This book presents a lively debate surrounding the professionalization of leadership. With contributions from both sides of the argument, it considers the historical overview of leadership and management as a profession, questions what constitutes a profession, and critically addresses the practicality of professionalizing leadership. With a range of perspectives including political philosophy, behavioral professionalism and management history, the book intends to facilitate further discussion on the issues at stake. With a number of education programs beginning to focus on the art and practice of leading people, this debate is particularly timely.
Table of Content
1 Background and introduction: leadership as a profession and as main theme on bachelor programs.- 2 What is a profession, and what are the prerequisites for being a profession?.- 3 How and why management has not become a profession.- 4 Management as a profession: the historian’s perspective.- 5 The professional leader – man of many talents or Jack of all trades? Five questions about professional leadership.- 6. Leadership as a profession: a special case dependent on organizational ownership, governance, mission and vision.- 7 Can leadership become a profession?.- 8 Against professionalizing leadership: the roles of self-formation and practical wisdom in leadership.- 9 The case for behavioral professionalism in leadership.- 10 Professionalizing political leaders – is this the cure? Lessons from political theory.- 11 The future of management: global trends and possible scenarios of development of managerial profession.- 12 Management/leadership – profession, professional, professionalization.- 13 Leadership, management, and the common good.- 14 Management can be considered as a profession.- 15 The professionalisation of medical management?: the slow and checkered case of UK health care.-16 Leadership as a profession – the need for an authentic jurisdiction.- 17 Should leadership be considered a profession?.- 18 Leadership as a profession? The significance of reflexive judgment.- 19 Preparing for turning leadership into a true profession.- 20 Bachelor programs in leadership – the beginning of a profession.- 21 “As the twig is bent, so the tree shall grow”: developing strategic intuition through reflective practices in bachelor programs in leadership studies.- 22 Yes, we should develop new action learning based Bachelor programs in leadership.- 23 The need to consider the context when offering bachelor programs in leadership.- 24 How a bachelor in leadership would fill a gap.- 25 Why universities should give bachelor programs in leadership.
About the author
Anders Örtenblad is Professor of Organization and Leadership at the Faculty of Social Sciences, Nord University, Norway.
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