In The Science of Leadership, Julian Barling synthesizes current research on the nature of organizational leadership, engaging in data- rather than dogma-driven discussion on controversial topics such as gender and leadership, destructive leadership and followership.

Preface ; Acknowledgements ; Chapter 1: Organizational leadership ; Chapter 2: Do leaders matter? ; Chapter 3: How does leadership work? ; Chapter 4: The typical leadership study ; Chapter 5: Are leaders born or made ; Chapter 6: Can leadership be taught? ; Chapter 7: Leadership in difference contexts ; Chapter 8: Gender and leadership ; Chapter 9: When leadership goes awry ; Chapter 10: Enough about leadership: Let's talk about followership! ; Chapter 11: Leading into the Future

It's written in a way that is accessible to those who want to use this knowledge to guide their everyday behaviors and for practitioners that want to use it design leadership programs. The book offers a thorough history of leadership theory and the data to support where leadership development initiatives have had success. This is a must read for human resource and leadership development practitioners to understand what we know and still are investigating around leadership.

"Do leaders matter? Are leaders born or made? The Science of Leadership focuses on the psychology of leadership. Findings from psychological research enable an evidence-based approach that explores global research in organisational leadership. Barling incorporates personal reflections based on 20 years' involvement with leadership research and executive leadership development. The book translates leadership theories and research into everyday behaviours, and explains how researchers generate knowledge on leadership. Barling explores what leadership can teach us beyond the boardroom, for example, in sports, politics, and schools. Separate chapters cover topics including gender and leadership, destructive leadership, and followship." --WITSReview "There's no shortage of books on leadership, and this book's purpose is 'to bridge the gap between academic and trade books, by focusing on what is actually known about organizational leadership from the enormous body of scientifically driven research.' It's written in a way that is accessible to those who want to use this knowledge to guide their everyday behaviors and for practitioners that want to use it design leadership programs. The book offers a thorough history of leadership theory and the data to support where leadership development initiatives have had success. This is a must read for human resource and leadership development practitioners to understand what we know and still are investigating around leadership." -Laura Schwarz, i2leadership.com "Barling, an organizational behavior professor at Canada's Queen's University, explores some central debates about leadership -- whether leaders are born or made, the relevance of gender, the import of followership -- by reference to mostly psychological research conducted over the past two decades. The result is an accessible and frequently illuminating tour of the evidence shaping and underlying popular if often superficial debates. Perhaps most directly relevant to many readers will be the question (and layered answer) about the effectiveness of leadership development programs." -David Slocum, Forbes "[The Science of Leadership] was immediately applicable and helpful in developing an understanding of the real life issues that confront leaders. Barling has done a great service to the field by addressing some of the most important topics confronting the study of leadership. What makes the book so interesting to read is that the author offers an in-depth exploration of topics that are often neglected in books on leadership. Many readers will find this refreshing, interesting, and accessible." --Clive Fullagar, Personnel Psychology

Selling point: Takes pre-existing knowledge of organizational leadership from rigorous scientific research and makes it readily accessible to professional leaders Selling point: Focuses on the psychology of leadership Selling point: Translates leadership theories and research into everyday behaviors Selling point: Explains how researchers generate knowledge on leadership

Julian Barling is the Borden Chair of Leadership and Queens Research Chair at the Queen's School of Business. Barling is extensively involved in research, graduate teaching, and executive development focused on organizational leadership, and has received numerous awards for research and teaching. He was elected a Fellow of the Royal Society of Canada in 2002, and is a Fellow of the Society of Industrial and Organizational Psychology, the Association for Psychological Science, and the Canadian Psychological Society.

Selling point: Takes pre-existing knowledge of organizational leadership from rigorous scientific research and makes it readily accessible to professional leaders Selling point: Focuses on the psychology of leadership Selling point: Translates leadership theories and research into everyday behaviors Selling point: Explains how researchers generate knowledge on leadership