Innate Leadership Characteristics and Examinations of Successful First-Time Leaders

deadline for submissions: 
July 23, 2020
full name / name of organization: 
Matthew Guah / South Carolina State University
contact email: 

PROPOSAL DUE DATE:                              May 10, 2020

FULL CHAPTER DUE DATE:                     July 23, 2020

SUBMISSION DUE DATE:                          October 31, 2020


EDITOR:                                                        Dr. Matthew Waritay Guah,

                                                                        Department Chair & MBA Director

                                                                        South Carolina State University,

                                                                        Orangeburg, South Carolina - USA



For over 100 years, researchers have introduced several different leadership theories to explain exactly how and why certain people become great leaders (Cherry, 2019; Fiedler, 1967; Kelloway & Gilbert, 2017). From the earliest trait‐based leadership theories, dating back to the early 1900s, followed by behavioral, contingency, and modern leadership theories, as well as negative forms of leadership (Quinn, 2000). Yet, the question remains: What exactly makes a great leader? While this book does not particularly answer the century-old question, it attempts to explain certain personality traits that make people better suited to leadership roles, or do characteristics of the situation make it more likely that certain people will take charge? When we look at the leaders around us—including our employer, CEOs, presidents, managing directors, governors, senators, head coach, etc.—we often find ourselves wondering exactly why these individuals excel in such positions.


What makes some First-Time Leaderships excel in their roles while others are forced to resign before the end of the first term? This book will build on a long-term debate on the psychology of leadership which simply states that good leaders are people that were born with abilities (Kelloway & Gilbert, 2017). In other words, these theories proposed that certain people were simply "born leaders" (Hogg, 2001). On the other hand, some more recent theories have proposed that possessing certain traits may help to make people natural leaders, but that experience and situational variables also play a critical role (Cherry, 2019). This book goes even further than that.  It specifically looks at the reasoning, expectations, reactions, and even reflections of people towards the different types of leaders.  This book will explain how and why certain people become First-Time Leadership. It will focus on the characteristics of First-Time Leadership and attempt to identify the behaviors that people can adopt to improve their own First-Time Leadership abilities in different situations.


Few famous examples of First-Time Leadership include: the first black president of USA, or the first female president in an African country, the first non-European pope, or the first back man to serve as chancellor for London School of Economics, or the first native Australian to serve as prime minister of Australia, the first non-PhD or non-professor to serve as university president, first black man to hold Number 1 position in Golf, first minority head coach to win NFL, NBA, or NCAA championship, first India billionaire, first African-American billionaire, first Chinese Oscar winner, first African American Film director in Hollywood, first minority Secretary-General of United Nations, etc.


The book will focus on what qualities distinguish between First-Time Leadership and traditional leaders, while furthering leadership theories that look at other variables such as situational factors, knowledge base, skill levels, etc. It will review the various approaches used by First-Time Leadership and how each of them uniquely approaches effective leadership, key outcomes, and the strengths and weaknesses of each approach. The book will also investigate if First-Time Leadership matters significantly, and does it not matter to the people being led who leads them.  Is it all about how those in First-Time Leadership positions behave, adapt to different situations, and create positive relationships with followers that matter?



As indicated in the Introduction, the book will review how leaders were selected centuries ago versus how most leaders are selected today.  It will distinguish between the traditional route for leadership (for example a professor rising from lecturer to associate then full professor to dean, provost and then University President) and a First-Time Leadership (where a successful businesswoman is selected to be Provost or University President, without navigating the professorial ladder).


Many companies today must deal with employees who are not totally convinced about the qualifications of their chief executives.  This book will attempt to draw lessons from existing First-Time Leadership experience and provide evidence for the appropriateness of such a route to leadership. 


The book will add value to the huge body of literature on Leadership. To my knowledge, this will be the first book looking at this paradigm of literature in the Leadership discipline. Thus, the book will also allow students to benefit from following a diverse path to leadership, instead of following one path believing that it is the only way to get to the top of any organization.


TARGET AUDIENCE:                  

  •        Undergraduate Senior students majoring in business and management majors
  •        Graduate students on MBA courses
  •        Graduate students taking Management courses
  •        Graduate students undertaking research on management and leadership
  •        Young professionals looking towards moving in leadership roles
  •        Mid-level managers in industry


RECOMMENDED TOPICS:                     

  • ·       Leadership Theory Development
  • ·       Modern Leadership Theories in the Internet Age
  • ·       Who are considered First-Time Leaders?
  • ·       Why certain people become great First-Time Leaders?
  • ·       Negative Forms of Leadership
  • ·       Contingency Leadership and Management Risks for Organization
  • ·       Nationalities and Genders in Leadership
  • ·       Minority and Equal Opportunity in Leadership
  • ·       Transformational Leader, Ethical and Unethical leadership
  • ·       Personality traits of Success First-Time Leadership
  • ·       First-Time Leadership vs. Traditional Leaders
  • ·       A Successful First-Time Leaderships or Wrong Timing
  • ·       Leaders are Born - Should Institutions Stop Investing in Leadership Development?
  • ·       Case study of First-Time Leadership for Gender
  • ·       Case study of First-Time Leadership for Nationality
  • ·       Case study of First-Time Leadership for Race
  • ·       Case study of First-Time Leadership for Sexual Orientation
  • ·       Case study of First-Time Leadership from Agriculture Industry
  • ·       Case study of First-Time Leadership from the Medical Industry
  • ·       Case study of First-Time Leadership from Food & Beverage Industries
  • ·       Case study of First-Time Leadership from the Religious Industry
  • ·       Case study of First-Time Leadership in Local, Regional or National Politics
  • ·       Case study of First-Time Leadership from Not-for-Profit Industry
  • ·       Case study of First-Time Leadership from Sports & Entertainment Industries
  • ·       Other Appropriate Case Studies for First-Time Leadership



Both academic researchers and practitioners are gladly invited to submit, by May 10, 2020, a chapter proposal of 1,000 to 1,500 words clearly explaining the mission and concerns of his or her proposed chapter. Your chapter must contain information about First-Time Leadership. Authors will be notified by May 24, 2020, about the status of a submitted proposal along with guidelines for completing the chapter. Full chapters are expected to be submitted by July 23, 2020, and all interested authors are advised to consult the guidelines for manuscript submissions at prior to submission. All submitted chapters will be reviewed on a double-blind review basis. This may require contributing authors to also serve as reviewers for another submitted chapter. If a specific author is required to assist in reviewing another chapter, an email will be sent by the Editor requesting such assistance.

Please be reminded that IGI Global will not change any author submission or acceptance fees for manuscripts submitted to this book publication. All manuscripts will be accepted based on a double-blind peer review editorial process.



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 This publication is anticipated to be released in the first quarter of 2021.



  • ·       May 10, 2020: Proposal Submission Deadline
  • ·       May 24, 2020: Notification of Acceptance to Authors
  • ·       July 23, 2020: Full Chapter Submission
  • ·       September 5, 2020: Review Results Returned to Authors
  • ·       October 3, 2020: Revisions Due from Authors
  • ·       October 17, 2020: Final Acceptance Notification to Authors
  • ·       October 31, 2020: Final Chapter Submission



All inquiries about this book should be directed to the Book Editor, Dr. Matthew Waritay Guah, at (



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