KEITH KEITH
- Published in print:
- 2001
- Published Online:
- October 2011
- ISBN:
- 9780199244898
- eISBN:
- 9780191697401
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199244898.003.0002
- Subject:
- Business and Management, Organization Studies, HRM / IR
This chapter examines two contemporary business leaders whose fortunes appear quite different but where the particular business is almost identical—Freddine Laker and Richard Branson. It notes that ...
More
This chapter examines two contemporary business leaders whose fortunes appear quite different but where the particular business is almost identical—Freddine Laker and Richard Branson. It notes that the failure of Freddie Laker's Skytrain makes the success of Richard Branson's Virgin Atlantic all the more unsusual, because Branson first flew under the licence abandoned by Laker. Moreover, while Laker managed a late and very limited comeback in the late 1990s, Branson went on to become what is probably Britain's best-known and most popular entrepreneur. This chapter seeks to explain the apparent contradiction that is firmly grounded in the leadership styles of both individuals.Less
This chapter examines two contemporary business leaders whose fortunes appear quite different but where the particular business is almost identical—Freddine Laker and Richard Branson. It notes that the failure of Freddie Laker's Skytrain makes the success of Richard Branson's Virgin Atlantic all the more unsusual, because Branson first flew under the licence abandoned by Laker. Moreover, while Laker managed a late and very limited comeback in the late 1990s, Branson went on to become what is probably Britain's best-known and most popular entrepreneur. This chapter seeks to explain the apparent contradiction that is firmly grounded in the leadership styles of both individuals.
Keith Grint
- Published in print:
- 2001
- Published Online:
- October 2011
- ISBN:
- 9780199244898
- eISBN:
- 9780191697401
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199244898.001.0001
- Subject:
- Business and Management, Organization Studies, HRM / IR
Leadership is still much discussed, studied, and sought after, even though we now live in supposedly more democratic times with flatter organizations and empowered employees. But how can we best ...
More
Leadership is still much discussed, studied, and sought after, even though we now live in supposedly more democratic times with flatter organizations and empowered employees. But how can we best understand leadership? Are leaders born or made? Do they have particular traits or are we all potential leaders? Do the requirements for leadership change over time or are there timeless patterns? Do traditional approaches help us to pick and develop leaders or are there alternative ways that advance our understanding? This book investigates the notion of leadership in a series of historical case studies and rich essay portraits of some of the most famous, and infamous, leaders (e.g. Florence Nightingale, Richard Branson, Horatio Nelson, Martin Luther King, Henry Ford, etc.). The scenarios are drawn from right across the spectrum to include business, politics, society, and the military. The first part of the book considers four sets of parallel cases where leadership appears to be a major explanation of success and failure. The second part takes the four critical issues arising from these parallel cases (identity, strategic vision, organizational tactics, and persuasive communication) and explores them in detail. One main reason we have such difficulty in explaining and enhancing leadership, the author argues, is because we often adopt perspectives and models that obscure rather than illuminate the issues involved. The reliance upon traditional scientific analysis has not provided the anticipated advances in our understanding because leadership is more fruitfully considered as an art, or more exactly an array of arts, rather than as a science.Less
Leadership is still much discussed, studied, and sought after, even though we now live in supposedly more democratic times with flatter organizations and empowered employees. But how can we best understand leadership? Are leaders born or made? Do they have particular traits or are we all potential leaders? Do the requirements for leadership change over time or are there timeless patterns? Do traditional approaches help us to pick and develop leaders or are there alternative ways that advance our understanding? This book investigates the notion of leadership in a series of historical case studies and rich essay portraits of some of the most famous, and infamous, leaders (e.g. Florence Nightingale, Richard Branson, Horatio Nelson, Martin Luther King, Henry Ford, etc.). The scenarios are drawn from right across the spectrum to include business, politics, society, and the military. The first part of the book considers four sets of parallel cases where leadership appears to be a major explanation of success and failure. The second part takes the four critical issues arising from these parallel cases (identity, strategic vision, organizational tactics, and persuasive communication) and explores them in detail. One main reason we have such difficulty in explaining and enhancing leadership, the author argues, is because we often adopt perspectives and models that obscure rather than illuminate the issues involved. The reliance upon traditional scientific analysis has not provided the anticipated advances in our understanding because leadership is more fruitfully considered as an art, or more exactly an array of arts, rather than as a science.
