Leadership in Organizations: Current Issues and Key Trends

Book Cover......Page 1
Half-Title......Page 2
Title......Page 4
Copyright......Page 5
Contents......Page 6
Illustrations......Page 8
Contributors......Page 10
Preface......Page 12
Part I Introduction......Page 14
1 Signs of change......Page 15
References......Page 22
2 Changing theories of leadership and leadership development......Page 24
The multiple and evolving theories of leadership......Page 25
A conceptual framework for current themes......Page 29
Context......Page 31
Perceived need......Page 33
Behavioural requirements and competences......Page 37
Leadership development methods......Page 39
Post-charismatic and post-transformational leadership?......Page 41
Looking to the future......Page 47
References......Page 48
Part II The elements of leadership......Page 52
3 Leadership and integrity......Page 53
The rise and fall of ‘the world’s leading company’......Page 54
A model of leadership......Page 55
Comment......Page 58
All the world’s a stage......Page 60
Conclusion......Page 65
References......Page 68
4 Competences of managers, competences of leaders......Page 71
Redefining the competent manager......Page 73
How competences are used......Page 74
Why cotmpetences were used......Page 77
Management competences and the new organization......Page 82
The new manager: summary......Page 83
Leaders and leadership......Page 86
References......Page 91
Part III The processes of leadership training and development......Page 93
Introduction......Page 94
Perspectives on leadership development: the role of ‘learning leadership’......Page 96
Leadership as a window to inner learning: leadership from within......Page 99
Leadership as a relational process in a community of practice......Page 100
Learning leadership revisited......Page 101
Approaches for developing ‘learning leadership’......Page 102
Improvisational and image theatre......Page 104
Arts and music......Page 106
Learning leadership: implications for future research and practice......Page 107
Conclusions......Page 109
Notes......Page 110
References......Page 112
The corporate university phenomenon......Page 117
What are corporate universities?......Page 118
The emergence of CUs......Page 119
Differentiating CU initiatives......Page 121
Leadership as a corporate priority......Page 122
Concepts and models of leadership in CUs......Page 126
Strategic alignment......Page 129
Approaches to leadership development......Page 131
Organization and partnerships......Page 133
Discussion: practical tensions, theoretical perspectives......Page 135
References......Page 138
7 Can leadership be taught?......Page 140
Why can’t leadership be taught?......Page 142
Understanding the leader’s role......Page 145
If we can’t teach ‘leadership’, can we teach the competences of leaders?......Page 148
Conclusions......Page 150
References......Page 151
Introduction......Page 153
Case study: telepresence......Page 154
Technology and accountability......Page 159
Technology and two way communication......Page 160
Technology and time......Page 161
Co-presence......Page 162
Business blogging......Page 163
Fin......Page 164
References......Page 165
9 Making leadership and management development measure up......Page 167
What is capacity?......Page 169
The learner, the teacher and the workplace......Page 172
The missing links between education and workplace contexts......Page 174
A framework from the literature......Page 175
What a multi-level evaluation might look like......Page 178
Moving on to ROI?......Page 180
Particular implications for leadership development......Page 181
References......Page 182
Part IV Leadership in the public sector......Page 186
10 Leadership in public sector organizations......Page 187
Why the public sector needs more leadership......Page 188
What is the nature of leadership in UK public services?......Page 190
How can leadership be developed?......Page 193
Case study 1: leadership development for headteachers—the National College for School Leadership (NCSL) Transformational…......Page 195
Selection of ‘research associates’ and ‘project associates’......Page 196
STAGE 3:  ATTENDANCE AT THE PEER SUPPORT GROUP (SIX TO EIGHT WEEKS AFTER STAGE 2)......Page 197
The key role of senior and top managers......Page 198
Case study 2: getting top managers on board......Page 199
Case study 3: a new chief executive wanted to transform the organization’s culture......Page 200
Case study 4: a national leadership programme across the public sector—the Cabinet Office-sponsored Public Service Leaders…......Page 211
STAGE 1: A THREE-DAY FOUNDATION MODULE......Page 212
STAGE 3: ACTION INQUIRY GROUPS......Page 213
ORGANIZATION ‘RAIDS’......Page 214
Concluding points......Page 215
References......Page 216
Introduction......Page 219
‘Leadership’ takes over?......Page 220
Leadership in context......Page 222
Environmental complexity......Page 224
‘Quiet leadership’......Page 225
Leadership development: issues and tensions......Page 226
The NCSL......Page 227
Higher degrees......Page 230
Conclusions and implications......Page 231
Leading people......Page 232
A focus on learning and enquiry......Page 233
References......Page 234
Part V Leadership and career development......Page 239
Introduction......Page 240
Ways of looking at careers......Page 241
Careers as a problem......Page 242
Careers as a necessity for the organization......Page 243
The changing career needs of managers and leaders......Page 244
The career deal for managers and leaders......Page 247
Supporting the self-managed career......Page 251
Corporately managed careers......Page 254
Rolls-Royce......Page 257
Implementing career development for managers and leaders......Page 259
A positive approach to career development for managers......Page 260
References......Page 261
Introduction: the career as a context for leadership and management development......Page 263
Individual career orientations......Page 266
The expert......Page 268
The self-realizer......Page 269
The new career and its impact on individuals......Page 270
Changing values and the desire for work-life balance......Page 274
Conclusion: the individualization of the career and its implications......Page 278
References......Page 281
Part VI How does leadership fit with business strategy?......Page 284
Introduction......Page 285
The problem......Page 287
Concerns over HR/development capability......Page 288
Exploring the problem......Page 289
The real value and processes of BLD are poorly understood at executive level......Page 292
Poorly discriminated BLD focus......Page 293
HR thinking is sometimes at odds with the business......Page 295
Achieving strategic alignment......Page 297
A discriminating approach to BLD strategy......Page 298
A discriminating approach to BLD methodologies......Page 300
A discriminating approach to career development......Page 301
A critical evaluation of the HR role......Page 303
Conclusion......Page 304
References......Page 305
Introduction......Page 307
Developing the organization and the business......Page 308
What or who is the target?......Page 309
Challenging assumptions......Page 311
The route to business improvement......Page 312
Holistic thinking......Page 313
A balanced approach......Page 314
Disentangling development......Page 315
Leadership as a system resource......Page 316
Managing leadership along the employment spectrum......Page 317
Line supervision of development......Page 318
Developing for the unknown......Page 320
Learning contracts......Page 321
Transfer of learning......Page 322
Choosing the intervention: diversity......Page 324
The changing environment......Page 326
Leadership competence......Page 327
Summary......Page 328
References......Page 330
Introduction......Page 333
The importance of context......Page 334
Power and the context of leadership......Page 336
The history and the practice of power in Japanese organizations......Page 339
Learning from Japan?......Page 344
Conclusion: rules of the game and their interpretation......Page 346
Notes......Page 347
References......Page 348
Part VII Conclusions......Page 351
17 Bringing the strands together......Page 352
Conceptions of leadership......Page 353
An integrating framework......Page 354
Looking to the future......Page 356
References......Page 357
Index......Page 358