Getting the Measure of Leadership
By Paul Kearns (December 2005 Issue)
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There seems to be an implicit assumption in the world of people and organisational development that ‘leadership’, whatever that means, is automatically a good thing.
This simple belief, or what could be more accurately described as a whole belief system, is regarded as so self-evident that it requires no supporting data or proof.
One only has to look at the icons of modern business management – GE’s Jack Welch, Virgin’s Richard Branson, BP’s John Browne – to start making some connections between leadership and success. It is no surprise, therefore, to find this belief system driving an inexorable demand for leadership development programmes, and a multitude of books on leadership and academic research.
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