To lead or not to lead: that is the (courageous) question

Abstract

Purpose

The purpose of this paper is to challenge the constructs regularly used by organisations around the world for the development of leadership.

Design/methodology/approach

This is an opinion piece based on direct observation of hundreds of organisations over the years.

Findings

The regular approaches used for the development of leadership skills in organisations have consistently failed to deliver against its promise. Moreover, it is often the case that organisations pursue new “solutions” to bridge the leadership gap, often to discover that their new approach not only failed to develop the skills needed but also had the side effect of distracting vast amounts of attention. This paper describes what, if not the various taxonomies that describe, “good leadership” looks like really and how it delivers sustainable and effective leadership transformation.

Originality/value

This piece challenges the status quo, offering a more powerful way of connecting people with the purpose of their work, increasing the impact that individual leadership could have in the creation of value for all stakeholders, including themselves.

Citation

Bajer, J. (2020), "To lead or not to lead: that is the (courageous) question", Strategic HR Review, Vol. 19 No. 2, pp. 55-58. https://doi.org/10.1108/SHR-01-2020-0007