As the leadership field continues to evolve, there are many reasons to be optimistic about the various theoretical and empirical contributions in better understanding leadership from a scholarly and scientific perspective. The Oxford Handbook of Leadership and Organizations brings together a collection of comprehensive, state-of-the-science reviews and perspectives on the most pressing historical and contemporary leadership issues - with a particular focus on theory and research - and looks to the future of the field. It provides a broad picture of the leadership field as well as detailed reviews and perspectives within the respective areas. Each chapter, authored by leading international authorities in the various leadership sub-disciplines, explores the history and background of leadership in organizations, examines important research issues in leadership from both quantitative and qualitative perspectives, and forges new directions in leadership research, practice, and education. Part One: History and Background 1. David V. Day: Introduction 2. Stephen J. Zaccaro: Leadership Memes: From Ancient History and Literature to Twenty-First Century Theory and Research 3. Mats Alvesson and Andre Spicer: Critical Perspectives On Leadership 4. Barbara C. Crosby and John M. Bryson: Public Integrative Leadership 5. Richard D. Arvey, Nan Wang, Zhaoli Song, and Wendong Li: The Biology of Leadership Part Two: Research Issues 6. John Antonakis, Samuel Bendahan, Philippe Jacquart, and Rafael Lalive: Causality and Endogeneity: Problems and Solutions 7. Karin Klenke: Sculpting the Contours of the Qualitative Landscape of Leadership Research 8. Mo Wang, Le Zhou, and Songqi Liu: Multilevel Issues in Leadership Research 9. Emily R. Hoole and Jennifer W. Martineau: Evaluation Methods Part Three: Leader-centric Theories and Approaches 10. Joyce Bono, Winny Shen, and David J. Yoon: Personality and Leadership: Looking Back, Looking Ahead 11. Ketan H. Mhatre and Ronald E. Riggio: Charismatic and Transformational Leadership: Past, Present, and Future 12. Daan van Knippenberg and Daan Stam: Visionary Leadership 13. Robert B. Kaiser and S. Bartholomew Craig: Destructive Leadership In and Of Organizations 14. Herminia Ibarra, Sarah Wittman, and Gianpiero Petriglieri: Leadership and Identity: An Examination of Three Theories and New Research Directions Part Four: Follower-centric Theories and Approaches 15. Jessica E. Dinh, Robert G. Lord, and Ernest Hoffman: Leadership Perception and Information Processing: Influences of Symbolic, Connectionist, Emotion, and Embodied Architectures 16. Bruce J. Avolio and Fred O. Walumbwa: Authentic Leadership Theory, Research and Practice: Steps Taken and Steps that Remain 17. Robert C. Liden, Alexandra Panaccio, Jeremy D. Meuser, Jia Hu, and Sandy J. Wayne: Servant Leadership: Antecedents, Processes, and Outcomes 18. Sharon K. Parker and Chia-huei Wu: Leading for Proactivity: How Leaders Cultivate Staff Who Make Things Happen Part Five: Dyadic and Team-centric Theories and Approaches 19. Berrin Erdogan and Talya N. Bauer: Leader-Member Exchange (LMX) Theory: The Relational Approach to Leadership 20. Raymond T. Sparrowe: Leadership and Social Networks: Initiating a Different Dialog 21. Ruth Wageman and Colin Fisher: Who's in Charge Here? The Team Leadership Implications of Authority Structure 22. Dorothy R. Carter and Leslie A. DeChurch: Leadership in Multiteam Systems: A Network Perspective Part Six: Special Leadership Topics, Emerging Issues, and Future Directions 23. Darren C. Treadway, Jeffrey R. Bentley, Lisa M. Williams, and Angela Wallace: The Skill to Lead: The Role of Political Skill in Leadership Dynamics 24. Linda K. Trevino and Michael E. Brown: Ethical Leadership 25. David A. Waldman: Bridging the Domains of Leadership and Corporate Social Responsibility 26. Nathan J. Hiller and Marie-Michele Beauchesne: Executive Leadership: CEOs, Top Management Teams, and Organizational-Level Outcomes 27. Richard N. Osborn, Mary Uhl-Bien, and Ivana Milosevic: The Context and Leadership 28. Sean T. Hannah and Ken W. Perry: Leadership in Extreme Contexts 29. Mark A. Griffin and Zenobia Talati: Safety Leadership 30. Felix C. Brodbeck and Silke A. Eisenbeiss: Cross-cultural and Global Leadership 31. Donna Chrobot-Mason, Marian N. Ruderman, and Lisa H. Nishii: Leadership in a Diverse Workplace 32. James K. Hazy and Mary Uhl-Bien: Changing the rules: The implications of complexity science for leadership research and practice 33. Jean Lau Chin: Women and Leadership 34. Michael D Mumford, Carter Gibson, Vincent Giorgini, and Jensen Mecca: Leading for Creativity: People, Products, and Systems 35. Neal M. Ashkanasy and Ronald H. Humphrey: Leadership and Emotion: A Multi-level Perspective 36. Susan R. Komives and John P. Dugan: Student Leadership Development: Theory, Research, and Practice 37. D. Scott DeRue and Christopher G. Myers: Leadership Development: A Review and Agenda for Future Research 38. David V. Day: The Future of Leadership: Challenges and Prospects David V. Day is Winthrop Professor and Woodside Chair in Leadership and Management at The University of Western Australia Business School. He is a Fellow of the American Psychological Association and has core research interests in the areas of leadership and leadership development.