Mastering Leadership (2nd ed.)

Citation

Shields, T. (2007), "Mastering Leadership (2nd ed.)", Leadership & Organization Development Journal, Vol. 28 No. 4, pp. 381-382. https://doi.org/10.1108/01437730710752265

Mastering Leadership is an update of Michael William's 1998 book of the same title. Williams references a number of global changes that have taken place in recent years that demand a reconsideration of what we believe about leadership and how we practice it. His 30 years of leadership consulting experience and extensive work with major corporations in the US and Europe lends credibility to the observations he makes about individual and organizational leadership. His consulting work gave him access to top level executives working to meet the day to day challenges of organizational leadership and change. These experiences have helped to inform Williams thinking about leadership development.

Williams makes it clear at the beginning of the book that there is no single or right approach to leading people and businesses. He dismisses definitive prescriptions for leadership and suggests that successful leadership is contingent on the “unique originality of individual responses” (p. 3). Williams describes leadership as a “synthesis of arts, reflect[ing] individual experience, sensitivity, understanding, values and capabilities, influencing people and solutions where, realistically, there is rarely an ideal solution” (p. 3).

Williams encourages readers to work towards leadership mastery, stressing the importance of continued personal development, throughout the book. He suggests processes for this development that includes activities for individuals to assist them to learn more about themselves, and to help them expand and extend their leadership skills. At different junctures in the text, Williams references successful individuals and situations that demonstrate skilful leadership, and provides thoughtful insights into how one might approach leadership challenges.

The thrust of the book is that in order to develop a mastery of leadership, we must have a grounded understanding of what leadership is and then work on our skills as leaders. Moving from apprentice to leadership master comes through experience, knowledge and reflective practice in William's view. The author moves the reader through chapters on leadership theory and practice through the use of a metaphor that portrays the mastery of leadership as a journey. He situates the starting point of the journey with a discussion of new leader mindsets in relation to the pace of global technological change and moves the discussion from individual to organizational leadership principles and skills, including a section on transformational leadership in organizations. Williams then provides a brief overview of selected leadership models and related research and identifies destructive practices that some managers continue to rely on, such as what he terms testosterone leadership; political gamesmanship and practices that manipulate or resist change.

Leadership in organizations is examined from several different perspectives. Williams discusses a number of boundary related issues, and offers suggestions for the successful management of these leadership challenges. The final chapters include practical guidance and advice on coaching, decision‐making and team performance. Discussion questions at the end of each chapter add opportunity for review and the exercises he proposes will help those who want to understand themselves better as leaders.

Mastering Leadership offers a helpful, easy to read guide for new managers who want to develop their leadership skills. Senior managers may want something more. Discussions related to leadership as a moral endeavour, the tension between shared versus individual and charismatic leadership perspectives; the role and impact of followers on leadership; the ongoing debate about leaders and managers; and leadership as artful and creative would add depth to the overall premise of the book.

Organizations are not as rational or factual as is often assumed. How they perform is conditional on the people who construct them and the natural forces that shape them. Globalization and the third millennium have changed how organizations are populated, managed and led. Leadership especially is relational and therefore, aspects of organizations, individuals and culture are undeniably integrated in its practice. A multi‐dimensional appreciation of leadership in individuals and organizations is required to create sustainable and competitive organizations. No single approach to understanding organizational realities can be effective as no unilateral explanation includes all voices.

Missing from William's work on leadership is any real discussion of the impact of gender, culture and other voices on leadership. As Hofstede (2005) notes, “learning to become an effective leader is like learning to play music: besides talent, it demands persistence and the opportunity to practice. Effective monocultural leaders have learned to play one instrument…leading in multicultural and diverse environments is like playing several instruments” (p. ix).