Leadership is about influencing others to move in a certain direction and there are many ways of achieving this influence. Each of these leadership styles has its inherent qualities and pitfalls, and will be more suited to specific people and different circumstances. The more leaders understand their preferred leadership styles and are able to flexibly switch to the most suitable style given the situation, the more effective they will be. This book maps out ten sets of opposite leadership styles, giving readers the possibility to understand the strengths and weaknesses of both sides, and to identify their own current preference.

The ten leadership style dimensions cover the full range of leadership roles, from the leader as coach (interpersonal leadership), to the leader as organizer (organizational leadership), as strategist (strategic leadership), as sense-maker (leadership and mission) and as role model (leadership and self).

Readers are invited to draw up their own leadership development plans, which is supported by an interactive App. Readers are also challenged to reflect on how they would approach a number of cases, after which they can go to an interactive web-forum to read how others have responded and engage in a discussion with them. Leadership Agility is a useful tool for practitioners in the corporate world as well as business students and emerging leaders.

part I|35 pages


chapter 1|14 pages

The nature of leadership

chapter 2|20 pages

The practice of leadership

part II|38 pages

Interpersonal leadership

chapter 3|20 pages

Interpersonal steering

The paradox of activities and conditions

chapter 4|17 pages

Interpersonal feedback

The paradox of challenge and appreciation

part III|40 pages

Organizational leadership

chapter 5|21 pages

Organizational composition

The paradox of unity and diversity

chapter 6|18 pages

Organizational decision-making

The paradox of direction and participation

part IV|32 pages

Strategic leadership

chapter 7|16 pages

Strategic goal-setting

The paradox of idealism and realism

chapter 8|15 pages

Strategic priority-setting

The paradox of exploitation and exploration

part V|38 pages

Leadership and mission

chapter 9|21 pages


The paradox of wealth and health

chapter 10|16 pages


The paradox of self-actualization and service

part VI|40 pages

Leadership and self

chapter 11|20 pages

Leadership problem-solving

The paradox of thought and action

chapter 12|19 pages

Leadership attunement

The paradox of authenticity and adjustment

part VII|40 pages

Leadership development

chapter 13|28 pages

Developing leadership agility

chapter 14|11 pages

Mastering leadership agility