Edited by Paul Sparrow and Cary L. Cooper
The chapter reviews definitions of leadership potential, the nature of succession programmes, and the underlying leadership models. It explains the main approaches taken – leader-centric approaches, traits and behaviours of leaders, ethical and relational approaches, follower-centric approaches, team leadership and identity-based approaches. It argues the leader-centric approach is over-used. It argues we need to re-examine the assumptions and paradigms we currently use in the study of leadership, as well as our methodologies. It lays out some new paradigms of leadership, and explains the methodologies that will enhance our understanding of what is a complex phenomenon. It signals two important areas of research that now need to be addressed. First, to understand leadership as it is conducted in a context of strategic collaboration at the industry and firm level, predicated on more collaborative cultures at the top of the organisation. Second, the role of HR directors as coaches of their organisations.
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