This Field Guide offers a rich variety of academic approaches to facilitate leadership development in adults. It is an invaluable resource, giving insightful worked examples linked to theory and reflective commentary. The extensive experiences of world leading exponents of leadership development are distilled into practical application for immediate use. The Editors have selected a diverse range of approaches to leadership development which demonstrate the broad platform of techniques and methods that enable leadership in individuals and organisations to flourish. This Field Guide is embedded in theoretical and academic ideas but still provides accessible and comprehensive knowledge to development teams. Key points at the end of each chapter help the reader to adopt or translate the approaches for their own organisation and industrial context. This Field Guide will be an invaluable resource for human resource specialists, learning facilitators and trainers, and faculty heads. It will also appeal to leadership academics and postgraduate students, such as Masters students in business and psychology, and those focusing on careers in human resources and education. Contributors: S.J. Allen, A. Armitage, S. Bainbridge, S. Barnes, R. Bathurst, J. Billsberry, P. Chapman, K. DeCay, G. Edwards, C.P. Egri, S. Endres, J.L. Goolsby, J. Gosling, E. Guthey, B. Hawkins, C. Jarvis, D.M. Jenkins, S. Kempster, F. Kennedy, D. Ladkin, J. MacInnes, N. Modha, J.C. Quick, D. Schedlitzki, A.J. Schwartz, W.I. Serhane, S. Smith, A.F. Turner, M. Uhl-Bien, E. Watton, J. Weibler, S. Western

'This book is a winner. It bridges the gaps between leaders, leadership scholars and leadership development practitioners to introduce an exciting new model for how they can learn both from and with each other to develop effective leadership in SMEs. Blending practitioners' narratives, detailed accounts of their development process and a healthy platter of 'theory sandwiches', the book brings academic theory alive for practitioners and highlights the theoretical significance of small business leadership experience.' - Eric Guthey, The Copenhagen Business School, Denmark 'This could be the most important leadership book you have ever purchased. Underpinned by Steve Kempster's research and operationalised so well by Stewart Barnes and Sue Smith, the LEAD Programme is the shining light of British Leadership Development. Having participated in the research, and joined in the teaching, and having been a recipient of the programme, I can vouch for it - LEAD works. But here's the thing ... it is not just for SMEs.' - Ken Parry, Deakin University, Australia This is one of the first books to fully value and realize the connection between leadership and learning in SMEs. It provides a real-life narrative, encapsulating the development of business people on a leadership program for SME managers, whilst explaining the key theories, models and techniques that underpin the leadership methods and approaches deployed at each stage of the delegate's journey. The book follows three owner/managers over a ten-month period. Each chapter splits into two - an aesthetic narrative on the learning journey and a 'theory sandwich', which draws the reader's attention to the theories, models and debates underpinning the learning at each stage of the delegate's journey. Academics as well as students will benefit from the research-based examination of leadership learning in the SME context, as it will allow them to stand in the shoes of owners or managers. Policy makers and practitioners will also find the narrative both revealing and informative.

This Field Guide offers a rich variety of academic approaches to facilitate leadership development in adults. It is an invaluable resource, giving insightful worked examples linked to theory and reflective commentary. The extensive experiences of world leading exponents of leadership development are distilled into practical application for immediate use. The Editors have selected a diverse range of approaches to leadership development which demonstrate the broad platform of techniques and methods that enable leadership in individuals and organisations to flourish. This Field Guide is embedded in theoretical and academic ideas but still provides accessible and comprehensive knowledge to development teams. Key points at the end of each chapter help the reader to adopt or translate the approaches for their own organisation and industrial context. This Field Guide will be an invaluable resource for human resource specialists, learning facilitators and trainers, and faculty heads. It will also appeal to leadership academics and postgraduate students, such as Masters students in business and psychology, and those focusing on careers in human resources and education. Contributors: S.J. Allen, A. Armitage, S. Bainbridge, S. Barnes, R. Bathurst, J. Billsberry, P. Chapman, K. DeCay, G. Edwards, C.P. Egri, S. Endres, J.L. Goolsby, J. Gosling, E. Guthey, B. Hawkins, C. Jarvis, D.M. Jenkins, S. Kempster, F. Kennedy, D. Ladkin, J. MacInnes, N. Modha, J.C. Quick, D. Schedlitzki, A.J. Schwartz, W.I. Serhane, S. Smith, A.F. Turner, M. Uhl-Bien, E. Watton, J. Weibler, S. Western

This book seeks to answer the question of 'leadership for what?'. We shall outline an answer by focusing on responsible leadership of purpose through an inter-disciplinary perspective. Responsible leadership moves the axis of leadership from leader-followers to leader-stakeholders; away from looking at leadership as person-centric - the qualities, abilities, and effectiveness of the leader, to a focus on the purposes, responsibilities and activities of leadership. Leadership orientation is about realising value for a range of constituencies, not just the shareholders of the business. In this way this book offers up an alternative business model to that of dominant neo-liberal approaches to capitalism and its flow-on effect to the leadership project. This is a model that draws on a most obvious assumption - if leaders maximise the use of all the capitals of their business they will maximise their dividends, and thus deliver their responsibility to the shareholders as well as other relevant stakeholders. This book explores how five dividends (based on five capitals) can be developed through attention to a sixth dividend (and sixth capital) - the dividend from our planet and communities. The planetary dividend is the flourishing of humanity - but it is also a significant dividend to the business. For example, by engaging the business in a purpose-led orientation to enhance the planetary dividend, the dividend from human resourcefulness becomes manifest - employee sense of purpose, commitment, passion and energy. The realisation of such can also connect with dividends from innovation, operations and brands. For example, the business benefits from a purpose-driven brand. In short, responsible leadership of purpose outlines a case for leadership to focus on a connected portfolio of 'good' dividends as an answer to the question 'leadership for what?' The book is written by academics and organisational leaders. It draws on a range of research with leaders from a variety of contexts to illustrate the challenges but also the benefits of this argument. It is an ambitious book: ambitious, in terms of moving leadership towards realising purpose; ambitious by seeking to align a range of business disciplines around responsible leadership; and ambitious because it challenges the dominant assumptions that shape business leadership. However, it is based on a simple question: why would a business not wish to generate good dividends for all its stakeholders?

'This book is a winner. It bridges the gaps between leaders, leadership scholars and leadership development practitioners to introduce an exciting new model for how they can learn both from and with each other to develop effective leadership in SMEs. Blending practitioners' narratives, detailed accounts of their development process and a healthy platter of 'theory sandwiches', the book brings academic theory alive for practitioners and highlights the theoretical significance of small business leadership experience.' - Eric Guthey, The Copenhagen Business School, Denmark 'This could be the most important leadership book you have ever purchased. Underpinned by Steve Kempster's research and operationalised so well by Stewart Barnes and Sue Smith, the LEAD Programme is the shining light of British Leadership Development. Having participated in the research, and joined in the teaching, and having been a recipient of the programme, I can vouch for it - LEAD works. But here's the thing ... it is not just for SMEs.' - Ken Parry, Deakin University, Australia This is one of the first books to fully value and realize the connection between leadership and learning in SMEs. It provides a real-life narrative, encapsulating the development of business people on a leadership program for SME managers, whilst explaining the key theories, models and techniques that underpin the leadership methods and approaches deployed at each stage of the delegate's journey. The book follows three owner/managers over a ten-month period. Each chapter splits into two - an aesthetic narrative on the learning journey and a 'theory sandwich', which draws the reader's attention to the theories, models and debates underpinning the learning at each stage of the delegate's journey. Academics as well as students will benefit from the research-based examination of leadership learning in the SME context, as it will allow them to stand in the shoes of owners or managers. Policy makers and practitioners will also find the narrative both revealing and informative.

It is time for the development of a new kind of business leadership. Global needs call for a revision of market capitalism and a move towards moral capitalism; a move "from value to values, from shareholders to stakeholders, and from balance sheets to balanced development" (Kofi Annan). With the challenge of this transition in mind, this book argues that it is time for a new understanding of leadership, a new romanticism which looks behind the overvalued, heroic leadership notion. The editors explore a romanticized rhetoric and situate it within current discourses of authentic, distributed and ethical leadership, where societal, economic and environmental challenges require us to take a collective lead towards doing good and growing well. Exploring this dichotomy of romantic ideal and essential requirement, this book combines the insights of leading academics and with those of practitioners in the field. Thought-provoking and engaging it will challenge both thinking and practice, and is essential reading for all those operating or researching in the field of leadership, particularly those who realize the overwhelming challenges of sustainability, and corporate social responsibility which the world now faces.

This book seeks to answer the question of 'leadership for what?'. We shall outline an answer by focusing on responsible leadership of purpose through an inter-disciplinary perspective. Responsible leadership moves the axis of leadership from leader-followers to leader-stakeholders; away from looking at leadership as person-centric - the qualities, abilities, and effectiveness of the leader, to a focus on the purposes, responsibilities and activities of leadership. Leadership orientation is about realising value for a range of constituencies, not just the shareholders of the business. In this way this book offers up an alternative business model to that of dominant neo-liberal approaches to capitalism and its flow-on effect to the leadership project. This is a model that draws on a most obvious assumption - if leaders maximise the use of all the capitals of their business they will maximise their dividends, and thus deliver their responsibility to the shareholders as well as other relevant stakeholders. This book explores how five dividends (based on five capitals) can be developed through attention to a sixth dividend (and sixth capital) - the dividend from our planet and communities. The planetary dividend is the flourishing of humanity - but it is also a significant dividend to the business. For example, by engaging the business in a purpose-led orientation to enhance the planetary dividend, the dividend from human resourcefulness becomes manifest - employee sense of purpose, commitment, passion and energy. The realisation of such can also connect with dividends from innovation, operations and brands. For example, the business benefits from a purpose-driven brand. In short, responsible leadership of purpose outlines a case for leadership to focus on a connected portfolio of 'good' dividends as an answer to the question 'leadership for what?' The book is written by academics and organisational leaders. It draws on a range of research with leaders from a variety of contexts to illustrate the challenges but also the benefits of this argument. It is an ambitious book: ambitious, in terms of moving leadership towards realising purpose; ambitious by seeking to align a range of business disciplines around responsible leadership; and ambitious because it challenges the dominant assumptions that shape business leadership. However, it is based on a simple question: why would a business not wish to generate good dividends for all its stakeholders?

It is time for the development of a new kind of business leadership. Global needs call for a revision of market capitalism and a move towards moral capitalism; a move "from value to values, from shareholders to stakeholders, and from balance sheets to balanced development" (Kofi Annan). With the challenge of this transition in mind, this book argues that it is time for a new understanding of leadership, a new romanticism which looks behind the overvalued, heroic leadership notion. The editors explore a romanticized rhetoric and situate it within current discourses of authentic, distributed and ethical leadership, where societal, economic and environmental challenges require us to take a collective lead towards doing good and growing well. Exploring this dichotomy of romantic ideal and essential requirement, this book combines the insights of leading academics and with those of practitioners in the field. Thought-provoking and engaging it will challenge both thinking and practice, and is essential reading for all those operating or researching in the field of leadership, particularly those who realize the overwhelming challenges of sustainability, and corporate social responsibility which the world now faces.