Published by Oxford University Press, 2014
In The Science of Leadership, Julian Barling takes an evidenced-based approach, relying primarily on the knowledge generated from research on organizational leadership conducted around the world and personal reflections based on two decades of involvement in leadership research and leadership development with executives.
While leadership has been studied within all the major social sciences, Barling mainly focuses on findings from psychological research. The first part of the book explains the nature of organizational leadership, responds to the question of whether leaders "matter," and explains how leadership works.
A longstanding issue is whether leadership can be taught. Barling explores the debate over whether leadership is "born or made" as well as the effectiveness of leadership development interventions in organizations. He gives consideration to what can be learned from leadership in other contexts such as sports, the political arena, and schools, and devotes individual chapters to topics that include gender and leadership, destructive leadership, and followership.
Advance Praise
"Written by an expert in leadership research known the world over, The Science of Leadership is filled with engaging and enlightening material. This exemplifies Dr. Barling's skills as both a writer and an educator through the presentation of up-to-date real-world examples that are couched in both traditional and modern research. This is a superb introductory text for those new to the field, as well as a comprehensive synopsis for the more experienced researcher or practitioner."
Timothy A. Judge, Franklin D. Schurz Chair, Mendoza College of Business, University of Notre Dame
"A must read for any leader. Dr. Barling provides concrete, well-targeted, insightful, and well-researched advice for anyone who aspires to truly lead."
Catherine R. Bell, CEO, Blu Era
"Leadership has become a kind of buzzword with a plethora of meanings. What is myth and what is known? This book sorts through the baggage to provide an evidence-based approach to understanding the science of organizational leadership. It's the 'go to' source for wisdom on leadership."
Gretchen Spreitzer, Keith E. and Valerie J. Alessi Professor of Business Administration, Professor of Management and Organizations, Ross School of Business
"Julian Barling has achieved the rarest of feats...he has done the equivalent of a massive review of leadership-related research, made it infinitely understandable and useable... and perhaps most shocking, interesting! For leaders who value fact over fashion and substance over hype this is a welcomed addition to the very crowded area of leadership literature."
Peter Jensen, CEO, Performance Coaching Inc.
"The Science of Leadership couldn't have come a better time, when the field of leadership is in the ascendancy. This book is the 'best in class,' covering all the main issues in the field and written by North America's leading organizational behavior scholar. Every leader in the private and public sector, and all management students, should possess this gem. This is a 'must' read!"
Professor Cary L. Cooper, CBE, Distinguished Professor of Organizational Psychology and Health, Lancaster University Management School
"The Science of Leadership is a compelling read for practicing and aspiring leaders as well as for researchers who want a thorough and illuminating account of current scientific understanding of the core topic of leadership."
Jane E. Dutton, Robert L. Kahn Distinguished University Professor of Business Administration and Psychology, University of Michigan
"Julian Barling has done practitioners and academics a huge service – in a compelling and reader-friendly way, he distills what is truly known about leadership through scientifically driven research. He synthesizes countless studies; offers nuanced views; provides hard-hitting conclusions; and provides evidence-based directions to practitioners. I loved the content of the book and will highly recommend the book to both my students and executive clients."
Gerard Seijts, Professor of Organizational Behaviour, Ian O. Ihnatowycz Chair in Leadership, Ivey Business School, Western University