Abstract
This chapter presents and discusses organisational leadership from a historical and theoretical perspective to identify issues and challenges for leadership going forward into the twenty-first century. Leadership and management theory, the global context, changing demographics and mobilities of workers, and contemporary perspectives on organisational structures are introduced and discussed. Particular reference is then made to the Australian context with a focus on the rail industry as an example of a large and established enterprise that is facing contemporary challenges in moving towards a workplace culture based on workforce development and participation models rather than traditional hierarchical, command-control structures and bureaucratic processes. The chapter begins with a review of external perspectives including an overview of leadership and management, and the latter part then focuses on internal perspectives including what it means to be a leader in Australia. We consider how developments in leadership and management theory and practice are viewed and dealt with in the Australian rail industry and conclude that robust evaluation tools and continuous improvement processes for leadership development programs are recommended for modern organisations to avoid costly and time-consuming mistakes.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Alimo-Metcalfe, B., & Alban-Metcalfe, J. (2008). Engaging leadership: Creating organisations that maximise the potential of their people. London: CIPD.
Amagoh, F. (2009). Leadership development and leadership effectiveness. Management Decision, 47(6), 989–999.
Australian Human Resources Institute (2010). People@Work/2020 The future of work and the changing workplace: Challenges and issues for Australian HR practitioners (white paper). Melbourne: Australian Human Resources Institute.
Australian Public Service Commission (2007). Agency health: Monitoring agency health and improving performance. Canberra: APSC. http://www.apsc.gov.au/publications07/agencyhealth.htm. Accessed 15 June 2010.
Australian Workforce and Productivity Agency (2010). 2010 Australian workforce futures. http://www.awpa.gov.au/our-work/national-workforce-development-strategy/pages/Australian-Workforce-Futures.aspx. Accessed 17 July 2013.
Bennis, W. (2007). The challenges of leadership in the modern world. American Psychologist, 62(1), 2–5.
Burgoyne, J., Hirsh, W., & Williams, S. (2004). The development of management and leadership capability and its contribution to performance: The evidence, the prospects and the research need. Sheffield: Department for Education and Skills.
Carr, K. (2009). Powering ideas: An innovation agenda for the 21st century. Canberra: Department of Innovation, Industry, Science and Research.
ChangingMinds.org. (no date). Leadership vs. management. ChangingMinds.org. http://changingminds.org/disciplines/leadership/articles/manager_leader.htm. Accessed 17 July 2013.
COAG. (2006). http://www.coag.gov.au/coag_meeting_outcomes/2006-02-10/docs/human_capital_reform_report_COAG_100206.pdf. Accessed July 2010.
Cutler, T. (2008). Venturous Australia: Building strength in innovation. Melbourne: Cutler & Company.
Dalakoura, A. (2010). Differentiating leader and leadership development. Journal of Management Development, 29(5), 432–441.
Damon, N. (2007). Leadership challenges facing business today. Viewed 16 Feb, 2012, http://www.personneltoday.com/articles/2007/09/18/42275/leadership-challenges-facing-business-today.html.
Day, D. V. (2001). Leadership development: A review of context. Leadership Quarterly, 11(4), 581–613.
Department of Foreign Affairs and Trade (DFAT). (2008). Australia in brief: History. http://www.dfat.gov.au/aib/history.html. Accessed 28 July 2010.
Everett, S. (2006). Deregulation and reform of rail in Australia: Some emerging constraints. Transport Policy, 13(1), 74–84.
Fayol, H. (1949). General and industrial management. London: Pitman.
Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader–member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. Leadership Quarterly, 6(2), 219–247.
Green, R. (2009). Management matters in Australia. Canberra: Department of Innovation, Industry, Science and Research.
Hamel, G. (2007). The future of management. Boston: Harvard Business School Press.
Hamel, G., & Prahalad, C. K. (1994). Competing for the future. Boston: Harvard Business School Press.
Hanson, B. (2012). The leadership development interface: Aligning leaders and organizations toward more effective leadership learning. Advances in Developing Human Resources, 15(1), 106–120.
Herzberg, F. (1959). The motivation to work. New York: Wiley.
Hirsh, W., & Bevan, S. (1988). What makes a manager: In search of a language for management skills. Report no. 144. Brighton, UK: Institute of Manpower Studies.
Hubbard, G., Samuel, D., et al. (2007). The first XI: Winning organisations in Australia. Brisbane: Wiley.
IBM. (2008). Unlocking the DNA of the adaptable workforce: The IBM Global Human Capital Study 2008. Somner: IBM Global Business Services.
Jennings, C., & Wargnier, J. (2010). Experiential learning: A way to develop agile minds in the knowledge economy? Development and Learning in Organizations, 24(5), 14–16.
Kapoor, C., & Solomon, N. (2011). Understanding and managing generational differences in the workplace. Worldwide Hospitality and Tourism Themes, 3(4), 308–318.
Karpin, D. (1995). Enterprising nation: Renewing Australia’s managers to meet the challenges of the Asia-Pacific century. Canberra: Commonwealth of Australia.
Kast, F. E., & Rosenzweig, J. E. (1972). General systems theory: Applications for organizations and management. Academy of Management Journal, 15(4), 451.
Lewin, K., & Lippitt, R. (1938). An experimental approach to the study of autocracy and democracy: A preliminary note. Sociometry, 1, 292–300.
Locke, E. A., & Latham, G. P. (1984). Goal setting: A motivational technique that works! Upper Saddle River: Prentice Hall.
Mabey, C. (2005). Management development works: The evidence. London: Chartered Management Institute.
Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50, 370–396.
McCartney, W. W., & Campbell, C. R. (2006). Leadership, management and derailment. Leadership & Organization Development Journal, 27(3), 190–202.
Measures, M., & Bagshaw, M. (2009). Management and leadership: A competency framework to deliver the National Trust strategy. Industrial and Commercial Training, 41(7), 355–362.
Mutte, J. L. (2006). Towards a global HR management model. Worldlink, 16, 6–7.
Oakland, J. S. (1999). Total organisational excellence. Oxford: Butterworth-Heinemann.
O’Brien, E., & Robertson, P. (2009). Future leadership competencies: From foresight to current practice. Journal of European Industrial Training, 33(4), 371–380.
Porter, L. W., & McLaughlin, G. B. (2006). Leadership and the organizational context: Like the weather? Leadership Quarterly, 17, 559–576.
Quinn, R. E. (1996). Deep change: Discovering the leader within. Hoboken: Jossey-Bass.
Rossan, S. (2010). The capability of young people. On the Horizon, 18(1), 71–78.
Sarros, J. C., & Cooper, B. K. (2006). Building character: A leadership essential. Journal of Business and Psychology, 21(1), 1–22.
Senge, P. (1990). The fifth discipline: The art and practice of the learning organization. New York: Doubleday.
Short, T. W., & Piip, J. (2011). A literature review for leadership and management development in rail. Brisbane: CRC for Rail Innovation.
Silvia, C., & McGuire, M. (2010). Leading public sector network: An empirical examination of integrative leadership behaviours. Leadership Quarterly, 21(2), 264–277.
Still, L. V. (2005). Where are the women in leadership in Australia? Women in Management Review, 21(3), 180–194.
Thompson, J. L. (1995). Strategy in action. London: Chapman & Hall.
Weber, M. (1947). The theory of social and economic organisations. New York: Free Press.
Wood, J., & Vilkinas, T. (2003). Characteristics associated with success: CEO’s perspectives. Leadership and Organization Development Journal, 26(3), 186–196.
Yeung, A. K., & Ready, D. A. (1995). Developing leadership capabilities of global corporations: A comparative study of eight nations. Human Resource Management, 34(4), 529–547.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2014 Springer Science+Business Media Singapore
About this chapter
Cite this chapter
Stehlik, T., Short, T., Piip, J. (2014). The Challenges of Leadership in the Twenty-First Century. In: Harris, R., Short, T. (eds) Workforce Development. Springer, Singapore. https://doi.org/10.1007/978-981-4560-58-0_11
Download citation
DOI: https://doi.org/10.1007/978-981-4560-58-0_11
Published:
Publisher Name: Springer, Singapore
Print ISBN: 978-981-4560-57-3
Online ISBN: 978-981-4560-58-0
eBook Packages: Business and EconomicsBusiness and Management (R0)