Possibilities - Celina McEwen, Allison Pullen, Carl Rhodes Chapter 42: Leadership as (new) material(ities) practices: Intra-acting, diffracting and agential-cutting with Karen Barad - Nancy Harding Chapter 43: Leadership representation: A critical path to equity - Suzanne Gagnon; Wendy Cukier; Mohamed Elmi

Sometimes second editions of textbooks are merely marginal updates: additive rather than innovative. But this second edition of the SAGE Handbook of Leadership is a completely new collection of stunning chapters by eminent scholars across the globe. If there was a compulsory purchase for leadership scholars at this juncture it would be this.