Table of Contents

Self-Management and Leadership Development

Self-Management and Leadership Development

New Horizons in Management series

Edited by Mitchell G. Rothstein and Ronald J. Burke

Self-Management and Leadership Development offers a unique perspective on how leaders and aspiring leaders can and should take personal responsibility for their own development. This distinguished book is differentiated from other books on this topic with its view on the instrumental role played by individuals in managing their own development, rather than depending on others, such as their organization, to guide them. Expert scholars in the area of leadership emphasize the importance of self-awareness as the critical starting point in the process. Explicit recommendations are provided on how individuals can manage their own self-assessment as a starting point to their development. The contributors present insights and practical recommendations on how individuals can actively self-manage through a number of typical leadership challenges.

Self- assessment and leadership development: an overview

Mitchell G. Rothstein and Ronad J. Burke

Subjects: business and management, business leadership, organisational behaviour, politics and public policy, leadership


Self-assessment and leadership development: an overview Mitchell G. Rothstein and Ronald J. Burke This volume fills what we see as a critical gap in the research and writing on leadership and leadership development. The topic of leadership is, arguably, the subject of more research and writing than any other topic in the management literature. A search of the data base reveals that there are currently over 8500 books in print with leadership in the title and over 19 800 books listed on the topic of leadership. In addition, there are hundreds of research articles on leadership published in academic journals. Despite this vast literature, our understanding of leadership and how to develop leaders is still falling short. For example, evidence suggests that a shortage of effective leaders exists (Michaels et al, 2001), that organizations are not doing a satisfactory job at developing future leaders (Fulmer and Conger, 2004), and that between 50 to 75 per cent of individuals in leadership positions are underperforming (Hogan and Hogan, 2001), an estimate borne out by the tenure of individuals holding senior level leadership positions, which has steadily fallen over the past two decades (Burke, 2006; Burke and Cooper, 2006). Leadership research has been ongoing for decades. Although this research has accumulated a body of knowledge informing us of what leaders do (for example, Yukl, 1998), this work has not generally been useful in contributing to our understanding of how leaders develop. There are several possible explanations for this. First, a considerable amount...