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Event Leadership

Theory and methods for event management and tourism

Emma Abson

ISBN: 9781911635253 HBK; 9781911635260 PBK; 9781911635277 eBook


About this book | Table of contents | About the authors | Buy now
The need for effective and decisive leadership is vital to the success of all events and the ability to understand the variety and complexities of leadership specific to this field is key. Leadership and management is not the same, and the qualities and actions of leaders are distinct from those of effective managers.

Event Leadership: Theory and practice for event management and tourism examines, contextualises and applies leadership theory and practice at several levels. Using a wide range of contemporary research, this book explores in detail a range of leadership theories, providing insight into the developments that are driving leadership today. In light of the complex business needs of event organisations and in order to illustrate the concepts discussed, examples of case studies from the event sector are used throughout.

Providing a comprehensive grounding in leadership theory, this book explores leadership in events from three distinct viewpoints using various event settings and types of events to illustrate:
  • "The leader" within event organisations: looking at leaders who are founders, or those that have been appointed, elected, evolved from other positions or emerged from a crisis – all of which have their own issues and effects.
  • Leadership within the events community, such as political leadership or leaders within event portfolios and networks. Questioning what does it take to achieve effective collaboration among events and between events and other key stakeholders? Is it the individual leader, or leadership that emerges from network dynamics?
  • The leadership role that events and professional organisations play in society, such as educational and inspirational leadership – looking at social marketing through events, with the aims of changing attitudes and behaviour.

Part of the Event Management Theory and Methods Series. This series examines the extent to which mainstream theory is being employed to develop event-specific theory, and to influence the very core practices of event management and event tourism. They introduce the theory, show how it is being used in the events sector through a literature review, incorporate examples and case studies written by researchers and/or practitioners, and contain methods that can be used effectively in the real world.
With online resource material, this mix-and-match collection is ideal for lecturers who need theoretical foundations and case studies for their classes, by students in need of reference works, by professionals wanting increased understanding alongside practical methods, and by agencies or associations that want their members and stakeholders to have access to a library of valuable resources. Series editor: Donald Getz PhD., Professor Emeritus, University of Calgary, Canada.


For both events students and practitioners, this will be an indispensable specialist text and reference.

Publication: March 2021

Table of contents

Chapter 1 – What is leadership?
- Defining leadership
- Leadership and Management
- Does leadership matter? How it fits with the dynamics of a successful event
- The workforce of the future and professional events careers

Chapter 2 - Entity approaches to leadership
- A brief historical review of leadership research
- Trait and skills theory explained
- Behavioural theory
- Contingency theory
- Case study – leadership in context (Event entrepreneur)

Chapter 3 – Styles and competency theories
- Competency theory
- Leadership styles
- Case study – Leadership in context (How do event managers lead?)

Chapter 4 – Leader / follower perspectives
- Contingency theory
- Leader-member exchange theory
- Transformational / transactional leadership
- Case study – leadership in context (Leadership in a government context)

Chapter 5 – Leadership as a process
- A brief account of the paradigm shift in leadership studies
- Shared leadership
- Team leadership
Case study – leadership in context (Shared leadership in experiential communication agencies)

Chapter 6 – The new wave
- Empowering leadership
- Ethical / authentic leadership
- Servant leadership
- Case study – leadership in context (Not for Profit sector – servant leadership in action)

Chapter 7 – Leadership in the cultural context
- Tacit knowledge
- Leadership and culture
- Case study – leadership in context (Festival management)

Chapter 8 – Event Leadership and the role of the stakeholder
- Event leadership and community impact
- Stakeholders – who leads and who follows?
- Case study – leadership in context (Destination Management Organisation)
-
Chapter 9 – Event leadership, power and society
- Events as thought leaders
- Events and political leadership
- Inspirational leaders – events as a vehicle for education
- Case study – Leadership in context (Sustainable leadership?)

Chapter 10 – Leadership for service encounters

Table of contents

Chapter 1 – What is leadership?
- Defining leadership
- Leadership and Management
- Does leadership matter? How it fits with the dynamics of a successful event
- The workforce of the future and professional events careers

Chapter 2 - Entity approaches to leadership
- A brief historical review of leadership research
- Trait and skills theory explained
- Behavioural theory
- Contingency theory
- Case study – leadership in context (Event entrepreneur)

Chapter 3 – Styles and competency theories
- Competency theory
- Leadership styles
- Case study – Leadership in context (How do event managers lead?)

Chapter 4 – Leader / follower perspectives
- Contingency theory
- Leader-member exchange theory
- Transformational / transactional leadership
- Case study – leadership in context (Leadership in a government context)

Chapter 5 – Leadership as a process
- A brief account of the paradigm shift in leadership studies
- Shared leadership
- Team leadership
Case study – leadership in context (Shared leadership in experiential communication agencies)

Chapter 6 – The new wave
- Empowering leadership
- Ethical / authentic leadership
- Servant leadership
- Case study – leadership in context (Not for Profit sector – servant leadership in action)

Chapter 7 – Leadership in the cultural context
- Tacit knowledge
- Leadership and culture
- Case study – leadership in context (Festival management)

Chapter 8 – Event Leadership and the role of the stakeholder
- Event leadership and community impact
- Stakeholders – who leads and who follows?
- Case study – leadership in context (Destination Management Organisation)
-
Chapter 9 – Event leadership, power and society
- Events as thought leaders
- Events and political leadership
- Inspirational leaders – events as a vehicle for education
- Case study – Leadership in context (Sustainable leadership?)

Chapter 10 – Leadership for service encounters

About the authors

Emma Abson is a Senior Lecturer within the Events team at Sheffield Hallam University, UK.

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