Leaders are not just born to the role. They are born, then made - and sometimes unmade by their own actions. A leader who is not attuned to his or her followers soon becomes a leader in limbo and invariably then fails. Connectedness, compassion, empathy, integrity, humility, reasonableness and a determination to be effective are the keys to attuned leadership. An attuned leader can step boldly into an uncertain future with the certainty that followers will lend their support. In this richly reflective discussion of leadership and transformation the author provides a guide to what constitutes ethical leadership in local and global contexts, for business, politics and government. In a world where tyrants abound in corporations and in states, Attuned Leadership provides a compass for the direction of ethical leadership. Central to this perspective is that the philosophical traditions of Africa offer an important contribution to the theory and practice of leadership in the world today. African humanism or Ubuntu, evokes both reason and empathy as the basis for ethical leadership. Ubuntu - articulated in the Zulu proverb Umuntu Ngumuntu Ngabantu - means that a person is a person because of other people. The author contends that the reciprocal relationship between the individual and the social collective stimulates caring and progressive thought and action. Nowhere is this more apt than in the relationship between leader and followers.

Based on neuroscience research, this book presents and demonstrates a 'Ten Enablers' model as a framework to help change leaders successfully lead and manage change. It focuses on the execution of change processes within volatile and challenging emerging markets with high growth potential. The book first presents the organizational development and change research on which the model is based, and discusses the basic neuroscience principles. It then introduces a systematic model of the ten enablers, taking readers through the process of change, from considering the ethos prior to embarking on it, including engagement of stakeholders, up to the final phase, where change leaders exit the process or the organization. It highlights this circular process through several step-by-step illustrations, supported by examples from emerging markets. Further, it includes neuroscience research and principles to help leaders understand and manage change in themselves and others. This well-researched and practical book is a valuable resource for students and professionals alike.

Organizations are globalizing at a frenetic rate. The world is becoming more connected each year and each generation of technology speeds up this process. What once took weeks and then days to share now can be done in minutes. This section will help you understand the dynamics of culture and diverse values in a global environment; how to manage across both virtual and physical borders; and how to sustain the performance and engagement of multi-ethnic, multifaceted employees. Also included are important insights on working in a global office space; how to use technology; how to collaborate effectively in global organizations; and “lessons learned” about cross-cultural values and leadership.

A serious but readable study that should be widely read by all concerned with leadership issues. Long Range Planning This book is the most up-to-date available investigation of the understanding of tyranny and terror that psychologists, psychoanalysts and experts on group and institutional behaviour can provide. Manfred Kets de Vries has produced a masterpiece. He draws on a wealth of published research in the field and relates it in an academically excellent, yet eminently readable, way to the premier problem of the beginning of the 21st century. I strongly recommend it. Anton Obholzer, formerly Tavistock Centre London, Psychoanalyst and Organizational Consultant From constructive narcissism to reactive narcissism, we are but one step away from megalomania and terror. Professor Kets de Vries traces the origin of leadership by terror to early childhood in this case study of Shaka Zulu. A gruesome story warns us that terror may be inherent in the human condition. Abraham Zaleznik, Harvard Business School, US Kets de Vries has written another terrific book on leadership. However, this work will prove both timely and insightful to students of leadership and political psychology. Through the tale of Shaka Zulu, Kets de Vries introduces us to our very own despotic tendencies and thus familiarizes the reader with the human side, however horribly oppressive and destructive, of leadership by terror. Here is a genuine contribution to the field of leadership studies. Michael A. Diamond, University of Missouri Columbia, US What makes despotic leaders tick? How do they become despots? On a lesser (but far more common) scale: why are some people ruthlessly abrasive in the workplace? Why do some business leaders appear to lose their sense of humanity? How and why do they create a culture of fear, uncertainty and doubt in their companies? Lessons on Leadership by Terror attempts to discover what happens to people when they acquire power, and whether the abuse of power is inevitable. Manfred Kets de Vries examines the life of the nineteenth-century Zulu king Shaka Zulu in order to help us understand the psychology of power and terror. During his short reign, Shaka Zulu established one of the most successful regimes based on terror that has ever existed, from which the traits of despotic leaders are illustrated. Shaka s life history is a study in the psychology of terror, and he can be a proxy for the behavior of any despot, be it from antiquity or modern times. From his leadership behavior fifteen cautionary lessons are derived, offering valuable principles for contemporary leaders. The book also explores the characteristics of totalitarian states, and discusses what can be done to prevent despotic leaders from coming to the fore. Clear parallels are drawn between Shaka s behavior and that of other, more contemporary, leaders including Hitler, Stalin, Pol Pot and Saddam Hussein. This fascinating and highly original book will be of enormous interest to a broad audience from students and academics focusing on leadership, political science, and political psychology, to practitioners such as managers, executives, consultants, and leadership coaches.

South Africa is celebrating its first decade of democratic freedom. It therefore seems appropriate to examine in more detail how South Africa has tried to restore some of the many social injustices caused by the former apartheid regime. This book offers a view into the world of organisation and management from a cultural perspective. The authors investigate how initiatives and policies with the aim of generating more employment equity have been developed, implemented and have worked out in various sectors of the South African economy. The various chapters present in-depth case studies that deal with the South African government, local NGOs, universities and tourism. The book reveals in detail the local struggles of the historically disadvantaged and the "powers-that-be", to try and live up to the ideals of the New South Africa.