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It is no surprise that artists rely closely on their senses to create, develop, and perform their art. Musicians rely on what they hear, dancers rely on their proprioceptive sense and sense of movement, and painters rely on their vision. They rely on these senses to make decisions during creation and performance. At the same time their art can be seen as an exploration of what humans can experience through the senses. Developing the capacity to sense is an integral part of art education that is valued as highly as learning technical skills, such as the musician’s mastery of the instrument, the dancer’s mastery of the body, and the painter’s mastery of color and brush techniques.

In management education, things are different. Relevant techniques are taught, but no special attention is given to developing the ability to sense. There is an implied assumption that managers already know how to do this. However, on a two-day MBA course, it became clear that not only is this assumption wrong, but moreover the traditional pedagogical formats used seem to actively limit the participants ability to sense. The result is leaders who know techniques for enacting leadership, but due to their underdeveloped ability to sense, are unable to apply these techniques appropriately in practical settings.

American choral music of the present day reflects the variety of styles found in vocal and instrumental music throughout the Western world during the twentieth century. However, the majority of choral music is more conservative in form and tonality than is instrumental music, due probably to the heritage of American choral music. Approximately the first two hundred years of choral singing in America were based on religious texts and simple tunes. Choral music in America did not “flower” until the nineteenth century, when composers began to write in a variety of styles, using secular as well as sacred texts.

Although within the leadership literature there is a body of research concerning the physical attributes of leaders, close examination reveals that much of it offers a rather surface level of analysis. A number of studies, for example, attempt to correlate leaders’ height with their success, and attempts have been made to identify a relationship between leaders’ performance and their attractiveness. In this book, a range of scholars from differing perspectives delve below the apparent level of physicality to highlight its paradoxically ‘invisible’ aspects including: the impact of gesture, the way in which the physical is intrinsically interwoven with the social and the contradictory nature of bodily taboos. The book shows how each of these aspects plays an important role in the creation and maintenance of leadership relationships.

This chapter introduces three tussles we and our authors have faced in navigating this territory. Firstly, we have worked hard to find forms of writing which ‘point towards’ the experience of physicality. Realising that written language can never ‘be’ that experience (just as Magritte demonstrates with his painting, ‘Ceci n’est pas une pipe’ that the reproduction of the pipe is not the pipe itself) we have encouraged authors to contribute first-person accounts, in-depth case studies focused on individuals and even activities which involve the reader in order to evoke a sense of the physical. Secondly, we have endeavoured to distinguish the ‘inside-out’ phenomenon of ‘embodiment’ from the ‘outside-in’ occurrence of ‘physicality’. Finally, our authors have worked to reveal the mutual entanglement of social and material worlds, such that paradoxically, the physical reveals itself to be ‘in flow’ and continually in a process of ‘becoming’. After describing how we have sought to resolve these challenges, a taster from each chapter is offered. The chapter concludes by reasserting the importance of recognising the physical nature of the connection at the heart of human relationships experienced as leadership.

IN MANY RESPECTS 1961 has been a disappointing year in the British library field. In January we remarked upon our hopes for the year: a new examination syllabus, a new look for the Library Association, progress on the new building in Store Street for the National Central Library and the Library Association, a new Public Libraries Act—these were some of the advances envisaged at the outset of this year.

Our occasional plea for more candidates, representing all sides of librarianship, for the Library Association Council, seems to have been over‐adequately satisfied this year. The rotation system of election provides only five vacancies each year; for these there were seventeen candidates. The voters were as indifferent as usual. The entire number of votes for all candidates was 10,396, and this from a membership of well over 8,000, each with five votes to cast. Possibly this shows the proportion of members who are really active in their interest. The results, however, cannot be called unsatisfactory, although the loss of Mr. Seymour Smith is to be regretted on the London representation. His successor, Mr. F. C. Francis, is a welcome addition, as he increases our connexion with the British Museum, and thus recalls the early years of the Association. From the Country representation we have lost the chief librarians of Glasgow and Newcastle‐upon‐Tyne, and the County Librarian of Denbighshire. The three successful candidates, Miss F. E. Cook (Lancashire), Mr. Duncan Gray and Mr. E. A. Clough, merely return to the Council. This presents a sort of election puzzle, as those who were displaced were also on the Council last year. Possibly some of them formerly represented branches or sections; there is certainly a solution to the puzzle. We say with confidence that any one of the candidates, successful or unsuccessful, would be an excellent councillor. For examples, many would like to see Cambridge University Library represented by Mr. E. Ansell, and it seems impossible that Glasgow is not represented or that the work Mr. Paterson has done should not have kept his seat safe; while few men of recent years have done more for the education of librarians than Mr. Austin Hinton. But the difficulty is that much the same sort of eulogy might be made of those who have been elected.

The study of power is essential to any study of leadership, as power is fundamental to human organization and is understood to be a driving force of leadership. Power is typically thought of in terms of having dominance over others from a hierarchically higher position. In this chapter, we explore how power is typically defined in the literature and propose that mutualism represents an expanded definition of power and one that more closely aligns with the concept of inclusive leadership. We make a case for viewing power as a capacity that can be developed in others rather than a commodity that can be obtained, horded, or doled out. With this in mind, we explore how these two phenomena intersect from the perspectives of powerdistance, hierarchy, and empowerment. We argue that power expressed as dominance creates distance between leaders and employees, while mutualistic expressions reduce such distance, and that hierarchy and power have been erroneously conflated and when disaggregated can serve a useful purpose in a low-power-distance culture. Finally, through empowerment, we consider approaches to the development of power in others, which is a topic that is rarely considered in the leadership literature. Inclusive leadership offers an important pathway for moving organizations and society toward justice through the creation of cultures characterized by cooperation, unity, and diversity where greater numbers of people step into their capacity for power and begin to address the challenges facing humanity. This is realizable in cultures that promote mutualistic power.

THE ABOVE advertisement appeared in The Cambrian of 20th August 1875, and in the two following editions of this weekly newspaper. Swansea had adopted the Public Libraries Acts at a lively and rather stormy meeting in October 1870. Until December 1874, the matter of establishing a library service lay in abeyance. Then after mounting criticism, particularly in the local press, over the long delay in implementation of the Acts, the Town Council appointed a Library Committee which held its initial meeting on 8 January 1875. Their first important duty was to appoint a librarian.