Field Guide to Leadership Development

Edited by Steve Kempster, Professor of Leadership Learning and Development, Lancaster University Management School, Arthur F. Turner, Senior Lecturer, University of the West of England and Visiting Fellow, University of South Wales and Gareth Edwards, Associate Professor of Leadership Development, University of the West of England, UK

• Contents:1. Beyond the ‘spider’s web’: an introduction to The Field Guide to Leadership Development Steve Kempster, Arthur F. Turner and Gareth EdwardsPart I Relational based approaches2. A Practice-Based Approach to Developing Ethically Responsible LeadersDonna Ladkin3. Collegiate Leadership Competition: An Opportunity for Deliberate Practice on the Road to ExpertiseScott J. Allen, Arthur J. Schwartz and Daniel M. Jenkins4. Going for GOLD: Leadership development through a quasi-non-executive board in the SME context Stewart Barnes, Sue Smith and Steve Kempster: Part II Narrative-based approaches5. Learning to Lead: Biographical Inquiry through Goolsby Interviews James Campbell Quick, Keri DeCay, Navadha Modha, and John L. Goolsby: 6. Leadership development using the poetic voice of care ethicsAndrew Armitage7. Using Greek Mythology in Leadership Development – the role of archetypes for self-reflectionDoris Schedlitzki, Carol Jarvis and Janice MacInnes 8. Tents’: Constructing a narrative of leadership learningSteve KempsterPart III Artefact based approaches9. Leadership artefacts: a process of storytelling within newly formed groups. Emma Watton and Phillipa Chapman10. Leadership Development through VideographyJon Billsberry and Carolyn P. Egri 11. Use of multi-ethnic, contemporary and historical finger puppetsArthur F. Turner12. Seeing beyond the usual - The Social Photo Matrix as an Experiential Method of Leadership Development Wadii Serhane, Sigrid Endres and Jürgen WeiblerPart IV Place-based approaches13. Developing the practice of framing…softly, softly catchee monkey Fiona Kennedy and Ralph BathurstPart V Reflections on practice14. Facing the Monsters: Embracing Liminality in Leadership DevelopmentBeverley Hawkins and Gareth Edwards15. Leadership Exchange: contextualised learning about how leadership is accomplished and personalised leadership developmentJonathan Gosling and Simon Western16. Walking with Wordsworth: Exploring leadership as purpose through The PreludeSteve Kempster and Simon Bainbridge 17. ‘Collaboratory’ as leadership developmentSteve Kempster, Eric Guthey and Mary Uhl-BienIndex

'This practical, creative and engaging guide brings experiential leadership development firmly into the 21st Century. The exercises involving planks, barrels and ropes that characterised a generation of outdoor (and indoor) leadership education have been replaced by a conceptually rigorous and effective range of approaches founded on principles of reflection, theory, and practice. With chapters by leading authorities in the field, this book provides an invaluable resource for both new and experienced leadership and management educators that will enrich and enhance any intervention.'--Richard Bolden, University of the West of England, UK'The book addresses a problematic gap in the leadership portfolio: on one side is the academy developing new theories of leadership for the changing organisational context; on the other side, is leadership development practice producing a proliferation of activities grounded in ''what works''. This book creates an important bridge linking the two. Authors who are academics, but who are also leadership development practitioners, give the reader exciting new ideas about the nature of leadership, and then translate these directly into practical leadership development approaches.'--Kim Turnbull James, Cranfield University, UK'This has a powerful list of authors, with new-comers complementing big and established names. It is good to see that this book is about developing leadership and not about developing 'leaders'. It is also good to see ethics featuring prominently. Too many 'leadership' books concentrate on making money for the C-Suite, almost irrespective of ethics and social responsibility. This book takes this crucial issue seriously. The dramatic and discursive tone to the book is potent. So, if you are at the top, you now have fewer excuses.'--Ken Parry, Deakin Business School, Australia