Leadership: Enhancing the Lessons of Experience

Citation

Bamford, D. (2006), "Leadership: Enhancing the Lessons of Experience", International Journal of Operations & Production Management, Vol. 26 No. 11, pp. 1276-1277. https://doi.org/10.1108/01443570610705863

Leadership? A review of a textbook on leadership in an operations and production journal? This excellent book justifies such inclusion in its own forward “Often the only difference between chaos and a smoothly functioning operation is the leader; this book is about that difference”.

In this age of “knowledge based” organisations, reducing staff turnover within many sectors, both service and manufacturing, is a key component in maintaining a strategic competitive advantage. Active and appropriate leadership is increasingly seen as an essential skill of today's operations managers. The text is written by three ex‐military Americans, and despite having mainly US‐based cases and examples the book offers good insight into the main leadership issues. Organised into five parts (1‐leadership is a process, not a position; 2‐focus on the leader; 3‐focus on the followers; 4‐focus on the situation; 5‐leadership skills) the book has 13 chapters that build a convincing case for situationally appropriate leadership. It clearly defines leadership and throughout stresses the essential interaction between the leader, the followers, and the situation. The text investigates issues of power, influence and values, examining leadership traits and behaviour. Specific chapters on motivation, satisfaction and performance are essential reading for all those with line management responsibility. Extensive coverage of the formal leadership theories and aspects of managing change round‐off a well presented tour through key leadership themes. Chapters 1 through 13 adopt the traditional formatting style of text interspaced with textboxes, diagrams and some cartoons (which are appropriate and sometimes amusing!). Key questions and a mini case at the end of each of these chapters go a long way to close the circle on the learning cycle.

Where this text really adds value is through the inclusion of its Part 5. This part of the book is structured into two main sections: basic leadership skills; and advanced leadership skills. The authors justify their rational for presenting the contents of this large part (approximately 25 per cent of the total book) in this format because they firmly believe that leadership “skills” (such as communication, setting goals, delegating, problem solving, etc.) can be taught, practiced and mastered. Instead of offering a prescriptive approach to adopting certain leadership skills in specific situations the text credits the reader with enough initiative to be able to pick those most appropriate to augment their own previous experience and current situation.

To conclude, this is an excellent textbook. It is well written, clearly structured and an interesting read. It could be used both as a recommended text on any leadership course, but has equal value both to those studying production and operations management and those who already practice.