This chapter focuses on authentic leadership, which has been seen as the ‘magic bullet’ to solve the systemic issues in the socio-economic systems surrounding the lives of most individuals, organizations, and governments. Its simple message of ‘being yourself’ appears to be relatively easy to grasp and moves away from trait-based or charismatic models. It can be applied in different contexts and situations too, negating the need to consider a host of different elements and demands. It is also attractive, in that the model prescribes a set of behaviours for leaders. The link between the authentic ‘self’, the authentic leader, and authentic leadership has been made clear with the building blocks based around the need for the individual to act true to themselves before trying to become an authentic leader. Finally, as the process appears defined, so too is the implication that authentic leadership can be developed and learnt.
Chapter
Authentic leadership
Chapter
Authentic leadership: A solution in search of a problem?
This chapter focuses on the background to the growth of authentic leadership as a popular approach to leadership. The acknowledged normative and instrumentalist goals of authentic leadership explored in the chapter were designed to combat the array of corporate scandals and poor economic performance which had resulted in a loss of faith in previous leadership approaches in the run-up to the turn of the last century. The chapter presents the flaws in the formulation of authentic leadership which are now threatening its ongoing usefulness as a meaningful theory. It also explores the existentialist and psychodynamic critiques of authentic leadership. The recent proposal of the re-grounding of the notion of authentic leadership from a practice perspective is also discussed.
Chapter
Behavioural models
This chapter examines behavioural models, considering not who a leader is, but how a leader behaves. Behavioural models began to evolve as a result of dissatisfaction with the Great Man-type theories of leadership which ascribed successful leadership to inherited traits. The belief and hope was that, with the right kind of developmental procedures and processes in place, individuals could be trained to become leaders. This belief was supported by the growing science and theories investigating how humans learn. While there was (and is) disagreement over this process, leadership writers and academics have used the underpinning philosophy—that humans can learn—to develop the behavioural and skills model. Although the approach is not without its drawbacks, the behavioural model can help both organizations and individuals define what they mean by ‘leadership’.
Chapter
Born versus made: Early approaches to understanding leadership
This chapter evaluates early leadership theories, which argued that leaders are great men or possess inherited attributes that define them as leaders. It describes how this idea led to a belief that traits or characteristics of leaders could be identified and subsequently be used in training and development interventions. The chapter also explores the main critique of trait theory, that is, the idea that leadership is dependent on the situation faced by the leader, and that a leader should be able to adapt their behaviour to different situations. The ideas raised by trait and contingency approaches were linked to the use of competency models by modern businesses. Finally, critiques of these ideas, including a brief discussion of leadership and gender, are reviewed.
Chapter
Charisma and transformational leadership
This chapter evaluates charismatic leadership and transformational leadership, which are both subjects that have attracted a degree of attention recently. Most of the empirical research supports ‘the notion that transformational leadership has a favourable influence upon followers’ performance’. Indeed, there is a powerful anecdotal pull towards this notion of a heroic leader, with many historical examples available to support the idea of a singular person striding through the haze to lead a bedraggled and confused group towards safety. Hollywood and popular fiction also support this idealized image; however, there are some concerns that need to be considered. This heroic leadership focuses too much on the leader and how the leader manipulates followers towards a goal. Tied to this is the view that such a model is elitist, with the transformational leader creating change and directing effort regardless of the needs of the followers.
Chapter
Community, national culture, and place
This chapter assesses leadership from a societal perspective, with a particular focus on community, national culture, and context and place. It reflects on the similarities and differences between leadership in organizations and communities, suggesting that attention be given to the manner in which we create meaningful and enduring relationships with others and a sense of trust and belonging. The chapter then considers how, while the world is becoming increasingly inter-connected and ‘global’, we must still embrace and value local differences. Place affects leadership and leadership affects place—the chapter suggests a ‘worldly’ approach to leadership practice and development that enables us to situate ourselves in the wider scheme of things while also embracing the richness and diversity of local contexts. It concludes with some observations on the nature and importance of context and place in studying and understanding leadership.
Chapter
Conclusion: Where next for leadership studies?
This concluding chapter addresses the question of ‘where next for leadership?’ It considers issues of responsibility, spirituality, and alternatives to leadership before outlining a call to re-route leadership theory, research practice, and development. The chapter looks at the principles underpinning the neoliberal, ‘corporate social responsibility’ (CSR)/stakeholder, and interactive/revised stakeholder models of the corporation and the implications for leadership and management practice. It then suggests that the topic of leadership requires us to grapple with fundamental questions about purpose and meaning for which there are no universal answers. Instead, we must develop a deep curiosity and a capacity and willingness to reflect and learn from experience if we are to achieve what is best for ourselves and others.
Chapter
Crafting leadership practice and identity
This chapter integrates the many strands and themes on leadership presented in the book. It offers some frameworks and suggestions for how the themes and theories can be assimilated and digested. It also provides possible ways in which leadership practitioners can make comparisons and connections in order to decide which theories and ideas are likely to add value for them now or as their careers progress. It gives some touchstones that can be revisited at regular intervals in creating and maintaining a sense of leader identity. The chapter concludes with an encouragement to bring theory and practise together in a way that is practical and productive, thoughtful and evidence-based.
Chapter
Critical approaches to leadership
This chapter presents a range of critical perspectives in relation to the mainstream leadership literature. It begins by examining the origins of Critical Theory in Marxism and the assumption of ‘natural’ class-based divisions between leaders and workers, together with the implications for leader/follower power relations. It goes on to consider how critical management studies has challenged the hegemony of mainstream management theory, and how a separate critical leadership study (CLS) genre is developing. The chapter explores how CLS has added to our understanding of leadership and highlights its specific contributions in relation to the key emancipatory standpoints of gender, class, and ethnicity. Lastly, the chapter examines the prevalence of a Western cultural bias in leadership writing and the emergence of alternative, Eastern perspectives on how leadership can be practised and understood.
Chapter
Diversity and leadership
This chapter studies the relationship between diversity and leadership, starting with a discussion of social identity theory. Leaders have to be capable of managing in a complex and dynamic landscape that is made up of many different facets and many different tensions that arise from the web of interconnections. The most complex problem is being able to deal with both leaders and followers who comprise an ever-expanding number of nationalities, abilities, and demands. Being able to lead and/or follow when faced with this degree of heterogeneity, and stay within a legal framework that can present its own demands, requires managers to be flexible in their approach to the task/people. A quick search for ‘illegal discrimination’ will show how frequently companies and individuals get this aspect of their organizational life wrong. As leaders, there is a vital role to play in ensuring leadership is inclusive.
Chapter
The emotional dynamics of leadership
This chapter examines the concept of the leader more holistically, as a complex emotional human being, constructed as a ‘leader’ through stories and narrative. It begins with a discussion of transformational leadership and charisma, exploring how leaders can use behaviours like the ‘Four Is’ to inspire others, so that follower behaviour stems not from an extrinsic reward like money, but from a belief that the leader's vision is morally right. However, leaders' efforts to inspire often fail when they appear inauthentic—when it appears that the leader's vision does not match their actions, or when somehow their values feel out of place with organizational culture. Authenticity requires a vulnerability that is often associated with emotional intelligence. One effective way that leaders inspire and regulate the emotions of others is through the careful crafting of narratives—a form of storytelling. The chapter concludes by discussing ‘identity work’ in leadership development.
Chapter
Emotional intelligence
This chapter describes emotional intelligence (EI), which concerns the ability to carry out accurate reasoning about emotions and the ability to use emotions and emotional knowledge to enhance thought. Reporter Daniel Goleman proposes that by managing one's own emotions and manipulating other people’s emotions, a person could become successful. Goleman claims that EI was more important than intelligence quotient (IQ) in determining the chances of an individual becoming �successful�. The reason for this was linked to the changing nature of work and leadership, from being a command-and-control activity to one concerned with winning the hearts and minds of the workforce. The ability to manage emotions in this more liberal environment, it was asserted, was the key skill for aspiring leaders, and possession of such talent became a key to determining the likely success of a potential leader.
Chapter
Ethical leadership
This chapter explores different ethical frameworks, reviews the nascent literature surrounding ‘ethical leadership’, and examines related ideas such as whistle-blowing. In considering what is ‘right’ and ‘wrong’, the main challenge for leaders is tied up in the very nature of leadership and its ‘essentially contested nature’. However, leadership occupies a social space—meaning that it is defined by those who engage in it—and that it forms part of the broader social experience. Consequently, as a leader’s social environment changes, so does the definition of leadership—and by inference, ‘good’ leadership. Ethics, morals, and values are linked to a broad consistent framework so that in any situation a leader should know what should or should not be done. In terms of moral development, regardless of the initial position adopted, a person can evolve in terms of their moral judgement as they gain wisdom and a broader understanding of human nature.
Book
Richard Bolden, Jonathan Gosling, and Beverley Hawkins
Exploring Leadership aims to support the personal and professional development of both aspiring and experienced leaders. Investigating the complex dynamics of power, identity, and purpose in organizations and wider society, it critically examines significant global issues such as diversity and inclusion, the environmental crisis, and the recent Covid-19 pandemic to reveal the systemic nature of leadership in a complex and ever-changing world. Examples and case studies include: ancestral leadership in Maori communities; consideration of Ukrainian president Volodymyr Zelensky as a transformational leader; and leadership paradoxes in the Singaporean Civil Service. The book is made up of five parts. The first part is concerned with framing leadership and the leader. The second part looks at leadership traits, styles, and the dynamics of leadership. The next part is about leadership within the organization. The fourth part is about ethics and alternatives to leaderships. The final part looks at emerging perspectives and enduring dilemmas. The final question is, where next for leadership theory and practice?
Chapter
Followership
This chapter assesses followership. Organizations should examine their employees for good followership potential as well as for their leadership potential. Both of these are roles rather than positions, and as such need to be viewed with the same level of interest. Leader�member exchange theory gives a map for examining the individual relationship between two people in two different roles. It goes on to suggest that relationships of different quality emerge between a leader and followers. This quality, in turn, affects the perceptions of the leader, who may view some individuals as trustworthy and competent and others as lazy and unreliable. These judgements may be affected by a leader's past experiences as well as impression management on the part of the followers. However, trying to predict the likely outcome of any follower—leader interaction may be challenging.
Chapter
Followership, bad and toxic leadership
This chapter surveys the theories and research on followers and followership. It begins by highlighting the leader-centric nature of many leadership theories and discusses the idea in these theories that portrays followers as passive victims. It then moves on to develop follower-centric ideas. The possibility that followers can construct or allow for the development of certain types of leaders is highlighted. The chapter also explores the impact that toxic, bad, and destructive leadership has on followers, and the contribution followers may make to permitting such leadership to develop. The toxic triangle consisting of a destructive leader, susceptible followers, and a conducive environment is introduced.
Chapter
Gender and Inclusion, Digital Disruption, and Ethics
This chapter begins by exploring the relationship between gender and leadership and what can be done to create more inclusive environments where people are supported and encouraged to contribute to leadership no matter what their demographic characteristics or background. It argues that systemic inequalities continue to privilege particular forms of ‘leadership’ and not others and that in order to make progress on these issues we need to fundamentally shift narratives, culture, and expectations. The chapter then considers the impact of digital transformation on leadership and both the opportunities and challenges this poses. It concludes by returning to the question of ethics and the fundamental and enduring dilemmas this poses around practicing and developing ‘good’ leadership. Arguably, many large corporations have the potential to negatively impact on the democratic process and calls are increasing for responsible and ethical leadership in all areas of business and society.
Chapter
Grand challenges: Leading the issues that matter
This chapter addresses leadership in relation to some of the world's ‘grand challenges’. An underlying question is: how can leadership help us to bring about necessary changes in direction and power relations? The chapter looks at the intransigence that seems to be built into the global economy and massive corporations. It recognizes the need for some form of ‘earth stewardship’, and therefore for governance. The chapter then examines models of leadership that are deemed necessary for building and sustaining a more balanced and regenerative economy, and also considers the possibility that sustainability might not be achieved, in which case adaptation to changing climate might have to extend to societal collapse. Finally, it identifies three kinds of beliefs about how systems change before discussing the leadership of social movements.
Chapter
Introduction
This introductory chapter is intended to provide an overview of the beginnings of leadership as a discipline. The chapter considers what leadership is and is not. The concepts of traits and characteristics are introduced, followed by an overview of the key theories which will be discussed throughout the text. This opening chapter is intended to summarize the contents of each chapter of the book to provide the reader with key context before moving on.
Chapter
Introduction: Exploring leadership
This introductory chapter provides an overview of how this book contributes to the already vast literature on leadership theory and practice. It outlines the changing perspectives on how leadership has been conceptualized and researched, including the common distinction between leadership and management. The chapter then considers why it is an 'essentially contested' concept. Understanding why the topic of ‘leadership’ has proven so hard to pin down is a key step towards developing a richer, more nuanced appreciation and understanding of what can be done to improve leadership practice as individuals, in organizations and in societies. The chapter concludes with a call to 'reframe' leadership in terms of the relative focus on individual and collective approaches; the ways in which we recognize, reward, and develop leaders and leadership; and methodologies and approaches for studying and researching leadership.
