ABSTRACT
Leadership and Coherence investigates how leaders justify their decisions, and how they bring about coherence amongst followers. Taking a cognitive approach, it builds on the work of Hannah Arendt to attempt a phenomenology of judgment, examining how the moral imperative experienced by leaders can be shared by their community so both leader and led are guided by a mutual purpose.
Through biographical case studies of historical leaders, this book illustrates how successful leaders operate in a turbulent world, not only making their own decisions but also gathering likeminded followers to share in a common vision and shared sense of purpose.
