Becoming “leaderful”: leading forward in turbulent times

Abstract

Purpose

The purpose of this 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.

Design/methodology/approach

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.

Citation

Yeo, R.K., Gold, J. and Marquardt, M.J. (2015), "Becoming “leaderful”: leading forward in turbulent times", Industrial and Commercial Training, Vol. 47 No. 6, pp. 285-292. https://doi.org/10.1108/ICT-04-2015-0032