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Practising Leadership and Coaching

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Leadership, Coaching and Followership

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Abstract

This chapter highlights the leadership equation leadership equation. It draws on the previous chapters and brings together many of the issues drawing on the skills needed for the preparation and practice of leadership. What is the connection between the subjective states of leaders and how does this impact their preparation for the role? How does leadership capability develop over time? Does this differ for men and women? How much does leadership rely on talent, experience and development?

“Somewhere in La Mancha, in a place whose name I do not care to remember, a gentleman lived not long ago....” (Cervantes, 2003, p. 19)

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Notes

  1. 1.

    In Collins (2001, 2005, 2009) and Collins and Porras (1994).

  2. 2.

    Sometimes the word system is used instead of organisation. However system implies functional or dysfunctional as if we are dealing with machinery, while the human world, composed of organisational arrangements, is far from machine-like.

  3. 3.

    Interesting to see how many women and non Europeans would come to mind when considering this issue.

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Authors and Affiliations

  1. Vice Chancellor’s Unit, The University of Sydney, Sydney, NSW, Australia

    Ann M. Brewer

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  1. Ann M. Brewer
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Brewer, A.M. (2014). Practising Leadership and Coaching. In: Leadership, Coaching and Followership. Springer, Dordrecht. https://doi.org/10.1007/978-94-007-7463-6_6

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