Leadership Development and Practice

Major Works

Edited by: Richard Hall, David Grant & Joseph Raelin

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    • Publisher: SAGE Publications Ltd |
    • Publication Year: 2014 |
    • Online Publication Date: June 10, 2015 |
    • DOI: 10.4135/9781473915374 |
    • Print ISBN: 9781446267929 |
    • Online ISBN: 9781473915374 |
    • Series: SAGE Benchmarks in Leadership |
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Abstract

Emerging complexities have arisen regarding leadership, leadership studies and leadership development requiring new approaches and new styles of organizational leadership. Changing environmental conditions including globalisation, climate change, increased market volatility, and shifts in the balance of power in the global political economy suggest the need for more creative, interactive and longer-term strategic leadership. In order to address and react to these shifts in understanding, one must review some essential questions: what constitutes leadership in the organisation, what is it that leaders actually do, or should do, and what can leadership achieve? Once confronted, the critical question addressed in this work is: how do we develop leadership to be more responsive to contemporary organizational conditions.

This major work on Leadership Development and Practice will engage this question ...

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  • Editors' Introduction: Leadership Development and Practice
    RichardHall, DavidGrant and JosephRaelin

    The interest in leadership development has not abated even while critics have cast doubt about the value and outcomes of its practice (see, e.g., Howard & Wellins, 2008). Leadership development is still seen as a source of competitive advantage (McCall, 1998; Vicere & Fulmer, 1998) because it allows for the full fruition of human capital contribution to the organization. It is also seen as a primary source of response and innovation in a so-called ‘VUCA’ world, one characterized by volatility, uncertainty, complexity, and ambiguousness (Hicks Stiehm & Townsend, 2002; Petrie, 2011). So, to combat volatility, we need to build the capacity for leaders to cope with change; to confront uncertainty, we need leaders who can learn ...

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