Preface -- How to use this book -- leadership challenge -- Leaders and leadership are universal in the human experience -- Pursuing graduate study to become the "complete leader" -- Leadership is an art because it involves a purposive construction of self -- importance of individual agency -- Leadership is an acquired set of habits and skills -- Why academic study? -- Is there a difference between leadership and management? -- g The basis of authority -- use of power and sanctions -- Follower relations and interactions -- Role legitimacy and relationships -- Creativity -- necessary alliance : leadership and management -- Pursuing learning extensions of the chapter -- Writing in your personal reflective journal -- review of key chapter concepts -- Archetypes of leadership in the human experience -- example of a personal leadership journey : the story of Miyamoto Musashi -- origins of leadership -- Leadership is universal - but leaders are contextual and culturally specific actors -- American monomyth in action -- Gender barriers in mythos and religion -- Pursuing learning extensions of the chapter -- Writing in your personal reflective journal -- review of key chapter concepts --

Mental prisms of leadership -- Discerning contemporary notions of perception and truth -- Perception and truth are linguistically and culturally defined -- Perception and truth are relational and circular -- Perception and truth are theory embedded -- Perception and truth may be false -- Perception and truth produce a situated "reality" -- How do we know what we perceive is true? -- Theories of truth -- Linguistic difficulties with theories of truth -- Pragmatist theories of truth -- Coherence theories of truth -- Redundancy theories of truth -- uses of truth in science -- Pursuing "truth" in educational leadership -- Tracing the influence of Herbert Simon and the doctrine of efficiency -- final commentary about theories of truth -- Pursuing learning extensions of the chapter -- Writing in your personal reflective journal -- review of key chapter concepts -- Individual human agency and principles of action -- apex of decision making : the oracle of Delphi -- Gardner cognitive model of leadership -- There's no getting around who the leader is and what is important -- antipodes of moral discourse -- man of unbending principle changes the center of gravity of a nation -- creation of a moral compass -- moral compass in contentious times : the case of Ted Bell -- case of the wounded leader -- Pursuing learning extensions of the chapter -- Writing in your personal reflective journal -- review of key chapter concepts --

Leadership as artful performance -- Roles versus traits : popular misconceptions of leadership -- Determining role legitimacy as the basis of performance -- Is leadership acting? -- Real-life drama in Chicago : a portrait of power undone -- How followers look to school leaders for what they need -- portrait of two types of storytellers as leaders -- Pursuing learning extensions of the chapter -- Writing in your personal reflective journal -- review of key chapter concepts -- Understanding the landscape of educational leadership -- Central tenets of modernism -- pseudoscientific epoch : educational leadership and the long shadow of "Scientific management" -- early scientific epoch -- behaviorism epoch -- feminist/critical theory epoch -- queer theory epoch -- postmodern epoch -- Kisch management texts and educational leadership -- Pursuing learning extensions of the chapter -- Writing in your personal reflective journal -- review of key chapter concepts --

Balancing performance and accountability -- review of the many forms of life writing -- Third person forms of life writing -- Biography -- Psychobiography -- Prosopography -- Portraits, portrayals, and profiles -- Obituaries -- First person forms of life writing -- Autobiography -- Autobiographical extensions -- Life stories, memoirs, diaries, letters, and journals -- Gauging the possibilities of life writing to understand leadership -- Confronting the myopia of "the field" -- Servant leadership : the mind and the heart as one -- Pursuing learning extensions of the chapter -- Writing in your personal reflective journal -- review of key chapter concepts -- Artful performance and national standards -- National Leadership Standards -- Foucault's concept of apparatus -- Problems with the knowledge base : producing an unequivocal platform for the normalizing gaze and the policing function -- Retracing the steps in the developmental process -- Step 1 : Reductionism, rationality, and core technologies -- Step 2 : The erasure of context so one size fits all -- Step 3 : Stifling research dissent by the vicious circle principle (V.C.P) -- metaphors of efficiency in the ISLLC standards -- national debate on educational leadership preparation --

Cell A - the "pipeline" scenario : not "enough" quality leaders for the schools -- Cell B - the "real world" scenario : universities are to removed from reality to prepare educational leaders well -- Cell C - some schools are "broken" scenario : leaders need incentives/competition to "fix" them -- Cell D - the social justice scenario : leadership is a distributed function -- Pursuing learning extensions of the chapter -- Writing in your personal reflective journal -- review of key chapter concepts -- References -- Index -- About the author.