Snapshots of Great Leadership

Citation

Edel Conway (2013), "Snapshots of Great Leadership", European Journal of Training and Development, Vol. 37 No. 3, pp. 326-327. https://doi.org/10.1108/03090591311312778

Book synopsis

This highly readable book provides snapshots of both good and bad leadership in action. It opens with an overview that describes some of the main theories of leadership including: trait theories, contingency/ situational theories, charismatic and transactional theories, leader-member exchange, and servant leadership and authentic theories. This is a critically important chapter in helping to understand the profiles that follow later in the book. The chapter concludes with a useful matrix that maps the characteristics of the leaders captured in the book against the various theories described.

The remainder of book profiles a total of 25 “great” leaders and five “bad” ones. It charts the life story of each featured leader and provides rich examples that highlight how leadership is manifested. The leaders profiled are drawn from diverse domains including: business (e.g. Mary Kay Ash, Steve Jobs), political (e.g. Abraham Lincoln, Winston Churchill), spiritual (e.g. Mother Teresa, Mohandas Gandhi), sporting (e.g. Pat Summitt, Vince Lombardi) and social (e.g. Martin Luther King, Bill Wilson). It includes profiles of leaders who have been revolutionary in advancing human rights (Nelson Mandela), confronting world poverty (Mother Teresa, Mohandas Gandhi) and addressing workers ' rights (Cézar Chávez). It also offers insights into the broader societal impact that great business leaders have had, for example, in the advancement of women ' s careers (Mary Kay Ash), in the protection of the environment (Anita Roddick, Nicolas Hayek), and in the promotion of social responsibility (Indra Nooyi). The focus on “greatness” in the book is counterbalanced with profiles of “bad”leaders characterised by ruthlessness (e.g. Adolf Hitler), deception (e.g. David Koresh) and corruption (e.g. Kenneth Lay).It is international in its focus with leaders profiled from countries including the USA (Geronimo), Japan (Konosuke Matushita), Brazil (LuizInácio Lula da Silva), the UK (Anita Roddick), Germany (Adolf Hitler) and Uganda (Idi Amin).

At the end of each profile, Howell provides an analysis of each leader ' s behaviour based on the various theories described in the first chapter. The profiles uncover the paradox of leadership, by demonstrating how seemingly favourable traits (e.g. determination, self-confidence and consideration and support) can lead to either exceptionally worthy or malevolent outcomes. This, together with the diversity of backgrounds among the leaders profiled, serves to underline the universality of theories on leadership.

The book is not packed with readings but some references are provided at the end of each chapter to guide further reading on the theories and profiles outlined. Each chapter concludes with a set of discussion questions intended to prompt reflection and discussion about the issues raised and examples provided.

Evaluation

The beauty of this book is that it provides rich examples of leadership – both good and bad – across a range of leaders from historical to modern, and from highly famed to relatively obscure. It is also diverse in terms of the context within which these leaders operated, as well as individual differences regarding their background, nationality, gender and age ranges. This richness adds support to claims about the generalisability of leadership theory. The contrasting perspectives of both good and bad leadership are extremely powerful in demonstrating how similar traits and behaviours among leaders can have either inspirational or devastating impacts on the lives of others.

The book is balanced in terms of providing examples of good and bad leadership, but the theories described at the outset could also have been more balanced. There is little insight into theoretical perspectives on narcissistic, destructive or abusive leadership, for example. A further downside is that the book can be very descriptive at times, perhaps in parts anecdotal, and that it is therefore open to vast interpretation. It can be argued, however, that by being so opens the opportunity for disagreement and debate providing additional insight and re-interpretation among students. This in itself will add to their learning about leadership. The discussion questions provided at the end of each profile are therefore essential in drawing out this learning.

While it might be argued that the coverage of theory in the book is “light” and that the evidence provides merely a “snapshot”, there are a vast array of examples both within and across the profiles that have both theoretical and practical implications. The book would certainly benefit from a final integrating chapter to evaluate more explicitly the linkages between the theories described in the opening chapter and their application as evidenced in the traits and behaviours of the leaders profiled. Howell is an established “leader” in the field and so it is somewhat disappointing that the book lacks some of his deeper reflections on the many insights, issues and contradictions contained in the book.

That said, the book is worthy of recommendation. It does exactly as its title suggests and provides snapshots – not in-depth insights – into leadership theory and practice. With this in mind, it should have broad appeal: from students undertaking courses in leadership, as well as students in business and management courses at various levels, to those teaching and researching in these areas, and to practitioners curious about the nature and impact of good (and bad) leadership.

In the author's own words

“Some theories better describe a specific leader than others. Regarding leader traits, all the leaders (great and bad) were determined and driven to achieve their goals showing exceptional energy, initiative and perseverance … Most great leaders demonstrated integrity by being truthful, trustworthy, and loyal to their people and cause … Most of the leaders were flawed in some way. Steve Jobs ' abrasive interpersonal style and willingness to take credit for others ' work left much to be desired; Vince Lombardi ' s treatment of his son and his violent outbursts at players were extreme and very unpleasant … But these leaders exhibited major strengths that they relied on to lead their groups and organizations to amazing accomplishments. Each leader was unique due to their personal nature, background, and context. No single traits or behaviors characterize them all” (pp. 27-28).

About the reviewer

Edel Conway (PhD) is a Senior Lecturer in Human Resource Management and Organisational Psychology at DCU Business School and is the Director of the Leadership Innovation and Knowledge (LInK) Research Centre at DCU.Edel ' s research focuses on employee perspectives on work including their reactions to work intensification and organisational change. Edel ' swork has been published in leading international journals including: Work, Employment and Society, Human Resource Management, Human Resource Management Journal, and the European Journal of Work and Organizational Psychology. She is incoming Editor of the Irish Journal of Management and is a member of the Editorial Advisory Boards of Human Resource Management Journal and Personnel Review. Edel previously worked as a HR consultant with Citibank and as a researcher at the London Business School.