Encyclopedia of Strategic Leadership and Management

Proposal Submission Deadline: July 31, 2015

Edited by Professor Victor C. X. Wang, Florida Atlantic University, USA, and Professor Patricia Cranton (consulting editor), New Brunswick University, Canada

Propose Chapters here: http://www.igi-global.com/publish/call-for-papers/call-details/1768


Leadership and management are two inseparable academic subjects pursued in two different academic disciplines in numerous universities around the globe: faculties, colleges, or departments of education or business. For various organizations in our societies to survive and thrive, leaders and managers turn to leadership theories and management science for any needed guidance. For the vision and direction for the long term growth and success of an organization or a country, leaders and managers have turned to strategic leadership and management. In the broadest sense, leadership involves establishing direction, aligning people, and motivating and inspiring others to produce change and movement whereas management involves planning and budgeting, organizing and staffing and controlling and problem solving to produce order and consistency. Leading and managing organizations is not a linear process. Although leadership and management are two separate fields of study, leadership is a process that is similar to management in many ways. Leaders and managers need the skills and tools for both strategy formulation and implementation to deal with change in our society. Managing change and ambiguity requires strategic leaders who not only provide a sense of direction, but who can also build ownership and alignment within their workgroups to implement change.

There are different ways of defining strategic leadership. It can be defined as utilizing strategy in the management of employees. The main objective of strategic leadership is strategic productivity. China’s GDP surpassed that of USA recently. That economic accomplishment can be considered the tangible result of strategic leadership on a macro level. If strategic leadership is linked to the writings by Karl Marx, then the aim of strategic leadership is to produce “surplus value” as a result of the ruling class exploiting the working class. In academia, strategic leadership is commonly defined as a leadership style. Strategic leadership provides the vision and direction for the long term growth and success of an organization. It requires objectivity and potential to look at the broader picture. It is leaders’ responsibility to incorporate aspects of both the analytical and human dimensions to effectively drive the organizations forward. Strategic leaders have to answer four fundamental questions:

  1. What are our roles as chief strategists?
  2. How do we function as strategic leaders during the ongoing development of strategies?
  3. What kind of teams are needed for developing strategies?
  4. How can we evaluate the effectiveness of strategies?

Like all other leaders, strategic leaders are required first to formulate a vision for their organizations. Secondly strategic leaders are required to align non leaders and thirdly, strategic leaders are required to motivate subordinates for change or bring about change to their organizations. More importantly, strategic leaders are required to be managers who maintain day to day operations to ensure that strategies are best implemented and organizational goals are realized. The goal of strategic leadership and management is to drive innovation, and maximize team performance to enhance organizations’ long term growth and success in today’s complex world of fast-paced, dramatic change. In both education and business programs in higher education, faculty members train our next generation of leaders and managers not to rely on old ways of thinking about leadership strategies. Research on strategic leadership and management has been going on for decades and researchers have been able to generate new frameworks and models about these two inseparable subjects that drive innovation, and maximize team performance in our societies.

Objective of the BookEncyclopedia of Strategic Leadership and Management will feature full length chapters (5,000 words per chapter) authored by leading experts offering an in-depth description of concepts related to strategic leadership and management in this changing society.

Target Audience

This unique title on Strategic Leadership and Management will benefit faculty, researchers, graduate students, librarians, and leaders, managers, and employees at various kinds of organizations in different cultures and countries. Numerous university programs in both educational administration and business will refer to this authoritative publication as a reference for their teaching and learning. Graduate students will use this reference book to enhance their theses or dissertations. Last, but not least, national leaders will refer to this reference source to make national policies. The book will be written by high profile scholars and practitioners including current and retired leaders and managers. Researchers, scholars, professors, and learners across disciplines such as education, business, health care, arts and humanities, and social sciences will refer to this premier reference source. We need leaders and managers in almost every field of study, including health care, arts and humanities and, social sciences. For long term growth and success, we need strategic leaders and managers in all fields of study.

Recommended topics include, but are not limited to, the following

Given the broad theme of this volume, contributing authors may determine their own research topics and send their chapter proposals to the editor for consideration for inclusion in the volume. This volume intends to address all pertinent issues and concerns in strategic leadership and management. Recommended topics include, but are not limited to, the following:

·        Strategic Leadership·        Management·        Reflective/ethical leadership·        Are managers different from leaders?·        The ways CEOs lead·        The work of leadership·        The manager’s job·        Theories of managing people·        Leadership theories·        Organizational learning·        Human behavior and personality·        Individual and organizational motivation·        Workplace ethics·        Personal growth and work stress for leaders and managers·        Interpersonal communication and leadership·        Group leadership·        Culture and leadership·        Women and leadership·        Problem solving and leadership·        Managing creativity·        Conflict resolution and leadership·        Managing diversity·        Organizational culture and leadership·        Decision making and leadership·        Power and influence·        Empowerment theory and leadership·        Performance management·        Managing change and leadership·        Globalization and leadership/management·        Internationalization and leadership·        Importance of leadership·        Leadership trait development·        Leadership skills development·        Assuming the right leadership styles·        Readdressing situational leadership in the new world order·        International charismatic leaders and influence·        Team leadership and globalization·        Leadership ethical challenges·        Cultural dimensions of leadership·        Strategic leadership and globalization·        Leadership and succession planning·        Internal/external motivators of leadership·        Management as a science·        Scientific management·        Managing people·        Managing a diverse workforce·        Managing equity

Submission Procedure

Scholars, researchers, and practitioners are invited to submit on or before July 31, 2015 a chapter proposal (no more than one page) clearly explaining the mission and concerns of their proposed chapter. More than one chapter proposal from worldwide famous scholars is welcome. All authors are required to send their curriculum vitae along with their proposals to the editor. Authors of accepted proposals will be notified immediately about the status of their proposals and sent guidelines for writing their chapters. Full chapters are expected to be submitted by November 30, 2015. All submitted chapters will be reviewed in a double-blind review process. Contributors may also be asked to serve as reviewers for this project.


This book is scheduled to be published by IGI Global (formerly Idea Group Inc.), publisher of the Information Science Reference (formerly Idea Group Reference), Medical Information Science Reference, Business Science Reference, and Engineering Science Reference imprints. For additional information regarding the publisher, please visit www.igi-global.com. This book is anticipated to be released in 2016.

Important Dates

Proposal Submission Deadline: July 31, 2015  Full chapter Submission: November 30, 2015  Review Process: may last two to three months Notification of Acceptance: December 30, 2015 Full Chapter Submission (publication ready): January29, 2016

International Editorial Board Members


Laura Bierema, University of Georgia, USA

Ellen Boeren, University of Edinburgh, United Kingdom

Carrie J. Boden-McGill, Texas State University, San Marcos, TX, USA

Stephen Brookfield, University of St. Thomas, USA

Patricia Cranton, New Brunswick University, Canada

Catherine A Hansman, Cleveland State University, USA

John Henschke, Lindenwood University, USA

John Hope, University of Auckland, New Zealand

  1. Sergius Koku, Florida Atlantic University, USA

Patricia Maslin-Ostrowski, Florida Atlantic University, USA

Sean W. Mulvenon, University of Arkansas, USA

Judith Parker, Columbia University, USA

Sandra Poirier, Middle Tennessee State University, USA

Dan Pratt, University of British Columbia, Canada

Tonette Rocco, Florida International University, USA

Geraldine Torrisi-Steele, Griffith University, Australia

John Wang, Montclair State University, USA.

James Witte, Auburn University, USA

Bai Yin Yang, Qing Hua University, China

Lyle Yorks, Columbia University, USA


Inquiries can be forwarded to

Dr. Victor C.X. Wang  vcxwang@gmail.com


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