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Informationen zum Autor Hilarie Owen began her career as a political scientist. She has been a successful director, author, strategist, founder and Chief Executive of the Institute of Leadership. She was Head of Leadership Services for the Police Service in England, Wales and Northern Ireland after a successful corporate career and has worked for a variety of global companies in the United States, Europe, Middle East and South Africa. She has lectured at Cranfield, Manchester Business School and Madrid University and was invited to speak at Harvard Kennedy School of Government in a debate on how people learn leadership. Klappentext For twenty years now leadership has dominated programmes, books and training departments. However, we seem to be witnessing fewer inspirational examples of good leadership, and instead are faced with corruption and misbehaviour from our so-called leaders. The recent actions of bankers, sports bodies, corporate directors and politicians, have all made the concept of moral, transformative, and authentic leadership seem a thing of the past. New Thinking on Leadership brings together the latest thinking from around the world to empower practitioners and academics to turn around what has been called 'the leadership crisis'. With new, and sometimes controversial, insights from both leading academics and pioneers in the corporate world, it provides readers with the latest global picture of where our understanding of leadership is, and where it could go if we get to grips with the issues facing leaders today.Features never before published research into the current issues facing leaders across the globe and in a range of leadership roles. Zusammenfassung Provides a unique global understanding of where leadership is today and the issues and challenges that face it in the future. Inhaltsverzeichnis Notes on contributorsPrefaceIntroduction: Leadership crisis - what leadership crisis?Hilarie OwenPart I: Challenges for leadership01 Is leadership the enemy of the people?Keith GrintIntroductionTame, Wicked and Critical ProblemsAddicted to command and allergic to leadershipConclusionReferences02 Totalitarianism to democracy: Why would today's closed organizations evolve towards democratic structures?Sangeeth VargheseWhy modern day politicians share the same DNA as bandits and crooksHow did a rapist evolve into a doting father?Nation states evolved. Families evolved. But organizations refuse to do soWhy do organizations refuse to evolve, even as the rest of the world is doing so?Why the time has come for organizations to transform into democraciesWhy organizations have no option but adopt democracy, if they want to surviveReferences03 Leadership: Making wavesElena P AntonacopoulouAcknowledgementsIntroductionThe leader in leadership: man as homo-phoneticusThe ship in leadership: making wavesInvitationNotesReferences04 'I'm not really a leader': The power and impact of implicit leadership theoriesTracey ManningContent of implicit leadership theoriesHow do we learn implicit leadership theories - and why are they so persistent?Impact of implicit leadership theoriesThe contribution of implicit relationship and followership theoriesImplications of implicit leadership theories for your own and others' leadershipConclusionReferences05 What is leadership development when it is not the personal development of leaders?Fiona KennedyWhy is it hard to grasp leadership as existing in between people?Relational leadership developmentReferences06 Leadership reflectionsWarren BennisPart II: The transformation of leadership07 Latin America: In search of collaborative approaches to leadershipJesus Sampedro HidalgoLeadership in Latin AmericaThe transforming statusEmerging dimensionsAn enabling contextReferences08 Long civilization, changing times and school leadership in ChinaJiacheng LiA demanding callingThe new meaning of school leadershipThe new directionReferences09 Leade...
