Owen, Hilarie (Ed). (2012). New Thinking on Leadership: A Global Perspective

Abstract

New Thinking on Leadership: A Global PerspectivePhiladelphia, PA: Kogan Page Limited. ISBN 978 0 7494 6633 6In this edited volume, Hilarie Owen compiles essays from contributors around the globe. Ms. Owen is a well-known and highly published leadership author. Her intention in this book is describe and highlight society's current dissatisfaction with many of its and consequently, the increasing desire for effective leadership. Interested readers of this book can come from many disciplines or interests. Academic researchers and educators those desiring a more in-depth treatment of current leadership topics will find this book of interest. various essays contained in the book are clearly written for readers who have more than just a basic understanding of the current state of leadership in terms of context, development, and evolution.At 171 pages, the book is a straightforward and easily managed read. It is divided into two parts. first part, titled Challenges for Leadership includes essays that describe the current state of the practice of leadership. second part, titled The Transformation of Leadership describes, through real-world examples and research constructs, how leadership and are taking new directions in response the demands of their constituents. There are a total of ten chapters or individuals essays: six are contained in the first part, four are found in the second part. Ms. Owen writes the introduction the book as well as its last chapter. Several essays are notable in their direct and up-front account of the current state of global leadership and the actions many communities are taking develop better leaders.In Chapter Four, Tracy Manning writes a very convincing essay on the effect of implicit beliefs on the development of individual leadership throughout a person's lifetime. idea that what we believe about and leadership and how these beliefs shape our understanding about who are and what they really do is a major consideration when designing any type of leadership education or development program. Manning begins by describing the concept of schemas or ways our brains have developed aid us in dealing with a lot of incoming information. Schemas are extensively employed when we as a species, look at anything in our environments that is complex. Frequently called stereotypes, these specialized schemas allow us quickly process and some extent, understand the notion or concept of leadership. This particular stereotype is more appropriately termed an implicit leadership theory. Manning describes many of the more recognizable implicit leadership theories, such as: leaders are born, not made, or to be a leader, you need a leadership position/role and power over others. Then, she further outlines the implicit nature of these stereotypes by describing various research studies that refute or support the subject theory. As an example, Manning references studies that show roughly 30 per cent of what might be defined as leadership ability can be connected a genetic pre-disposition, while the remaining 70% is developed through more formal and informal experiences. last part of this chapter investigates the cultural persistence of implicit leadership theories and how they shape individual leader identity within communities. If a particular culture's influence in terms of an implicit leadership theory tends cause individual persons view themselves as non-leaders, then it becomes difficult educate or develop them be more effective leaders. In essence, they won't believe that this type of development is possible. Manning's final thoughts explore the ways that individuals can modify their own implicit leadership theories allow for further leadership development. First, it's important understand what one's leader identity consists of, or what comprises one's leadership beliefs. Also, it's critical explore whether or not one believes that their leadership ability is fixed, whether it can be further developed and what extent. …