a r t i c l e i n f o a b s t r a c tIn this review, we develop a framework to guide future research and to examine the execution of leadership in extreme contexts. We start by defining and distinguishing extreme contexts from crisis and other contexts. A five component typology is developed comprised of magnitude of consequences, form of threat, probability of consequences, location in time and physical or psychological-social proximity. We discuss the unique influences these components have on leadership processes in extreme contexts examining the relevance of organization types such as critical action and high reliability organizations. Further, we present a set of factors that may attenuate or intensify the dimensions comprising an extreme context, thus influencing either a team or organization's ability for adaptive leadership response. Ultimately this framework seeks to develop a richer understanding of extreme contexts to advance the future development of contextualized theories of leadership for extreme contexts.Published by Elsevier Inc.

The foundations of established firms are laid when, early in life, venture executives explore dynamic landscapes in search of opportunities. During this search, the executive team processes information that might signal the need to change, and their cognitive flexibility in processing this information affects the likelihood of such changes. While executive backgrounds affect this information processing, current literature does not identify how executive backgrounds impact the extent of change a firm undertakes. Therefore, we compare the effects of teams dominated by domain insiders, domain outsiders, and complementary teams (blending insiders and outsiders) on the likelihood of different degrees of technology change. In an examination of the population of U.S. solar photovoltaic manufacturing ventures from 1992 to 2007, we find that teams with extra‐domain expertise, particularly at the CEO level, undertake more significant technology change. By contrast, intra‐domain expertise has an inertial effect on change: even when combined in complementary team configurations, domain expertise reduces chances of significant technology change. These findings expand the discussion of types and antecedents of organization change, top management team composition, and the psychological foundations of strategy. Copyright © 2012 Strategic Management Society.

SummaryLeadership theories have shifted over the last few decades from a focus on managerial functions and economic leader–follower exchanges toward greater focus on the interpersonal dynamics occurring within the leadership process. Theories such as transformational, ethical, authentic, and other “newer genre” theories were created to address neglected topics such as leader vision and inspirational messages, transparency, emotional effects, morality, individualized attention, and intellectual stimulation. Critiques of these theories, however, have been raised. In this paper, we address five of those critiques and argue for the validity and practical effectiveness of the new genre theories. Further, we describe how newer genre leadership research should be viewed as a performative epistemology, entailing a process of co‐creation involving scholars and practitioners. Finally, from this view, we provide general ideas for leader development. Copyright © 2014 John Wiley & Sons, Ltd.