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Event Leadership

Theory and methods for event management and tourism

Emma Abson

ISBN: 9781911635253 HBK; 9781911635260 PBK; 9781911635277 eBook
DOI: 10.23912/9781911635253-4274


About this book | Table of contents | About the authors | Sample files | Online Resources | Buy now
With contributions by Dr Miriam Firth and Jane Tattersall.

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: May 2021


Table of contents

Ch 1 What is leadership?
• Introduction
• A brief review of the historical development of leadership
• Defining leadership
• Criticisms of leadership studies
• Leadership in the event literature
• The workforce of the future and events careers
• Leadership in action: Industry insight from Lils Collingwood

Ch 2 Classic approaches to leadership
• Classic approaches to leadership – entity approaches
• Behavioural theories of leadership – what do leaders do?
• Contingency leadership – what leaders do depends on the situation
• Theory X and Y
• Event research and leadership style
• Leadership in action: Industry insight from Jason Allan Scott

Ch 3 Leader/follower perspectives
• Leader/follower perspectives – entity-relational approaches
• Charismatic leadership
• Transactional and transformational leadership
• Followship in leadership studies
• Leader-Member Exchange (LMX)
• Leadership in action: Industry insight from Scott Taylor

Ch 4 The new wave of leadership studies
• The new wave of moral leadership studies
• Ethical leadership
• Authentic leadership
• Servant leadership
• Leadership in action: Industry insight from Melissa Noakes

Ch 5 Leadership as a collective process
• Leadership as a collectivistic process
• The rise of collective leadership perspectives
• Shared leadership
• Team leadership
• Social identity theories of leadership
• Leadership in action: Industry insight from Eamonn Hunt

Ch 6 Leadership as a skill
• Leadership as a skill
• Competency based leadership
• Specific event competencies
• Leadership in action: Industry insight from David Strafford

Ch 7 Knowledge and event leadership by Jane Tattersall
• Introduction
• The value of knowledge
• Aspects of knowledge
• Aspects of tacit knowledge
• Knowledge management
• Barriers and challenges
• Leadership in action: Knowledge management in small and medium sized enterprises

Ch 8 Events, leadership and power
• Introduction
• Who leads, and when – and what does that have to do with power?
• The power of leadership
• Access to leadership = access to power
• The power of events and event communities
• Stakeholder management, leadership and power
• Leadership in action: Industry insight from Carrie Abernathy

Ch 9 Modelling events as social agents of change by Dr Miriam Firth
• Introduction
• Social agents of change: A definition
• Events as SACs
• Events are a stage
• Events are mirrors of society
• Events can be leaderless
• Events lead to new employment practices
• Leadership in action: Industry insight from Rose Wilcox

Index

Table of contents

Ch 1 What is leadership?
• Introduction
• A brief review of the historical development of leadership
• Defining leadership
• Criticisms of leadership studies
• Leadership in the event literature
• The workforce of the future and events careers
• Leadership in action: Industry insight from Lils Collingwood

Ch 2 Classic approaches to leadership
• Classic approaches to leadership – entity approaches
• Behavioural theories of leadership – what do leaders do?
• Contingency leadership – what leaders do depends on the situation
• Theory X and Y
• Event research and leadership style
• Leadership in action: Industry insight from Jason Allan Scott

Ch 3 Leader/follower perspectives
• Leader/follower perspectives – entity-relational approaches
• Charismatic leadership
• Transactional and transformational leadership
• Followship in leadership studies
• Leader-Member Exchange (LMX)
• Leadership in action: Industry insight from Scott Taylor

Ch 4 The new wave of leadership studies
• The new wave of moral leadership studies
• Ethical leadership
• Authentic leadership
• Servant leadership
• Leadership in action: Industry insight from Melissa Noakes

Ch 5 Leadership as a collective process
• Leadership as a collectivistic process
• The rise of collective leadership perspectives
• Shared leadership
• Team leadership
• Social identity theories of leadership
• Leadership in action: Industry insight from Eamonn Hunt

Ch 6 Leadership as a skill
• Leadership as a skill
• Competency based leadership
• Specific event competencies
• Leadership in action: Industry insight from David Strafford

Ch 7 Knowledge and event leadership by Jane Tattersall
• Introduction
• The value of knowledge
• Aspects of knowledge
• Aspects of tacit knowledge
• Knowledge management
• Barriers and challenges
• Leadership in action: Knowledge management in small and medium sized enterprises

Ch 8 Events, leadership and power
• Introduction
• Who leads, and when – and what does that have to do with power?
• The power of leadership
• Access to leadership = access to power
• The power of events and event communities
• Stakeholder management, leadership and power
• Leadership in action: Industry insight from Carrie Abernathy

Ch 9 Modelling events as social agents of change by Dr Miriam Firth
• Introduction
• Social agents of change: A definition
• Events as SACs
• Events are a stage
• Events are mirrors of society
• Events can be leaderless
• Events lead to new employment practices
• Leadership in action: Industry insight from Rose Wilcox

Index

About the authors

Dr Emma Abson is a Senior Lecturer within the Events team at Sheffield Hallam University, UK. With contributions from Dr Miriam Firth and Jane Tattersall.

Table of contents

Ch 1 What is leadership?
• Introduction
• A brief review of the historical development of leadership
• Defining leadership
• Criticisms of leadership studies
• Leadership in the event literature
• The workforce of the future and events careers
• Leadership in action: Industry insight from Lils Collingwood

Ch 2 Classic approaches to leadership
• Classic approaches to leadership – entity approaches
• Behavioural theories of leadership – what do leaders do?
• Contingency leadership – what leaders do depends on the situation
• Theory X and Y
• Event research and leadership style
• Leadership in action: Industry insight from Jason Allan Scott

Ch 3 Leader/follower perspectives
• Leader/follower perspectives – entity-relational approaches
• Charismatic leadership
• Transactional and transformational leadership
• Followship in leadership studies
• Leader-Member Exchange (LMX)
• Leadership in action: Industry insight from Scott Taylor

Ch 4 The new wave of leadership studies
• The new wave of moral leadership studies
• Ethical leadership
• Authentic leadership
• Servant leadership
• Leadership in action: Industry insight from Melissa Noakes

Ch 5 Leadership as a collective process
• Leadership as a collectivistic process
• The rise of collective leadership perspectives
• Shared leadership
• Team leadership
• Social identity theories of leadership
• Leadership in action: Industry insight from Eamonn Hunt

Ch 6 Leadership as a skill
• Leadership as a skill
• Competency based leadership
• Specific event competencies
• Leadership in action: Industry insight from David Strafford

Ch 7 Knowledge and event leadership by Jane Tattersall
• Introduction
• The value of knowledge
• Aspects of knowledge
• Aspects of tacit knowledge
• Knowledge management
• Barriers and challenges
• Leadership in action: Knowledge management in small and medium sized enterprises

Ch 8 Events, leadership and power
• Introduction
• Who leads, and when – and what does that have to do with power?
• The power of leadership
• Access to leadership = access to power
• The power of events and event communities
• Stakeholder management, leadership and power
• Leadership in action: Industry insight from Carrie Abernathy

Ch 9 Modelling events as social agents of change by Dr Miriam Firth
• Introduction
• Social agents of change: A definition
• Events as SACs
• Events are a stage
• Events are mirrors of society
• Events can be leaderless
• Events lead to new employment practices
• Leadership in action: Industry insight from Rose Wilcox

Index

About the authors

Dr Emma Abson is a Senior Lecturer within the Events team at Sheffield Hallam University, UK. With contributions from Dr Miriam Firth and Jane Tattersall.

Sample files

Cover, copyright and contents.pdf
Chapter 1.pdf
Chapter 2.pdf
Chapter 3.pdf
Chapter 4.pdf
Chapter 5.pdf
Chapter 6.pdf
Chapter 7.pdf
Chapter 8.pdf
Chapter 9.pdf

Table of contents

Ch 1 What is leadership?
• Introduction
• A brief review of the historical development of leadership
• Defining leadership
• Criticisms of leadership studies
• Leadership in the event literature
• The workforce of the future and events careers
• Leadership in action: Industry insight from Lils Collingwood

Ch 2 Classic approaches to leadership
• Classic approaches to leadership – entity approaches
• Behavioural theories of leadership – what do leaders do?
• Contingency leadership – what leaders do depends on the situation
• Theory X and Y
• Event research and leadership style
• Leadership in action: Industry insight from Jason Allan Scott

Ch 3 Leader/follower perspectives
• Leader/follower perspectives – entity-relational approaches
• Charismatic leadership
• Transactional and transformational leadership
• Followship in leadership studies
• Leader-Member Exchange (LMX)
• Leadership in action: Industry insight from Scott Taylor

Ch 4 The new wave of leadership studies
• The new wave of moral leadership studies
• Ethical leadership
• Authentic leadership
• Servant leadership
• Leadership in action: Industry insight from Melissa Noakes

Ch 5 Leadership as a collective process
• Leadership as a collectivistic process
• The rise of collective leadership perspectives
• Shared leadership
• Team leadership
• Social identity theories of leadership
• Leadership in action: Industry insight from Eamonn Hunt

Ch 6 Leadership as a skill
• Leadership as a skill
• Competency based leadership
• Specific event competencies
• Leadership in action: Industry insight from David Strafford

Ch 7 Knowledge and event leadership by Jane Tattersall
• Introduction
• The value of knowledge
• Aspects of knowledge
• Aspects of tacit knowledge
• Knowledge management
• Barriers and challenges
• Leadership in action: Knowledge management in small and medium sized enterprises

Ch 8 Events, leadership and power
• Introduction
• Who leads, and when – and what does that have to do with power?
• The power of leadership
• Access to leadership = access to power
• The power of events and event communities
• Stakeholder management, leadership and power
• Leadership in action: Industry insight from Carrie Abernathy

Ch 9 Modelling events as social agents of change by Dr Miriam Firth
• Introduction
• Social agents of change: A definition
• Events as SACs
• Events are a stage
• Events are mirrors of society
• Events can be leaderless
• Events lead to new employment practices
• Leadership in action: Industry insight from Rose Wilcox

Index

About the authors

Dr Emma Abson is a Senior Lecturer within the Events team at Sheffield Hallam University, UK. With contributions from Dr Miriam Firth and Jane Tattersall.

Sample files

Cover, copyright and contents.pdf
Chapter 1.pdf
Chapter 2.pdf
Chapter 3.pdf
Chapter 4.pdf
Chapter 5.pdf
Chapter 6.pdf
Chapter 7.pdf
Chapter 8.pdf
Chapter 9.pdf

Online Resources



Instructor Manuals for each chapter


Chapter 1

Chapter 2

Chapter 3

Chapter 4

Chapter 5

Chapter 6

Chapter 7

Chapter 8

Chapter 9


Lecture Slides


Lecture 1 What is Leadership

Lecture 2 Classic Approaches to Leadership

Lecture 3 Leader Follower Perspectives

Lecture 4 The new wave of leadership studies

Lecture 5 Leadership as a collective process

Lecture 6 Leadership as a skill

Lecture 7 Knowledge and event leadership

Lecture 8 Events, leadership and power

Lecture 9 Modelling events as social agents of change

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