Our current models of leadership aren’t working. Our businesses, our organisations, and our society sorely need new approaches. Perhaps leadership for too long has meant a small number of people telling others what to do?

The authors reject many conventional ideas about leading, and instead show that it is something we all do. Whether you have a formal leadership role, or not, you can contribute to how a team works, and help make it more effective. Despite the complexity we face.

As we understand that complexity, we can change what we notice and pay attention to. Including the often invisible forces of power that constrain how we think we should behave. It turns out we’re not powerless; far from it.

This book will show you how you can make a difference in practice: by learning to notice, to enquire, and to respond - by communicating - more effectively to what is happening in the groups and teams you belong to.

About the Author

Pete Burden @peteburden http://www.linkedin.com/in/peteburden

Pete is a very experienced business and organisational consultant. He left the corporate world in 1994, and since then has spent more than 20 years helping and supporting people who are developing progressive, fair and sustainable businesses.

He believes it is vital to combine the practical work of business - projects, ventures and day-to-day operations - with an attitude of enquiry and on-going learning. This, he believes, is a great strategy to build organisational resilience in the face of complexity and change.

He has been a manager in a large US corporation, a director and chair of an SME, and an MD in several startup teams.

In the ‘90s he helped the BBC and Which? find new ways to cope with the emerging digital world. In the early noughties he helped create a brand new way to deliver business support to SME MDs – through peer-to-peer learning. And until 2012 he was Exec Chair of a social media business that explored democratic working.

Rob Warwick @smilerob http://uk.linkedin.com/pub/rob-warwick/2/43/b01/

Rob has a doctorate in healthcare policy, focusing on the interaction between policy and frontline practice. This was gained whilst working as Head of Strategic Change for a large NHS organization where he worked closely with the English Department of Health on a national healthcare initiative.

In addition to 14 years in a variety of NHS management positions, Rob has 8 years' experience in consultancy.

Rob has held academic roles with Cass Business School and London Metropolitan University and is currently with the University of Chichester; subjects include healthcare, strategy, management and leadership. Rob's particular area of interest is the role of narrative in organisations and personal development and how this might be used to explore reflexivity, complexity and power relations in groups.

Connected with this, Rob is also engaged in 'Conscious Business' where people in organisations think beyond profit and towards human development and growth, wider stakeholder needs, both now and for the future.

"About this title" may belong to another edition of this title.

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