In Leading in Place, the authors open up new avenues in the debate on leadership by drawing the reader's attention to the ways in which women can be-and are-leading in organizations and communities in sometimes unconventional, often unrecognized, ways.
Through surveys and interviews, this practitioner-academic team has conducted a thorough and fascinating study of women in various leadership roles, from paid high-level executives to community volunteers. The book bridges the chasm between what the experts write about leadership and what is experienced in organizations and communities. It pushes the reader to think about how unconscious biases have influenced perceptions of leadership in research and organizations. They suggest leadership research should be updated to integrate 21st century realities by moving past both bias towards male prototypes, as well as the `great women' genre, revealing a wealth of experience and knowledge, including insights about leading in place.
With strategies for addressing issues around leadership at both the individual and organizational levels, this book will provide students of leadership as well as professionals with insights that challenge the ways we think about women leaders and leadership more generally.
Rita M. Hilton, Ph.D., is an organizational and leadership development expert and an ICF-certified executive coach. She currently serves as Director of Talent and Organizational Development for a US government agency. Rosemary O'Leary, Ph.D., is the Director of the School of Public Affairs and the Edwin O. Stene Distinguished Professor of Public Administration at the University of Kansas, USA.
PART I: The Challenge Chapter 1 Introduction Why This Book? Leading in Place Is a Rising Phenomenon Conversation about Women and Leadership Is Skewed Women Have Been, and Are, Leading in Place Organization of the Book Chapter 2 How Leadership Gets Construed Outlines of Leadership Research What Is `Known'? Leadership Unfolds across Spheres of Life Chapter 3 Taking Another Look The Employment Landscape Varies over Time-With Implications for Demands on Leadership Research Has Influenced-and Skewed-Practice It's Time for an Upgrade in Thinking about Leadership First Interlude: Pivotal Points in Leadership Development Part II: The Story from Many Voices Chapter 4 Questions of Leadership, and Women Seeing Those Who Lead in Place Stories Shape Our World Stories, Women, and Leadership Exploring How Women Experience and Value Emergent Leadership Chapter 5 `Her Stories' about Leading in Place Position or Behavior? Stories of Leading in Place How Prevalent Is Leading in Place? Conclusion Second Interlude: What Does Leadership Success Look Like? Chapter 6 Women's Perceptions Introduction to the Survey Who We Heard From Perceptions of Leadership Professional Satisfaction Experience of Leaders Summary Chapter 7 Women's Experiences Experience as Leaders Aspirations and Learning Successes and Challenges Choices and Trade-Offs Limitations and Questions Begging for Exploration Third Interlude: What Development Experiences Would Be Beneficial? PART III: What to Make of It Chapter 8 Findings and Insights on Leading in Place The Leadership Literature Our Findings Her Stories The Pros Offered Not Only Insight, but Also Advice Balancing Work and Life Constitutes a Gender-Neutral Reality What are the Implications for Research and Practice? Epilogue: Letter to Our (and Others') Daughters What Is Leadership? What Choices and Trade-Offs Do Women Make in Order to Lead? What about Leadership and Power? Do Others Need to Recognize Your Leadership to Validate it? What about Biases? What Else Have We Learned about Leadership?