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This book is about the "leadership illusion"; the habit of writers, researchers and leaders, when considering causes of success or failure, to focus mainly on the individual and often the context but rarely both. This book argues that context and individual are inextricably linked and we first must make sense of the context in which leaders operate.
List of contents
Introduction - Making Connections and Shifting Perspectives The Leadership Illusion - The Importance of Context and Connections A Universe of Networks Do Leaders Bowl Alone? Making the Invisible Visible Leadership: Inside - Out Network Leaders in the Real World Implications and Applications for Organisations
About the author
TONY HALL has worked across the world in both the private and public sectors helping organisations and their leaders to improve performance. His key areas of experience and interest lie in the area of innovative and effective approaches to organisational and leadership development, particularly in relation to social networks and their relevance to the delivery of strategic goals.
KAREN JANMAN completed a doctorate and lectured in Organisational Psychology before becoming a consultant and executive coach. She has consulted to a wide range of organisations on a number of topics from change management to the assessment and development of senior executives. Her current focus is upon enabling leaders to achieve their potential and their goals through the development of diverse social networks.
Tony and Karen are co-founders of a specialist consultancy that provides tools and development to leaders and their organisations in order to deliver their strategic goals through effective social networks. They can be contacted via: enquiries@four-pi.com
Summary
This book is about the "leadership illusion"; the habit of writers, researchers and leaders, when considering causes of success or failure, to focus mainly on the individual and often the context but rarely both. This book argues that context and individual are inextricably linked and we first must make sense of the context in which leaders operate.
