Leadership in context: Lessons from new leadership theory and current leadership development practice

Leadership in contextKim Turnbull James outlines some of the latest thinking in leadership theory and leadership development and includes three case studies of leadership development programmes which incorporate these ideas.

The author suggests that a traditional conception of leadership, in which leadership is largely equated to leaders’ competences, behaviours and values, needs at the very least to be expanded if leadership development can meet the needs of complex organisations in the 21st century.

Three case studies of leadership development programmes which incorporate these ideas are offered. They do not constitute a blueprint – as, indeed, the paper suggests that leadership development needs to be contextual – but are examples of the application of the principles explored in this paper.

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