Table Of ContentLeadership Learning
Also by Kim TurnbullJames andJames Collins
LEADERSHIP PERSPECTIVES
Knowledge into Action
Leadership Learning
Knowledge into Action
Edited by
Kim Turnbull James
Professor of Executive Learning, Director oft he Centre for Executive Learning
and Leadership, Cranfield School of Management, UK
and
James Collins
Visiting Fellow, Centre for Executive Learning and Leadership, Cranfield School
of Management, UK
Palgrave
macmillan
* © Selection and editorial content © Kim Turnbull james and james Collins
2008
Individual chapters © contributors 2008
Softcover reprint of the hardcover 1st edition 2008 978-0-230-51610-6
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First published 2008 by
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ISBN 978-1-349-35432-0 ISBN 978-0-230-58407-5 (eBook)
DOI 10.1057/978230584075
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Library of Congress Cataloging-in-Publication Data
Leadership learning: knowledge into action I edited by Kim Turnbull
james and james Collins.
p.cm.
Includes bibliographical references and index.
1. Leadership. I. james, Kim. II. Collins, james, 1957-
HD57.7.L4341752008
658.4'092-dc22 2008030342
10 9 8 7 6 5 4 321
17 16 15 14 13 12 11 10 09 08
Transferred to Digital Printing 2011
Contents
List of Figure and Tables vii
Thanks and Acknowledgements viii
Notes on the Contributors ix
Introduction 1
Kim Turnbulljames andjames Collins
Part I Leadership Learning - Challenges 11
Chapter 1 Meeting the Challenge of Leading in the 13
21st Century: Beyond the 'Deficit Model' of
Leadership Development
Kim Turnbulljames and Donna Ladkin
Chapter 2 External Perspective - An Under-Utilised 3S
Strategic Leadership Capability
Catherine Bailey and David Butcher
Chapter 3 A Leader's Journey to Engage S 7
jane Trinder
Part II Leadership Development and Delivery 75
Chapter 4 The Aesthetics of Leadership Development 77
Alan George and Donna Ladkin
Chapter 5 Coaching for Leadership Development: 93
A Systems Psychodynamic Approach
judith Bell and Clare Huffington
Chapter 6 Leadership Presence: Character Development 111
as the Choreography of Body-Mind
jon Chapman and Pete Mann
v
vi Contents
Chapter 7 Can the MBA Develop Leadership?: 'Academic 131
Reflection' vs 'Practical Training'
Richard Kwiatkowski,joejaina, Mary Creagh,
Veronica Hope-Hailey, Simon Knox, Lance Moir,
D.R. Myddelton and Chris van der Hoven
Chapter 8 Women Only Leadership Development: 147
A Conundrum
Deirdre Anderson, Susan Vinnicombe and
Val Singh
Chapter 9 Leadership Learning and Development: 161
A Framework for Evaluation
james Collins and David Denyer
Part III Leadership Learning - Managing Talent 179
Chapter 10 Developing Future Leaders: The Contribution 181
of Talent Management
Eddie Blass, Ann Knights and Angelita Orbea
Chapter 11 Developing Global Leaders: Expatriation in 201
the Talent Management Equation
Noeleen Doherty
Index 215
List of Figure and Tables
Figure
2.1 External perspective and sustained competitive 40
survival
Tables
2.1 Attributes of managers with a high level of external 42
perspective
2.2 Features that encourage the approach to developing 48
an external perspective
2.3 External perspective levels, development approaches Sl
and benefits - a model
10.1 Differences in operationalisation of HRM according 184
to talent management perspective
vii
Thanks and Acknowledgements
Kim TurnbuLlJames andJames Collins
This is the second Palgrave Macmillan book that emerged from the
International Studying Leadership Conference held at Cranfield
School of Management and we are very aware that any book derived
from such an event owes a debt of gratitude to everyone who was
involved in that enterprise. Without presenters willing to share their
latest insights, attendees willing to engage with those ideas and col
leagues happy to chair these seSSions, then the authors represented
in this book would not have had an opportunity to fine tune and
revise their work. This book is therefore a product of many people's
thinking and collective endeavour.
Every conference requires good organisation for it to be successful.
We are immensely grateful to Alison Cain who having worked tire
lessly to ensure that the conference went smoothly then helped
enormously to get the first book to publication. Almost before she
could say goodbye to that task Alison immediately moved on to the
manuscripts that are published in this book. We owe her our heart
felt thanks.
viii
Notes on the Contributors
Deirdre Anderson
Deirdre is a Doctoral Researcher in the International Centre for
Women Leaders at Cranfield School of Management. Her doctoral
studies explore the experiences of employees in leadership positions
who have adopted a non-traditional working pattern which results in
less face time in the workplace. Other research interests include
women in management, work/life integration, and careers. Previously
Deirdre worked in HR in the Defence industry before becoming an
independent consultant and trainer in the IT sector.
Dr Catherine Bailey
Catherine has been in executive education and development for
20 years, and is Director of Cranfield Advanced Development
Programme. She acts as an executive development consultant inter
nationally, in diverse industry sectors including aerospace, health,
pharmaceuticals and construction. Her primary research interest is in
business and strategic leadership capability and executive develop
ment processes.
Dr Judith Bell
Judith Bell is an executive coach and organisational consultant and
is Director of the Tavistock Consultancy Service. She works with
senior executives in coaching and leadership development from a
systems psychodynamic perspective and is particularly interested in
how best to facilitate creativity and personal development in leaders
alongside organisational effectiveness. Judith is also a teacher and
supervisor and of coaches and organisational consultants and was
director of the Tavistock Consultancy Service accredited training in
executive coaching.
Dr Eddie Blass
Eddie Blass is currently a Senior Lecturer in Professional Learning
at the University of Hertfordshire, School of Education. She started
her career in HRM, specialising in employee development before
ix
