Gower Handbook of Leadership and Management Development (5th Edition) - Richard Thorpe - [N27]seeders: 7
leechers: 7
Gower Handbook of Leadership and Management Development (5th Edition) - Richard Thorpe - [N27] (Size: 10.19 MB)
DescriptionGower Handbook of Leadership and Management Development by Richard Thorpe English | PDF | ISBN-10: 0566088584 | ISBN-13: 978-0566088582 April 22, 2016 | Gower  Management & Leadership, Leadership, Business Development CONTENTS Cover Contents List of Figures List of Tables Preface by Alan Mumford Preface to the New Edition by Jeff Gold and Richard Thorpe About the Editors PART 1 Leadership and Management Development in the Twenty-first Century PART 2 Strategic Work in Leadership and Management Development PART 3 Basics PART 4 Advanced Processes and Tools PART 5 Widening Horizons Index Excerpt: ‘Leadership’ has always been a popular term, and has appeared in an ever-increasing number of books, all offering insight into how managers and very often those carrying the title of leader can develop themselves and their organisations in the context of rapid change and globalisation. There has also been a growth in leadership centres – often called ‘academies’ – that purport to improve the leadership skills of particular groups of professionals.1 Those involved in developing managers have long been puzzled by leadership being so prominent at the expense of management, and there has been a great deal of speculation as to why this should be so. One explanation we offer is that management literature has always drawn a distinction between management and leadership, acknowledging a difference between aspects of an organisation that might be said to be in steady state or routine, and aspects that might be depicted as in flux, unprogrammed, complex, and ambiguous and so on, for which where there are no ‘correct’ answers and management decisions require judgement. Herbert Simon’s2 studies on decision making in the 1950s and Bennis’s research on leadership in the 1980/90s exemplify this point. Leadership might be seen as activity that is visionary, creative, inspirational, energising and transformational, whereas management might be seen as dealing with the day-to-day routine, much more transactional and so requiring good operational skills. In one sense then, the growth and interest in leadership might simply reflect the changing nature of managerial work. However, commentators also detect some degree of inflation in the use of the word ‘leadership’ compared to ‘management’. When management is de ned in relation to administration, for example, it is the word ‘management’ that conveys the sense of strategy and creative endeavour, with ‘administration’ seen as embodying notions of efficiency and routine. When leadership is de ned in relation to management, however,it is leadership that is then cast as the creative function, with management seen as relating more to day-to-day work. It is perhaps interesting to point out that the MBA degree, the only general master’s qualification in management that is truly international, and still relatively popular, is actually a Master of Business Administration, although leadership will undoubtedly be a prominent aspect of its content. Sharing Widget |