Abstract
PurposeGiven the dynamic uncertainty of markets and the painful consequences of wrong choices, we need to adopt a realistic perspective on how to develop the next generation of leaders to respond to these and other dilemmas.Design/Methodology/ApproachAt the simplest level, good leadership is determined by who we are, what we do and how we do it. I contend that practice is essential: that leadership skills and competencies improve with experimentation, applied experience, critical self-evaluation and refinement. 10;FindingsIn sum, leadership is a journey of discovery. Leaders become competent only through deliberate practice, seeking feedback, engaging in humble reflection and remaining open to change.Practical/ImplicationsLearning how to lead in radically different situations in a volatile era is not a challenge that a model can resolve.Originality/valueOur current leadership models fail to offer useful, practicable guidance. Every good leader must makes choices based on a combination of factors, including his or her perception of organizational priorities, interpretation of the landscape and composition of stakeholders
Published Version
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