Welcome to New Era Leadership

Traditionally people viewed leaders as the few people who are the most talented, who achieved success in their organisations and who were rewarded with positions of responsibility. Many people still have this view. If they don't see themselves in the category of the 'few highly talented people', they are not interested in the topic of leadership. Leadership development accordingly is seen as further training for the priviledged - enhancing their already wide range of competencies and knowledge with more theory, models and techniques to help them in their leadership positions. The result is however that organisations might get better managers equipped with more techniques, models and theories - but not better or more leaders. More...

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In our typically fast-paced life in the 21st century it is not uncommon for people to feel a loss of direction, purpose and meaning. It would seem that deeper and more fundamental questions about our existence and the significance of our efforts and busy lives are seldom asked and contemplated. A definitive and one-of a kind piece of work! Packing more leadership know-how under its hood than many other resources available in this domain. - Prof B Anderson: CEO The Da Vinci Institute

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This title combines the challenges of Africa's development with leadership theory. ...a real leader exists ultimately for the sake of the led. This book is a welcome aid to help aspirant and incumbent leaders to become such good leaders. – Desmond Tutu

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In times when things were more simple, life more predictable and people in general seemed to be controllable and manageable, 'management' and 'leadership' were often mistakenly used interchangeably - as if good managers automatically are good leaders as well. Today the need for leaders who can lead with care, inspiration and wisdom is very evident. People want to be led, not managed. It emphasises the need for people who can influence, who command respect through the way they live, who can interpret the challenges in their environment wisely and who are able to connect well with people - things you don't learn on a training course but can develop with the help of a leadership coach. Many organisations and Human Resource practices still follow a knowledge based approach in their people development strategies, hoping to get quick solutions and quick results.

Learning and growth however is a process based in experience where knowledge is internalised. It is best achieved when a safe environment is created for an individual to gain self knowledge through constructive feedback, get the confidence and support to try out new behaviour, reflect, and internalise new learning. In the new era of globalisation, increasing levels of inter-connectivity and democracy, a new kind of economy, cultural diversity in the workplace, sustainable competitive advantage is directly related to the rate of learning in an organisation. Individual learning must benefit and enhance team learning and organisational learning in the same way that learning at the level of the organisation must benefit and enhance learning at team and individual levels. The shift in the new era is from the traditional emphasis on form, routine, recepies, techniques, control and efficiency to essence, flexibility, creativity, responsiveness and effectiveness. The buy-in to the leadership paradigm implicates transformation in an organisation: From rigid command and control structures relying on positional power to the development of effective relationships and a culture of respect for everyone's ability to contribute according to their unique potential. The process is one of real empowerment of people, alignment with the vision, mission and values of the organisation and building of community. Higher levels of leadership skills and effectiveness is the foundation to the successful transformation of organisations from their old, often ineffective, ways to effective new era organisations. Underlying such a transformation is the choice for a culture of care and trust as opposed to fear and suspicion.

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