Leadership in Organizations: Current Issues and Key Trends

Leadership in Organizations: Current Issues and Key Trends

Leadership in Organizations: Current Issues and Key Trends

Leadership in Organizations: Current Issues and Key Trends

Synopsis

Leadership has proved a tricky beast to pin down and the subject has been approached from a variety of perspectives over the years. The beauty of this textbook lies in its role as an illustrative guide though the wilds of an elusive discipline.

This second edition of Leadership in Organizations: Current Issues and Key Trendsoffers a balanced combination of theory and practice to provide an up-to-date account of this multi-faceted topic. Looking at the international and comparative aspects of leadership, Storey also discusses new modes of leadership that will be required to steer organizations to success in a recessive environment. Topics include:

  • Changing theories of leadership
  • Strategy and leadership
  • Ethics and leadership
  • Leadership development in public sector organizations
  • Followership and distributed leadership
  • Leadership development in multi-national firms

With improved pedagogical features, this new edition is the ideal text for students of leadership studies, as well as practitioners looking to enhance their leadership skills.

Excerpt

The Leader

I wanna be the leader
I wanna be the leader
Can I be the leader?
Can I? I can?
Promise? Promise?
Yippee I’m the leader
I’m the leader
OK what shall we do?

(Roger McGough, ‘The Leader’,
from the collection Sky in the Pie)

Roger McGough’s short poem playfully, but effectively, highlights and pokes fun at the allure of leadership. The years around the turn of the century marked a resurgence of interest in the idea of leadership. As explained in the following chapters, leaders and leadership became celebrated and hawked around as panaceas for numerous organizational and societal ills and ‘challenges’. Yet recently, with the global crisis from around 2008, we have witnessed a dramatic puncturing of some of the more puffed-up versions of the idea. There is now, arguably, a new crisis of leadership. One aspect of this (and one at odds with the thrust of McGough’s ‘wannabe’ sentiment) is that finding suitable recruits for top leadership positions such as headteachers and chief executives of NHS trusts is increasingly problematic. Many top leadership posts remain unfilled.

But the alluring idea that somehow ‘a leader’ can resolve almost any set of problems has by no means gone away. The origins of this book stem from a series of discussions with managers from public and private sector organizations of all kinds. While working with them on training, research and consultancy projects concerning strategy, change management, human resource management, innovation, performance management and other related issues, they would frequently ask – often in passing – about ‘leadership’. They were usually perplexed by the subject and were anxious to discuss it. What finally prompted commencement of the book was a series of enquiries from management development directors, most of whom were uncertain how, or whether, to respond to the expectation that they should be doing ‘something more or different on leadership’.

These managers were well aware that there is a vast supply of courses readily available on the subject, but they were looking for some independent guidance on how to negotiate their way through the many issues that faced them as corporate customers and suppliers. It subsequently became apparent that their general manager colleagues shared similar concerns.

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