Read more
In an unpredictable world, how do we go about supporting leaders to develop more democratic and inclusive ways of working and living? The second edition of Leadership Development in Practice: A Complexity Approach draws on autoethnographic accounts of experience from practitioners across three continents to explore the leadership development approaches that best support managers to work with uncertainty by taking their experience seriously. It offers an alternative perspective on leadership and organisation for business schools, consultancies, and corporate training functions to adopt in their development of leaders.
Additions to this second edition include as follows:
A new chapter on creating large group dialogue
A more explicit emphasis on what it means to take gender, diversity, and social justice seriously
A review of the burgeoning interest in complexity perspectives on leadership and leadership development since publication of the first edition
This book is essential reading for leadership and organisational development professionals, researchers, and students. It will also be of interest to managers looking for an approach to leadership development that works with how things are rather than with idealisations of how things ought to be.
List of contents
List of Illustrations vi
Foreword to the First Edition vii
Preface to the Second Edition ix
Acknowledgements to the First Edition xii
List of Abbreviations xiv
Introduction to the First Edition 1
1 Leadership, Management, and Entrepreneurship 15
2 Rethinking Leadership 29
3 Rethinking Leadership Development 53
4 Coaching, Psychometrics, and 360° Feedback 79
5 Forum Theatre 106
6 Experiential Exercises 128
7 Action Learning Sets 152
8 Creating Large Group Dialogue 177
9 No Recipes, Just Rules of Thumb 204
Index 209
About the author
Kevin Flinn is a Senior Lecturer in Executive Education at Liverpool John Moores University, UK.
Summary
The second edition of Leadership Development in Practice: A Complexity Approach, draws on auto-ethnographic accounts of experience from practitioners across three continents to explore the leadership development approaches that best support managers to work with uncertainty by taking their experience seriously.
