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The current state of leadership training and development is summarised, as well as the three phases through which leadership theory and practice have passed (trait, behavioural and situational phases). Then weaknesses of these three approaches to leadership are highlighted, along with what seems needed for the field to advance. New and intriguing directions in leadership research are then outlined, along with preliminary insights from these approaches. Finally, it is argued that we may now be poised on the brink of significant innovative advances in theory and in leadership development, based on these new approaches and findings.

This article briefly reviews the history of leadership theory and practice and outlines the major components of an expectancy or path‐goal approach to the leadership and motivation of subordinates. Key concerns which are necessary for a leader to positively impact on subordinate effort, performance, and satisfaction are outlined. A general diagnostic model is presented which may be used to assess critical antecedent (precursor conditions), process (maintenance functions), and follow‐up (reassessment and monitoring stage) activities which are essential for effective leadership. Implications of this approach for leadership training and development are emphasised.

The author argues that we must stop and take a look at what our insistence on human labour as the basis of our society is doing to us, and begin to search for possible alternatives. We need the vision and the courage to aim for the highest level of technology attainable for the widest possible use in both industry and services. We need financial arrangements that will encourage people to invent themselves out of work. Our goal, the article argues, must be the reduction of human labour to the greatest extent possible, to free people for more enjoyable, creative, human activities.