Leaders are made, not born, Mark Wexler argues, and they cannot be understood in a vacuum. There is no simple answer as to why certain people select one leader over others. Those who look for a master story within capitalism to encapsulate the effective leader are, he asserts, caught and blinded within the headlights of a particular worldview. Rather, leaders can be understood and evaluated within the cognitive lens of four distinct and competing worldviews - entrepreneurial, regulatory, communitarian and network.
Exploring the manner in which leaders make and remake themselves in the midst of a changing world, the author shows how they must put together a composite of the skills called for in the four faces of capitalism. He illustrates how and why local leaders develop skills within a worldview and how cosmopolitan leaders, by engaging in reflective practice, cross over into other worldviews and reinvent themselves.
An accessible, interdisciplinary study of a fascinating subject, this volume will appeal to scholars and students of leadership, as well as to practising leaders, politicians and executives.
Mark N. Wexler, Professor of Management and Organizational Studies, Simon Fraser University and President, Perimeter Group of Consultants and Trainers, Vancouver, Canada
Contents: Preface 1. Context as Worldview: Making Sense of Leadership 2. Buccaneer Leaders: The Money Talks Story 3. Bureaucratic Leaders: The Built to Last Story 4. Participative Leaders: The Cooperation Pays Story 5. Knowledge Leaders: A Portal to a New World Story 6. Leadership Skills in Context 7. Leaders Reinventing Themselves: The ACTs of the Reflective Practitioner Bibliography Index