Becoming “leaderful”: leading forward in turbulent times

Abstract

Structured AbstractPurpose: The primary aim of the paper is to offer a practice-based understanding of leadership based on the concept of 'leaderful' practice. In supporting this concept, the paper describes the contexts that shape leadership capacity and introduces an integrative framework that further illustrates 'leaderful' practice. Methodology:The paper draws on prior research conducted by the authors in a variety of industries. Insights were gleaned from both theoretical perspectives and qualitative data drawn from a number of empirical studies. Findings:In order to lead confidently in turbulent times, leaders need to first unlearn the conventional wisdom of leadership. Three contextual enablers contribute to 'leaderful' practice, namely problem, action, and experience. Becoming 'leaderful' is being mindful of how these three enablers could be harnessed and integrated to facilitate change in meaningful ways.Practical Implications: In order to promote 'leaderful' practice, both reflective and conversational spaces are imperative. Such spaces help leaders to be mindful of their internal and external contexts, including a keen awareness of self and others in framing references of the past for the future. In doing so, leaders need to be 'present' to confront 'wicked' problems and take action through collective experience and intelligence.Originality/Value: Understanding how leaders think, feel, and act in actual practice helps us understand the genuine characteristics of leadership. The paper introduces a framework of 'leaderful' practice with a focus on leading with confidence. It extends current understanding of leadership practice by viewing 'leaderful' practice from the perspective of problem, action, and experience.

Critical reflection in leadership development

“…Herein lies the key connection between critical reflection and leadership development. More recently, Yeo et al (2015) offer a “practice-based understanding of leadership” (p. 285) where “leaderful inquiry” into problem, action and experience serves as the foundation of the practice (p. 291).…”