Chapter 1 What is leadership
Published: May 2021
Component type: chapter
Published in: Event Leadership
Parent DOI: 10.23912/9781911635253-4276
Nearly 100 years of leadership studies have resulted in a large body of literature that suggests that leadership matters in all aspects of life. Studies have also shown that soft skills, such as leadership, are key to continued success in complex, fast changing organisations, and in a variety of managerial contexts. The nature of leadership within organisations and the styles of leadership required for specific business management roles have frequently been studied and there is a broad consensus that leadership matters in a range of managerial positions including event project management, tourism and hospitality management, human resources and a variety of other senior organisational roles. Leadership practices are essential for the development of successful event managers and leadership in planned events and event tourism therefore cannot be ignored.
- Emma Abson, Sheffield Hallam University (Author) https://orcid.org/0000-0002-1333-4216
For the source title:
- Dr Emma Abson, Sheffield Hallam University (Author) https://orcid.org/0000-0002-1333-4216
Abson, E. (2021) "Chapter 1 What is leadership" In: Abson, D.E. (ed) . Oxford: Goodfellow Publishers http://dx.doi.org/10.23912/9781911635253-4859
Abson, E. (2017) How event manager's lead - applying competency school theory to event management. Event Management, 21(4), 403-419.
Ali-Knight, J., & Robertson, M. (2004). Introduction to arts, culture and Leisure in festival and event management: an international arts and culture perspective. In I. Yeoman, M. Robertson, J. Ali-Knight, U. McMachon-Beattie, & S. Drummond (Eds.), Festivals and Events Management: an international arts and culture perspective (pp. 3-13). Oxon: Butterworth-Heinemann.
Alvesson, M. & Blom, M. (2015). Less followership, less leadership? An inquiry into the basic but seemingly forgotten downsides of leadership. Management, 18(3), 266-282.
Alvesson, M. & Spicer, A. (2012). Critical leadership studies: the case for critical performativity. Human Relations, 65(3), 367-390. doi:10.1177/0018726711430555.
Arcodia, C. & Whitford, M. (2007). Festival attendance and the development of social capital. Journal of Convention & Event Tourism, 8(2), 1-18. doi:10.1300/J452v08n02_01.
Avolio, B. J., Walumbwa, F. O. & Weber, T. J. (2009). Leadership: current theories, research and future directions. Annual Review of Psychology, 60, 421-429.
Badaracco, J. (2001). We don't need another hero. Harvard Business Review, 79(8), 120-126. Banks, G. C., Gooty, J., Ross, R. L., Williams, C. E. & Harrington, N. T. (2018). Construct redundancy in leader behaviours: a review and agenda for the future. Leadership Quarterly, 29(1), 236-251.
Baum, T., Deery, M., Hanlon,. C., Lockstone, L. & Smith, K. (eds) (2009). People and Work in Events and Conventions: a research perspective. Oxford: CABI.
Bladen, C., Kennell, J., Abson, E. & Wilde, N. (2012). Events Management : An introduction. London: Routledge.
Blom, M. & Alvesson, M. (2015). All-inclusive and all good: the hegemonic ambiguity of leadership. Scandinavian Journal of Management, 31(4), 480-92.
Brown, S. (2014). Emerging professionalism in the event industry: A practitioner's perspective. Event Management, 18, 15-24. doi:10.3727/1525 99514X13883555341760.
Calder, B. (1977). An attribution theory of leadership. In B. M. Staw & G. R. Salanick (Eds.), New Directions in Organisational Behaviour. Chicago: St Clair.
Dredge, D. & Whitford, M. (2010). Policy for sustainable and responsible festivals and events: institutionalisation of a new paradigm - a response. Journal of Policy Research in Tourism, Leisure and Events, 2(1), 1-13. doi:10.1080/19407960903542235.
Dulewicz, V. & Higgs, M. (2003) Design of a new instrument to assess leadership dimensions and styles. Henley Working paper 0311. Henley Management College. Available at: www.henleymc.ac.uk
Dwyer, L., Jago, L. & Forsyth, P. (2015). Economic evaluation of special events: Reconciling economic impact and cost-benefit analysis. Scandinavian Journal of Hospitality and Tourism, 16(2), 115-129. doi:10.108 0/15022250.2015.1116404.
Fairley, S. (2016). The spirit lives on: The legacy of volunteering at the Sydney 2000 Olympic Games. Event Management, 20(2), 201-215.
Filo, K. (2016). Exploring the positive psychology domains of well-being activated through charity sport event experiences. Event Management, 20(2), 181-199. doi:10.3727/152599516X14610017108701.
Finkel, R., McGillivray, D., McPherson, G. & Robinson, P. (Eds.). (2013). Research Themes for Events. Oxon: CABI. Getz, D. (2000, July). Developing a research agenda for the event management field. Paper presented at the Events Beyond 2000, Sydney.
Getz, D. & Page, S., (2020). Event Studies : Theory, Research and Policy for Planned Events (4 th Ed). Abingdon: Routledge.
Goldblatt, J. (2008). Special Events: Event Leadership for a New World (5th ed.). New Jersey: John Wiley & Sons.
Harris, R., Jago, L., Allen, J. & Huyskens, M. (2001). Towards an Australian event research agenda Event Management, 6(4), 213-221.
Kotterman, J. (2006) Leadership versus Management: What's the difference. Journal for Quality and Participation. 29(2), 13-17.
Mair, J. & Jago, L. (2010). The development of a conceptual model of greening in the business events tourism sector. Journal of Sustainable Tourism, 18(1), 77-94. doi:10.1080/09669580903291007.
Mair, J. & Whitford, M. (2013). An exploration of events research: event topics, themes and emerging trends. International Journal of Event and Festival Management, 4(1), 6-30. doi:10.1108/17582951311307485.
Megheirkouni, M. (2018). Insights on practicing of servant leadership in the events sector. Sport, Business and Management, 8(2), 134-152.
Muskat, B. & Mair, J. (2020). Knowledge sharing and power in the event workforce. Event Management, Pre-publication.
Park, S. B. & Park, K. (2017). Thematic trends in event management research. International Journal of Contemporary Hospitality Management, 29(3), 848-861.
Pernecky, T. (2015). Sustainable leadership in event management. Event Management, 19(1), 109-121. doi:10.3727/152599515X14229071393188
Rojek, C. (2014). Global Event Management: a critique. Leisure Studies, 33(1), 32-47. Rutherford Silvers, J., Bowdin, G. A. J., O'Toole, W., J. & Beard Nelson,
K. (2006). Towards an International Event Management Body of Knowledge (EMBOK). Event Management, 9(4), 185-198.
Uhl-Bien, M. (2006). Relational leadership theory: exploring the social processes of leadership and organizing. Leadership Quarterly, 17(6), 654-676.
Van der Wagen, L., (2006) Human Resource Management for Events. London: Routledge
Wood, E. H., Robinson, L. & Thomas, R. (2004). The contribution of community festivals on tourism: an assessment of the impacts of rural events in Wales. Paper presented at the Assessing the impact of tourist events, University Nice.
Yammarino, F. J. (2013). Leadership: Past, present and future. Journal of Leadership & Organisational Studies, 20(2), 149-155.
Yukl, G. (2010). Leadership in Organisations (3rd ed.). New Jersey: Pearson.