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ist type is always the applicable one. At this current business environment and considering the present forms of leadership that are found in most organizations, the challenge is to get past the so-called “heroic leadership” forms characterized by Achievers and Experts at the lower and middle level management (p. 35). It is interesting that the authors distinguish the word “leader” away from “hero” since history and literature consider heroism as the most inspirational form of leadership. The authors admitted that heroic leadership pulled through for companies especially in the twentieth century but times have changed. The authors defined “heroic leadership” as being self-centered and controlling in the sense that they alone feel responsible for charting the organization’s objectives, coordinating the activities of the members, and in managing how workers perform their respective jobs. They present heroic leadership as a static form of leadership in contrast to the dynamic “agile” leadership which the rapidly changing global business environment requires. The authors recommend the post-heroic leadership forms that emerge from the Catalyst stage onwards. What is desirable about post-heroic leaders is that while leaders hold accountability and accept ultimate responsibility, they allow members to participate and the organization shares commitment and burden in realizing organizational objectives. In this manner, even members of the group are empowered without necessarily holding a position with power.

 

Part Three of the book is all about how to apply all the concepts presented in the first two chapters into one’s leadership situation. I thought this was the most helpful and meaningful part of the book because it answers the question, “Now what?” After learning about the five leadership agility levels and the corresponding characteristics and orientations associated with them, the authors provided a whole chapter to help assess one’s current leadership agility and to provide examples of how people make the transition from one level to the next, on two levels at once, or even downgrading to a lower level of agility. There were various examples on how these types of transitioning might happen in the real-world setting. After helping with a self-assessment tool, the next part of this section presented ways in which the reader might target some leadership development goals in order to become more agile, hence, more effective leaders in the twenty first century.

 

Conclusion

 

This work from Joiner and Stephens (2006) is a response to the ever-growing challenges of leadership that has swept the global age. Compared to the more normative concepts of effective leadership that could be read from Northouse (2008) and Kouzes and Posner (2007), Joiner and Stephens focused on the ability not only to achieve organizational outcomes but to adaptability as well to respond to the changing conditions in society to achieve success for the business or organization. Comparatively, Joiner and Stephens presented a more contemporary strategy for today’s leaders and highlighted examples that are grounded to twenty-first century realities. Jo本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。