
The End of Leadership
Description
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From one of the pioneers in the field of leadership studies comes a provocative reassessment of how people lead in the digital age: in The End of Leadership, Barbara Kellerman reveals a new way of thinking about leadership?and followership?in the twenty-first century. Building off of the strengths and insights of her work as a scholar and a teacher, Kellerman critically reexamines our most strongly-held assumptions about the role of leadership in driving success. Revealing which of our beliefs have become dangerously out-of-date thanks to advances in social media culture, she also calls into question the value of the so-called ?leadership industry? itself. Asking whether leadership can truly be taught, Kellerman forces us to think critically and expansively about how to thrive as leaders in a global information age.
This essential work of management theory dismantles decades of dogma to ask the tough questions:
- The Leadership Industry: Why the multi-billion-dollar business of leadership development has failed to produce better leaders, and may have actually made things worse.
- The Rise of the Follower: A deep dive into the historical, cultural, and technological forces that have empowered followers and eroded the authority of those at the top.
- A Broken Social Contract: An analysis of how the unspoken agreement between the powerful and the powerless has been undermined, leaving both sides disillusioned.
- A New Paradigm for Power: A forward-looking framework for understanding leadership, followership, and context as an interconnected system in the digital age.
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Person
Barbara Kellerman is the James MacGregor Burns Lecturer in Public Leadership at Harvard University's John F. Kennedy School of Government. She was the founding executive director of the Kennedy School's Center for Public Leadership and served as its research director. She was ranked by Forbes.com among the Top 50 Business Thinkers in 2009 and by Leadership Excellence in the top 15 of the 100 "best minds on leadership" in 2008 and 2009. In 2010 she was given the Wilbur M. McFeeley Award for her pioneering work on leadership and followership. She is author and editor of many books, including, most recently, Bad Leadership, Followership, and Leadership: Essential Selections on Power, Authority, and Influence.
Content
- Intro
- Title Page
- Dedication
- Epigraph
- Contents
- Introduction: Twenty-First-Century Leadership- and Followership
- PART I: Power Shift
- Chapter 1 - Historical Trajectory-lessening power
- Chapter 2 - Cultural Constraints-leveling the playing field
- Chapter 3 - Technological Imperatives-losing control
- PART II: Shifting Sands
- Chapter 4 - Social Contract-undermining the understanding
- Chapter 5 - American Experience-downgrading leaders
- Chapter 6 - Worldwide Momentum-upgrading followers
- PART III: Paradigm Shift
- Chapter 7 - Leadership Industry-leading as mantra
- Chapter 8 - Leadership Complete-leading in time
- Notes
- Index
- Acknowledgments
- About the Author
- Also by Barbara Kellerman
- Credits
- Copyright
- About the Publisher
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