The Leadership Mind coverResources for The Leadership Mind

Readers will find here a number of longer essays that deal more fully with certain arguments put forward in our book:

Conceptual Confusion – a resource for Chapter 2

Our account in Chapter 2 of The Leadership Mind drew on the review of Rost (1991) which covered books published in the century from 1890 to 1990. We wanted to check the state of play from then until the present. It was not possible within the physical confines of the book to give a comprehensive survey of all that has been written on ‘leadership’ since 1990 to the extent that Rost undertook for his review.

To help readers to make up their own minds what has been going on about ‘leadership’ in the period since the end of Rost’s survey, we review a selection of books from prominent writers on various approaches to ‘leadership’ since 1990. We give a sampling of quotations so readers can get a flavour of how ‘leadership’ is presented in these kinds of writings.

Read the extended review here.

Thought Followership – a resource for Chapter 3

This essay presents an extended account of the argument in Chapter 3 of The Leadership Mind. While it is intended to complement and supplement the chapter in the book, which of necessity had to be a brief statement, it can also be read as a stand-alone essay.

In Chapter 2 we establish that there is a crisis in the thinking about ‘leadership’ in business organisations due to the multitude of conflicting definitions of the fundamental idea of ‘leadership’. This is an unacceptable situation for practitioners in business, and yet shows no sign of being resolved. Our purpose in The Leadership Mind is to attempt a resolution of this problem by formulating a basic, workable, and sustainable concept of ‘leadership’ for business.

To do this, we had to do some necessary ground-clearing operations to create room for thinking afresh about ‘leadership’ in business organisations. One of these was to answer the question: what allows the state of confusion to be perpetuated? This was dealt with in Chapter 2 by establishing that a long-standing logical error in thinking about ‘leadership’ in business organisations provided the space in which the confusion can be perpetuated.

The next question that naturally arises is: what sustains and perpetuates the state of confusion?

Read the essay here.