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The epilogue summarized the contents of the book's chapters, which showed that leadership would be effective in Africa when it is situated in African countries' context, history, and values. It showed that Africa had a life and history before the arrival of the colonial masters, that leaders crafted a path to progress and development, recognized the imperfection in the system, and created an environment that favored innovation and creativity of their people. The leaders used this to progress the governance structures and their plans toward perfection. Leaders in the precolonial era demonstrated a growth/external mindset that saw leadership as a call to service and to develop people for productivity. The colonial masters did not come for a symbiotic relationship to build their nations and Africa. They came to exploit Africa based on the motives they had. They maneuvered their way but encountered resistance. They worked to identify surrogates, equipped them, and used them to marginalize the other leaders. When they left, Africa was left underdeveloped. Some postcolonial leaders again put their nations on the development path by linking the past with the present. Others did not do this because their fixed/internal mindset emphasized personal and narrow group interests instead of the national common good. In the end, African leaders should take full responsibility for what happened to their nations and how to salvage it. Africa helped the colonial masters to underdevelop Africa, and we can also drive the development progress.

This paper uses archival documents to begin to recover a history of women’s leadership in the advertising industry. In particular, this paper aims to identify the leadership styles of the first five presidents of the New York League of Advertising Women’s (NYLAW) club. Their leadership from 1912 to 1926 set the course for and influenced the culture of the New York League. These five women laid the foundations of a social club that would also contribute to the professionalization of women in advertising, building industry networks for women, forging leadership and mentorship links among women, providing advertising education exclusively for women and, finally, bolstering women’s status in all avenues of advertising. The first five presidents were, of course, different characters, but each exhibited the traits associated with “transformational leaders,” leaders who prepare the “demos” for their own leadership roles. The women’s styles converged with their situational context to give birth to a women’s advertising club that, like most clubs, did charity work and hosted social events, but which was developed by the first five presidents to give women the same kinds of professional opportunities as the advertising men’s clubs provided their membership. The first five presidents of the Advertising League had strong prior professional credibility because of the careers they had constructed for themselves among the men who dominated the advertising field in the first decade of the 20th century. As presidents of the NYLAW, they advocated for better jobs, equal rights at work and better pay for women working in the advertising industry.

This paper draws on women’s advertising archival material from the Schlesinger Library, Radcliffe and Wisconsin Historical Society to argue that the five founding mothers of the NYLAW provided what can best be described as transformational feminist leadership, which resulted in building an effective club for their members and setting it on a trajectory of advocacy and education that would benefit women in the advertising industry for the next several decades. These women did not refer to themselves as “leaders,” they probably would not have considered their work in organizing the New York club an exercise in leadership, nor might they have called themselves feminists or seen their club as a haven for feminist work. However, by using modern leadership theories, the study can gain insight into how these women instantiated feminist ideals through a transformational leadership paradigm. Thus, the historical documents provide insight into the leadership roles and styles of some of the first women working in American advertising in the early parts of the 20th century.

Archival documents from the women’s advertising clubs can help us to understand women’s leadership practices and to reconstruct a history of women’s leadership in the advertising industry. Eight years before women in America could vote, the first five presidents shared with the club their wealth of collective experience – over two decades worth – as advertising managers, copywriters and space buyers. The first league presidents oversaw the growth of an organization would benefit both women and the advertising industry when they proclaimed that the women’s clubs would “improve the level of taste, ethics and knowledge throughout the communications industry by example, education and dissemination of information” (Dignam, 1952, p. 9). In addition, the club structure gave ad-women a collective voice which emerged through its members’ participation in building the club and through the rallying efforts of transformational leaders.

Historically, the advertising industry in the USA has been “pioneered” by male industry leaders such as Claude Hopkins, Albert Lasker and David Ogilvy. However, when the authors look to archival documents, it was found that women have played leadership roles in the industry too. Drawing on historical methodology, this study reconstructs a history of women’s leadership in the advertising and marketing industries.

This paper helps to understand how women participated in leadership roles in the advertising industry, which, in turn, enabled other women to build careers in the industry.

This paper discusses a model for teaching leadership to first-year students as part of a learning community. It outlines the purpose and structure of the course and presents ideas for how different disciplines could be combined with leadership in learning communities. Teaching leadership to first-year students as part of a learning community instead of a stand-alone course has two distinct advantages. First, when leadership is taught at the freshman level, the early introduction of the topic allows for the possibility of repetition and reinforcements of the concepts, both of which are essential to learning. Second, by teaching leadership in a learning community, instructors and students are able to apply and integrate the concepts of leadership with other areas, thereby increasing learning and retention.

This paper aims to disrupt assumptions about leadership by arguing those who are ostensibly “followers” may be utterly insouciant towards the existence of people categorised as “leaders”. It contributes to anti-leadership theories.

This article uses an immersive, highly reflexive methodology to explore subjective meanings of leadership at community levels ostensibly governed by local government leaders. It uses a case study of the South Wales Valleys, one of the hubs of the Industrial Revolution in the 19th century but now economically deprived.

Through drawing on their rich and complex history, the author shows how in these communities there is a culture of neo-communitarianism that is anti-leadership and suspicious of attempts to establish hierarchies of superior over inferior. The author explores the complex webs of meaning through which ancient experiences reverberate like dead metaphors, informing contemporary understandings without conscious awareness of such a heritage. This is a history in which “leaders” betrayed or oppressed and exploited the population, which in response turned against hierarchies and evolved practices of self-government that continue today, invisible and unrepresentable within the wider culture.

The study draws on contemporary feminist research methods that emphasise subjectivity, flux and change. These are often not understood by readers not accustomed to stepping out of a positivist onto-epistemological frame.

The paper challenges the universalising tendencies of leadership theories that assume a shapeless mass; “followers” await the advent of a leader before they can become agentive.

The paper offers insights into a day-to-day world that is rarely explored.

The article demonstrates how emerging forms of qualitative research give insights into communities that undermine dominant, universalising theories of leadership, followership and government more generally.

In today’s educational climate of data, differentiation, and accountability, teacher leadership is essential; and professional development schools (PDSs) offer distinctive settings for teacher leader practice and development. Building on chapter one, this chapter defines teacher leadership in PDSs, introduces distributed leadership theory, and provides a brief history of teacher leadership in the United States before asserting several characteristics that render PDSs ideal settings for studying teacher leadership. Instead of asking why we should study teacher leadership in PDSs and other school–university partnerships, a better question might be, why wouldn’t we?

This article summarizes the design, implementation, and current status of an undergraduate interdisciplinary leadership studies minor at Morehouse College. The college’s primary mission is to “develop men with disciplined minds who will lead lives of leadership, service, and self-realization,” as well as provide students with an understanding of the African American heritage and cultural experience. The leadership studies minor was designed as a place within the academic curriculum of the college program for students to learn about and reflect upon the study, practice, and interdisciplinary nature of leadership, its theoretical and historical foundations, and explore critical ethical leadership challenges that impact civil society with special emphasis on issues as they relate to African Americans, their heritage, and their cultural experience. Program results to date and the future of the minor in the college’s academic curriculum are also discussed.

In the 1880s, William James argued that individuals do make a difference in history, and that the study of influential people is a defensible academic pursuit. The literature on leadership today raises three distinct challenges to his position: (a) that everyone is a leader, (b) that no one is a leader, and (c) that leadership is self-leadership. To avoid confusion, educators should look closer at the arguments, not only for historical reasons. There are sound theoretical, conceptual, and psychological reasons, for teachers and students alike to look closer at his argument.

During the first half of the twentieth century, a handful of German speaking scholars examined leadership through the lens of what came to be known as philosophical anthropology, a field of study inaugurated by Max Scheler. Not only do their contributions belong in the history of leadership studies, but the findings of philosophical anthropology can make contributions today. This paper introduces philosophical anthropology and more specifically what Scheler had to say about leadership. One of his primary insights distinguished leaders from what he referred to as exemplary persons, or what we call role models today. This distinction offers a basis for leading by example. Scheler found five universal ideal types that set the tone, so to speak, for any group or society.

Educational researchers have long experienced increasing rates of Nigerians educated to the graduate levels going overseas as a way to leave Nigeria. For the last 25 years, research has shown a rapid increase in the brain-drain syndrome in Nigeria (Akomas, 2006; Oji, 2005). From the history of expatriate Nigerians, research showed that the return rate of Nigerians who studied and obtained Ph.D.s in foreign countries shares a noticeable portion of the university educational outcomes and cannot be ignored. Pires, Kassimir and Brhane (1999), Oji (2005), West (2005), and Akomas (2006) agreed that brain-drain syndrome in Nigeria is increasing. Many Nigerian professors teaching in the universities in Nigeria have either gone overseas or are looking for ways to leave the country for greener pastures (West, 2005). In South Africa, one would find hundreds of Nigerian professors educating South Africans (West, 2005). Many are in Saudi Arabia, the United Kingdom, Holland, Germany, Canada, Australia, New Zealand, the United States, and many more places beyond the shores of Nigeria (West, 2005). Therefore, both educational leaders in the universities in Nigeria, in general, and Niger Delta region, in particular, and expatriate Nigerians educated to the graduate levels play a substantial role in the country's educational leadership effectiveness and success.