The End of Leadership
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Professionalizing Leadership
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- Nombre de pages204
- PrésentationRelié
- FormatGrand Format
- Poids0.5 kg
- Dimensions16,0 cm × 24,0 cm × 2,0 cm
- ISBN978-0-19-069578-1
- EAN9780190695781
- Date de parution02/03/2018
- ÉditeurOxford University Press
Résumé
Over the last 40 years, the leadership industry has grown exponentially. Yet leadership education, training, and development still fall far short. Moreover, leaders are demeaned, degraded, and derided as they never were before. Why ? The problem is that leadership has stayed stuck. It has remained an occupation instead of becoming a profession. Unlike medicine and law, leadership has no core curriculum considered essential.
It has no widely agreed upon metric or criteria for qualification. And it has no professional association to oversee the conduct of its members or ensure minimum standards. After looking backward to a past in which learning to lead was the most important of eruditions, Professionalizing Leadership focuses on the present, in which learning to lead is as effortless as it is ubiquitous. And it looks forward to a future in which learning to be a leader might look different altogether-like the far more rigorous process of learning to be a doctor or a lawyer.
As it stands now, the military is the only major American institution that gets it right. It assumes leadership is a profession that requires those who practice it to be taught in accordance with high professional standards. Barbara Kellerman draws on the military experience specifically to develop a template for learning how to lead generally.
It has no widely agreed upon metric or criteria for qualification. And it has no professional association to oversee the conduct of its members or ensure minimum standards. After looking backward to a past in which learning to lead was the most important of eruditions, Professionalizing Leadership focuses on the present, in which learning to lead is as effortless as it is ubiquitous. And it looks forward to a future in which learning to be a leader might look different altogether-like the far more rigorous process of learning to be a doctor or a lawyer.
As it stands now, the military is the only major American institution that gets it right. It assumes leadership is a profession that requires those who practice it to be taught in accordance with high professional standards. Barbara Kellerman draws on the military experience specifically to develop a template for learning how to lead generally.
Over the last 40 years, the leadership industry has grown exponentially. Yet leadership education, training, and development still fall far short. Moreover, leaders are demeaned, degraded, and derided as they never were before. Why ? The problem is that leadership has stayed stuck. It has remained an occupation instead of becoming a profession. Unlike medicine and law, leadership has no core curriculum considered essential.
It has no widely agreed upon metric or criteria for qualification. And it has no professional association to oversee the conduct of its members or ensure minimum standards. After looking backward to a past in which learning to lead was the most important of eruditions, Professionalizing Leadership focuses on the present, in which learning to lead is as effortless as it is ubiquitous. And it looks forward to a future in which learning to be a leader might look different altogether-like the far more rigorous process of learning to be a doctor or a lawyer.
As it stands now, the military is the only major American institution that gets it right. It assumes leadership is a profession that requires those who practice it to be taught in accordance with high professional standards. Barbara Kellerman draws on the military experience specifically to develop a template for learning how to lead generally.
It has no widely agreed upon metric or criteria for qualification. And it has no professional association to oversee the conduct of its members or ensure minimum standards. After looking backward to a past in which learning to lead was the most important of eruditions, Professionalizing Leadership focuses on the present, in which learning to lead is as effortless as it is ubiquitous. And it looks forward to a future in which learning to be a leader might look different altogether-like the far more rigorous process of learning to be a doctor or a lawyer.
As it stands now, the military is the only major American institution that gets it right. It assumes leadership is a profession that requires those who practice it to be taught in accordance with high professional standards. Barbara Kellerman draws on the military experience specifically to develop a template for learning how to lead generally.
A propos de Barbara Kellerman
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