Introduction to Leadership: Concepts and Practice

Citation

McGuire, D. (2009), "Introduction to Leadership: Concepts and Practice", Journal of European Industrial Training, Vol. 33 No. 8/9, pp. 838-840. https://doi.org/10.1108/03090590910993661

Book synopsis

This interactive textbook provides a useful introduction to a range of leadership concepts and practices. Written by Peter G. Northouse, author of Leadership: Theory and Practice (now in its fourth edition), this textbook describes the basics of leadership in an accessible and user‐friendly way. The textbook comprises of ten chapters – each dealing with a separate leadership principle. All chapters begin with a 5‐15 page synopsis of the theory and research related to the issue under discussion. Thereafter, readers are invited to explore leadership concepts experientially by means of questionnaires, observational exercises and reflection, and action worksheets.

Chapter 1 defines the leadership concept and looks at leadership as a trait, ability, skill, behaviour and relationship. It introduces readers to a set of positive and negative universal leadership attributes identified through the Globe (Global Leadership and Organisational Behaviour Effectiveness) studies. Chapter 2 profiles the traits of eight leaders including: George Washington, Winston Churchill, Mother Theresa, Nelson Mandela, Bill Gates and Oprah Winfrey. It also highlights six key traits required of effective leaders, namely: intelligence, confidence, charisma, determination, sociability, and integrity. Chapter 3 describes authoritarian, democratic and laissez‐faire leadership styles and asks readers to identify which style of leadership characterises them. Chapter 4 debates task versus relationship leadership behaviours and concludes that the process of “doing” leadership requires leaders to attend to both task and relationship components. Reflection and observational activities at the end of the chapter invite students to contrast task and relationship behaviours and highlight challenges associated with both forms of leadership style. Chapter 5 explores mechanisms by which leadership skills may be developed. It argues that leadership skills can be learned through mastery of specific competencies – thus providing a method for existing leaders to improve their overall effectiveness.

Effective leaders create positive attractive visions of the future that inspire and guide their followers. Chapter 6 outlines the characteristics of a vision, portraying the concept as a picture, a change, values, a map and a challenge. The importance of the visioning process is highlighted through the example of speeches given by Dr Martin Luther King Jr and President John F. Kennedy. Chapter 7 is a short chapter looking at the importance for leaders to set an appropriate tone. It provides guidance on building cohesive teams and issues advice on giving constructive feedback. Chapter 8 deals with the leadership challenges posed by out‐groups in organisations. In this regard, it suggests strategies that leaders can use to respond effectively to out‐group members. Chapter 9 presents seven obstacles that leaders face in discharging their duties. It draws upon path‐goal theory in recognising that leaders need to adopt a flexible approach in resolving problems. Finally, chapter 10 looks at ethical issues and leadership and examines how leaders should act fairly and honestly in their dealings.

Evaluation

This textbook is a very useful introduction to the fundamental concepts and practices of leadership. The background theoretical inputs are short, snappy and relevant and designed to engage and inspire students towards further study. As this is an introductory text, the theoretical approach is quite prescriptive – but the writing style is crisp and user‐friendly. The presentation of the book is also commendable with good use of colour and tables to break up the text.

The interactive features are definitely the distinguishing factor of this textbook and allow readers to apply theoretical concepts to practice. With its use of questionnaires, reflective analyses, action planning worksheets and observational exercises, the textbook provides a valuable mechanism for transferring knowledge into practice.

In my view this textbook could be used as a core text on a first year or possibly second year undergraduate leadership modules. It could also act as a very useful supplementary text (perhaps for tutorials) for a third year or fourth year class where it would sit alongside a more detailed theoretical text. The interactive element of the textbook may also be of interest to trainers running leadership workshops who may wish to provide delegate with tools and exercises to get them to reflect upon their own practices or provide an insight into their own leadership style.

In the author's own words

There is a strong demand for effective leadership in society. This demand exists at the local and community levels, as well as at the national level, in this country and abroad. People feel the need for leadership in all aspects of their lives. They want leaders in their personal lives, at school, in the work setting and even in their spiritual lives. Everywhere you turn, people are expressing a need for strong leadership.

When people ask for leadership in a particular situation, it is not always clear exactly what they want. For the most part, however, they want effective leadership. Effective leadership is intended influence that creates change for the greater good. Leadership uses positive means to achieve positive outcomes. Furthermore, people want leaders who listen to and understand their needs and who can relate to their circumstances. The challenges for each of us is to be prepared to lead when we are asked to be the leader (p. 5).

A About the reviewer

David McGuire is a lecturer in human resource development at Queen Margaret University, Edinburgh, UK. He is an editorial board member of Advances in Developing Human Resources, Human Resource Development Quarterly, Journal of Change Management and Journal of European Industrial Training. His research interests include boundary setting in human resource development (HRD), critical approaches to HRD, and the use of competency frameworks. David is a previous recipient of AHRD Early Career Scholar award and the Irish American Fulbright Scholarship and Government of Ireland scholarship.