Section 1: Being a leader (The nature and role of leadership)
This section looks at the principles and practice of leadership, from theory through to the development of the reader’s own leadership ability. There will be a lot of reference to different sources of leadership and management theory, with the key features of the different models examined and compared. From this will emerge a sort of consensus model that will provide the basis for the development of readers’ own leadership skills and for the application of these through the rest of the book.
1. Leadership and management
This chapter acts as the overall introduction to the book, by examining the nature of leadership and contrasting it with management, identifying the main themes that different models have in common, to arrive at a pair of working definitions that present management and leadership as overlapping. I will argue that effective managers are also leaders, and that effective leaders are also managers, that both are different but complementary dimensions of the same phenomenon, using Lawrence Appley’s definition of managers as ‘people who get things done through people’.
This overview will also present some of the key theoretical perspectives on management (from people like Kotter, Bass, Adair, Greenleaf, etc) and try to identify their common features to arrive at a ‘unified’ model of leadership. There will be a particular emphasis on the role of leadership at first line (and middle?) management level, looking at how the role of leaders varies at different levels within the hierarchy, reflecting their closeness to the people being led and their ability to shape the broad vision and strategy of the organisation.
2. Morality, ethics and integrity
This chapter is designed to emphasis that leadership is closely linked to ideas about morality and integrity. It will explore what we mean by these