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The capabilities leaders are required to demonstrate have changed and will no doubt continue to do so. As there is no change without learning, their development experiences are critical. Too many development programmes are preoccupied with defining what leaders should learn, but 'content' is conditioned by dynamic circumstances and in the volatile, uncertain, complex, and ambiguous (VUCA) organizational world, it is rapidly out of date.
Developing Leaders For Real: Proven approaches that deliver impact presents chapters from international experts analysing approaches to leadership development that have actually delivered results, capturing how executives at all levels really learn to become better organizational leaders.
The chapters:
• Share with developers how to create contexts for learning that enable leaders to develop the capabilities needed to thrive in the fast-paced business environment
• Provide examples of formal processes of development which have worked in practice
• Demonstrate the need for experiential involvement, self-reflection, and a holistic approach
Over the last few years, it has become increasingly clear to most providers, prescribers and consumers of leadership development programs that too often, the impact of these programs is much less significant and durable than the world rightfully expects from them. [Developing Leaders for Real] examines the causes of this situation and proposes a number of excellent and diverse principles and practices that will help improve it. It is an essential read for anyone – academic or practitioner – interested in making leadership development the game changer that the world needs it to be if we are to tackle the world’s problems more effectively.
Harry Gray has worked in education throughout his career at all levels. He helped establish education management as a sub-discipline and has been a consultant in all sectors including industry and the third sector. He is CSO of CANAL Ltd working to develop the labour market through retired people.
Anne Gimson is CEO of Strategic Developments (Int) Limited and has supported organisational leaders in their development through Self Managed Learning programmes and individual/team coaching for nearly 30 years. Working cross-culturally in some of the world’s largest businesses, she is also Editor-in-Chief, ‘Development & Learning in Organizations – an international journal’.
Ian Cunningham is the founder of Self Managed Learning (SML) College in Brighton. Ian is also a:- Dancer (member of Three Score Dance Company since 2011); Welder (City and Guilds qualified); Organisation Development consultant (for 40 years); Writer (8 books and over 100 other publications); Company Director.
Foreword; Peter Honey
Chapter 1. Developing Leaders: the Good, the Bad and the Ugly; Anne Gimson, Harry Gray, and Ian Cunningham
Chapter 2. Leadership : A Function of Organisations as Complex Systems; Harry Gray
Chapter 3. Self Managing Leaders: Lessons in Learning; Ian Cunningham
Part 1 – Contexts for Leadership Development
Chapter 4. Leadership Development: Examples from Central and Eastern Europe; Magdolna Csath
Chapter 5. Learning Leadership in a Multi-cultural Country: South Africa; Chris Van Wyk
Chapter 6. Leadership Development Across the Divides: from Triple Helix to Converging Spheres; Tony Eccles
Chapter 7. Leadership Development in Higher Education Contexts: Exploring the Efficacy of Widely-used Approaches; Brian Findsen
Chapter 8. Leadership Development Lessons from India: Contextual Enablers within Organisations; Shilpa Kabra Maheshwari
Chapter 9. Learning in Groups: Working with Difference; Michael Reynolds
Part 2 – Programmes, Processes & Frames for Leadership Development
Chapter 10. Holistic and Strategic Leadership Development: The Impact of Self Managed Learning; Anne Gimson
Chapter 11. Service Leadership Development: Service-learning at a Hong Kong University; Maureen Yin-Lee Chan and Robin Snell
Chapter 12. Space, Place and Time: How Consideration of these Factors Impact Leadership Development Design and Practice; Arthur Turner
Chapter 13. Organisations as Soap-opera: Leading Change and Continuity through Narrative-based OD; Anne Murphy and Jonathan Gosling
Chapter 14. Treading the Noble Eightfold Path: a Leadership Development Strategy in a VUCA World; Joan Marques
Chapter 15. The Role of Coaching and Mentoring : Addressing the Leadership Deficit; David Clutterbuck
Chapter 16. Where next for Leadership Development?: Problems, Potential and Possibilities; Ian Cunnigham, Anne Gimson, and Harry Gray