Distinguished leaders, such as Oscar Arias and Harriet Fulbright, as well as distinguished leadership scholars including Bernard Bass and Bruce Llyod, address the issues and challenges of leadership and its relation to human development.

In the 21st century digital age, leaders face challenges of market volatility and uncertainty, accelerated technological change, demands of the Millennial and GenZ workforce, and existential threats from pandemics and climate change. Our leaders, however, are still using a 20th century industrial age paradigm-hierarchy based on power, control, and fear. This approach has failed to meet our pressing challenges. We need a paradigm shift to collaboration, the 4th evolution of leadership based on trust, ownership, and psychological safety. The era of collaboration has begun, where "We" is more important than "I," collective action is more effective than rugged individualism, and collaborative leaders inspire, engage, and facilitate the workforce. Leadership's 4th Evolution: Collaboration for the 21st Century equips students and leaders with a principle-based, award-winning methodology that recognizes people want to be trusted, respected, engaged, and supported. Based on 40 years of research and consulting work with Fortune 500 leaders and companies on five continents, the book provides proven tools and processes that empower leaders, teams, and organizations to become collaborative. Grounded in the best-practice Collaborative Method, these tools and processes enable leaders to implement the paradigm shift. This is a handbook for organizational and global transformation that ensures the workplace is fit for the human spirit and that global challenges can be addressed. Leadership's 4th Evolution is a key resource for leadership courses across a wide range of professions, including engineering, business, public administration, education, and social work. It is equally critical for corporate universities, executive education programs, and any industry leader who understands that 21st century challenges require a 21st century leadership methodology.

Today we often look to our leaders in business, government, or the social sector, to make effective decisions in a complex world. Whether they are asked what steps to take to improve competitiveness in a global economy or to make tough ethical choices, well-trained leaders are critical to organizational effectiveness. Although we know much about leadership development for individuals after they take their first job, we know relatively little about their earlier experiences that contributed to their interest in leadership or subsequent effectiveness as leaders. This volume brings together researchers who explore leadership at different points before individuals enter the workforce and asks important questions surrounding definitions of leadership behavior, necessary leader skills and age-related leader tasks, factors contributing to development of leader identity, and ways to improve the process of leader development. With contributions from well-known leadership researchers such as Robert Sternberg, Howard Gardner, Bruce Avolio, and Susan Komives, the volume shows research evidence for factors such as early childhood and youth experiences on leadership development, which have implications for the way we understand and train leadership in today’s organizations.

Leaders present lessons learned, strategies, challenges, and successes in easy-to-read narratives highlighting their diverse experiences with context, culture, power, gender and sustainability.

Covering leadership in the arts and humanities, this volume integrates critical theory with authentic leadership development, exploring the notion that leadership is both a discursive practice and a performative identity. Each year the International Leadership Association publishes a book that captures the best contemporary thinking about leadership from a diverse range of scholars, practitioners, and educators working in the field of leadership studies. In keeping with the mission of the ILA, the International Leadership Series Building Leadership Bridges connects ways of researching, imagining, and experiencing leadership across cultures, over time, and around the world. Praise for The Embodiment of Leadership "Read this book to experience an artistic and more robust sense of leadership; to rise to the challenge to gain alignment in mind, body, and spirit; and to heed the call to heal the shadows we as leaders sometimes cast over our collective humanity. Read this book to become more whole. " Shann Ray Ferch, professor of leadership studies, Gonzaga University "For once leadership experts consider the mind-body problem from the perspective of the latter the body. Those with an interest in how the body is brought to bear on the exercise of leadership would do well to explore The Embodiment of Leadership. " Barbara Kellerman, James MacGregor Burns Lecturer in Public Leadership, John F. Kennedy School of Government, Harvard University "The Embodiment of Leadership goes beyond the banal by using our body experiences as the point of departure in deciphering the leadership conundrum. Anyone interested in the study of leadership would do well to pay attention to this book. " Manfred F. R. Kets de Vries, Distinguished Clinical Professor of Leadership and Organiza-tional Change, The Raoul de Vitry d'Avaucourt Chaired Professor of Leadership Development, INSEAD "Leadership is a social construction. The Embodiment of Leadership presents a multifaceted approach to understanding how we, as a society, define, create, and contend with leaders and leadership. Serious scholars and students of leadership need to read this." Ronald E. Riggio, Kravis Leadership Institute, Claremont McKenna College

In contrast with conventional organizational approaches to international HRD, International Human Resource Development: A Leadership Perspective offers a personal perspective on workforce development using a demographic analysis of the workforces of a number of key countries in order to examine cultural implications for training and development, and for best practice.

If we needed a reminder that the world is complex and in constant motion, then 2020 certainly delivered. Suddenly, the inherent uncertainties and ambiguities of leadership were starkly revealed for all to see as the dynamics of complexity and change played out intensively, and very publicly, on the global stage. Leadership in Complexity and Change draws on complexity science to paint a picture of a world in constant motion, where leadership is enacted in the midst of complexity and continuous change. We must learn to engage with complexity. If not now, when? Part I of this insightful book brings complexity science to life by considering the practical challenges of complexity and its implications for leadership. Part II considers how leaders can reinvigorate existing tools and approaches with a new mindset, before offering some new tools and practices for learning informed leadership. Part III concludes by considering the person in the practice of leadership in complexity and change. Key ideas are presented through mini-cases and practical examples embedded throughout the book. This book will help executives, managers, and professionals recognise where some of the challenges come from understand why those challenges persist engage with the dynamic patterning of organisational life appreciate the scope for leadership recognise the choices that can be made choose how to manage themselves Events around the book Link to a De Gruyter Online Event in which the author Sharon Varney together with Jean Boulton, Leading authority on complexity theory and its implications for the social world, and Ian Rodwell, Head of Client Knowledge and Learning at Linklaters LLP, discuss what it means to be an effective leader in an uncertain world and that one should develop the ability to keep an eye on the emerging future: https://youtu.be/vSi732fdqbc