Leadership Learning

1. Front Matter

   Pages i-xv

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2. Introduction

   1. Introduction

      • Kim Turnbull James, James Collins

      Pages 1-9

3. Leadership Learning — Challenges

   1. Front Matter

      Pages 11-11

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   2. Meeting the Challenge of Leading in the 21st Century: Beyond the ‘Deficit Model’ of Leadership Development

      • Kim Turnbull James, Donna Ladkin

      Pages 13-34

   3. External Perspective — An Under-Utilised Strategic Leadership Capability

      • Catherine Bailey, David Butcher

      Pages 35-55

   4. A Leader’s Journey to Engage

      • Jane Trinder

      Pages 57-73

4. Leadership Development and Delivery

   1. Front Matter

      Pages 75-75

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   2. The Aesthetics of Leadership Development

      • Alan George, Donna Ladkin

      Pages 77-92

   3. Coaching for Leadership Development: A Systems Psychodynamic Approach

      • Judith Bell, Clare Huffington

      Pages 93-110

   4. Leadership Presence: Character Development as the Choreography of Body-Mind

      • Jon Chapman, Pete Mann

      Pages 111-130

   5. Can the MBA Develop Leadership?: ‘Academic Reflection’ vs ‘Practical Training’

      • Richard Kwiatkowski, Joe Jaina, Mary Creagh, Veronica Hope-Hailey, Simon Knox, Lance Moir et al.

      Pages 131-146

   6. Women Only Leadership Development: A Conundrum

      • Deirdre Anderson, Susan Vinnicombe, Val Singh

      Pages 147-160

   7. Leadership Learning and Development: A Framework for Evaluation

      • James Collins, David Denyer

      Pages 161-177

5. Leadership Learning — Managing Talent

   1. Front Matter

      Pages 179-179

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   2. Developing Future Leaders: The Contribution of Talent Management

      • Eddie Blass, Ann Knights, Angelita Orbea

      Pages 181-199

   3. Developing Global Leaders: Expatriation in the Talent Management Equation

      • Noeleen Doherty

      Pages 201-214

6. Back Matter

   Pages 215-223

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Taking it theme from the fifth annual Studying Leadership Conference held at Cranfield School of Management, Leadership Learning explores the challenge of learning and developing leadership in the 21st century. This is the second of two books to emerge from the conference, taking the theme 'Knowledge into Action'.

• coaching
• development
• evaluation
• leadership
• learning
• management
• meeting
• talent management

• Centre for Executive Learning and Leadership, Cranfield School of Management, UK

  Kim Turnbull James, James Collins

KIM TURNBULL JAMES is Professor of Executive Learning at Cranfield School of Management and Director of the Centre for Executive Learning and Leadership. She is interested in how management learning and leadership development link to organizational goals, aligning leadership theories to appropriate learning designs. Kim is a chartered psychologist.
 

JAMES COLLINS has spent over twenty years in the shipping industry, as a mariner, shipbroker, and marine insurance underwriter before taking up academic study and research. Entering the academic world in mid-life he undertook his PhD at Cranfield School of Management, where he is a Visiting Fellow at the school's Centre for Executive Learning and Leadership. 

 

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