Ask yourself this question: What type of character qualifies the people God chooses to use? The question itself assumes an atypical answer, simply because it leaves out so much. To ask only about one's character seems inadequate when defining a leader. We surely need to ask about character, but also about personality, communication skills, IQ, education, previous experience, and more... don't we? Crawford Loritts disagrees. He answers the question with four simple words: Brokenness, communion, servanthood, and obedience. These four traits form the framework for Leadership as an Identity. By examining each trait, Loritts undermines many pervasive assumptions about leadership that are unbiblical. According to Loritts, God doesn't look for leaders like the world does. He looks for disciples, and ironically, as these disciples follow Him, they will lead.
Become a passionate, purposeful, and meaningful leader through identifying who you are, your strengths, and your skills. New York Times bestselling author Stedman Graham's Identity Leadership is a very personal and prescriptive guide that is based on his philosophy that a leader can't lead others until he can first lead himself-the more he works on himself -- the more he can give to those around him. To know our purpose in life, we begin with our passions, skills, and talents, and with this book we learn how to channel the best of who we are to achieve success for ourselves and those we lead. In Identity Leadership, Graham examines why self-awareness matters, how leaders lead, the importance of communication, and much more. He then shows the reader how to step into their role as a leader and create their identity leadership plan. Key to the journey is believing in yourself, knowing your competence, continually challenging yourself, and being patient with yourself. Graham uses anecdotes from his own life, as well as discussing successful leaders, to illustrate the importance of identity leadership in each of our lives. Self-leaders can create a roadmap that leads to personal growth, development, and improvement of performance in every area of life. Identity Leadership provides the tools-self-awareness, emotional intelligence, discipline, and more-needed to continually plan and execute learning and development of our talents and skills. These tools enable readers to commit to a personal vision and lead with purpose.
Build Your Leader Identity is a practical guide to harnessing your unique leadership potential. At its heart is the idea that every person has the potential to lead, including you, by drawing on your personal attributes, values, and life experiences. This book aims to give you the skills to build your own unique leader identity - the self-expression of who you are as a leader. It is a personal approach that asks you to consider how your core values and individual history affect your leadership, whatever your position. It questions how events in your life, and your multiple identities such as daughter or son, manager or team member, may have reinforced or undermined your ideas about your potential to lead or what leadership means to you. It is a process that celebrates diversity; a journey where one size for leadership does not fit all. Ultimately, I believe it has the potential to transform the way you think about yourself and your ability to become a more empowered, conscious leader in your chosen area.
Winner of the University of San Diego Outstanding Leadership Book Award 2012! Shortlisted for the British Psychological Society Book Award 2011! Shortlisted for the CMI (Chartered Management Institute) Management Book of the Year Award 2011–2012! According to John Adair, the most important word in the leader's vocabulary is "we" and the least important word is "I". But if this is true, it raises one important question: why do psychological analyses of leadership always focus on the leader as an individual – as the great "I"? One answer is that theorists and practitioners have never properly understood the psychology of "we-ness". This book fills this gap by presenting a new psychology of leadership that is the result of two decades of research inspired by social identity and self-categorization theories. The book argues that to succeed, leaders need to create, champion, and embed a group identity in order to cultivate an understanding of 'us' of which they themselves are representative. It also shows how, by doing this, they can make a material difference to the groups, organizations, and societies that they lead. Written in an accessible and engaging style, the book examines a range of central theoretical and practical issues, including the nature of group identity, the basis of authority and legitimacy, the dynamics of justice and fairness, the determinants of followership and charisma, and the practice and politics of leadership. The book will appeal to academics, practitioners and students in social and organizational psychology, sociology, political science and anyone interested in leadership, influence and power.
As the leadership field continues to evolve, there are many reasons to be optimistic about the various theoretical and empirical contributions in better understanding leadership from a scholarly and scientific perspective. The Oxford Handbook of Leadership and Organizations brings together a collection of comprehensive, state-of-the-science reviews and perspectives on the most pressing historical and contemporary leadership issues - with a particular focus on theory and research - and looks to the future of the field. It provides a broad picture of the leadership field as well as detailed reviews and perspectives within the respective areas. Each chapter, authored by leading international authorities in the various leadership sub-disciplines, explores the history and background of leadership in organizations, examines important research issues in leadership from both quantitative and qualitative perspectives, and forges new directions in leadership research, practice, and education.
Identity manifests in the way we lead, supervise, make decisions, persuade, form relationships, and negotiate responsibilities each day. Student affairs professionals, who are often at the center of transformative efforts for social justice, diversity, and educational equity on college and university campuses, must understand how their own identities impact the way they interpret, work with, and lead across differences. This book offers experienced and emerging leaders a window into understanding the deep intersections of identity and professional practice as well as guideposts for individual leadership development. Through personal narratives, the contributing authors discuss the significant impact of their identities in terms of race, ethnicity, culture, sexuality, gender, socioeconomic class, nationality, disability, spirituality, and religion on their roles as higher education leaders. A model of identity, leadership, and social justice with ways of being and doing is provided and illustrated through the author narratives. The book shows how student affairs professionals can use autobiographical writing to better understand how personal identities influence interactions with students and colleagues. The book begins by introducing frameworks of identity and leadership, current research, theory, and why attention to intersections of identity and leadership is important for student affairs professionals. The second part features a collection of essays written by higher education leaders who examine how specific identities emerge in their leadership practice and how they strive to manage across differences authentically from within these identities. The book concludes with an Identity and Leadership Autobiography Assignment, which guides readers step-by-step through the process of reflecting on how their own identities and experiences impact their leadership practice. This assignment may also be used to facilitate self-reflection activities in group settings.
Leadership and associated power issues lie at the core of group life in a variety of contexts. Even the most informal of groups typically have some form of leadership in their organization, and the understanding of leadership and power from a psychological standpoint can inform a greater understanding of group dynamics both inside and outside of the workplace. Leadership and Power is a synthesis of contributions from eminent social psychologists and organizational scientists that addresses these issues from a fresh perspective. In recent years, these themes have been re-examined through the lens of social categorization approaches that highlight people′s social identity and social roles as group members, as well as the processes that influence perceptions of and expectations about people and groups. The book is wide-ranging; chapters cover such diverse issues as: interpersonal versus group-oriented styles of leadership; leadership of totalist groups; political leadership; and gender and leadership. It represents a state-of-the-art overview of this burgeoning field that will be important to a host of disciplines. Elements of cross-referencing to highlight thematic links as well as effective chapter conclusions will make the text appealing to advanced students taking courses in social and organizational psychology, management and organization studies, not just scholars interested in these themes.
Management has failed; its successor is leadership. Can leadership fulfil the promises that are made in its name? This book is written for those charged with being leaders, and uses poststructuralist theory to provide a language for the confusions and uncertainties that leadership can often bring.
Presenting a follower-centered perspective on leadership, this book focuses on followers as the direct determinant of leadership effects because it is generally through follower reactions and behaviors that leadership attempts succeed or fail. Therefore, leadership theory needs to be articulated with a theory of how followers create meaning from leadership acts and how this meaning helps followers self-regulate in specific contexts. In this book, an attempt is made to develop such a theory, maintaining that the central construct in this process is the self-identity of followers. In developing this theoretical perspective, the authors draw heavily from several areas of research and theory. The most critical constructs do not come directly from the leadership literature, but from social and cognitive theory pertaining to follower's self-identity, self-regulatory processes, motivation, values, cognitions, and emotions and perceptions of social justice. Leaders may have profound effects on these aspects of followers and it is by analyzing such indirect, follower-mediated leadership effects that most ideas regarding leadership theory and practice are developed. Due to its broad theoretical focus, this book is relevant to a number of audiences. The authors' principal concern is with the development of leadership theory and the practice of leadership making the book relevant to audiences in management, applied psychology, and social psychology. They have tried to clearly define key constructs and provide practical examples so that the book could be accessible to advanced undergraduate students. However, the diversity of the underlying theoretical literatures and the complexity of the framework developed also make the book appropriate for graduate courses in those disciplines, and for readers with a professional interest in leadership theory or practice.
Educational Administration and Leadership Identity Formation explores approaches and issues that arise in leadership identity formation in a variety of educational contexts. Bringing together a range of national and international contributions, this volume provides a global perspective on this multi-dimensional topic. This book examines the theoretical foundations relevant to identity and identity formation, and their implications for researching and teaching in educational administration and leadership. It includes a range of sociological, psychological, political, cultural, and socio--linguistic approaches to examining leadership identity formation. It also addresses models, practices and experiences that vary according to identity politics, cultural difference, and historical and contemporary privilege in leadership identity formation. Working from theoretical and practice-base perspectives, this book will be of great interest for researchers, practitioners, policy-makers and academics, as well as students in teacher education programs and graduate courses in educational administration and leadership, organisational studies, and educational ethics for broad international use.
