ABSTRACT
In this chapter I am going to argue for a shift of focus, from an individualized conceptualization of leadership, towards leadership as a product of human community: the collective capacity to create something of value. This definition of leadership is a paraphrase of an idea of Peter Senge (Senge, Heifetz and Torbert, 2000), and his contrasting views about redefining leadership represent an interesting paradox, which I think can inform our understanding of leadership, as well as providing ideas for practice. There is little doubt about the central and continuing importance of leadership both as an organizational issue and as an organizing process. Leadership is seen as ‘the number one business issue – higher even than determining customer needs’ (Career Innovation Group, 2002); as the primary competency that organizations are seeking to develop (Brown and Posner, 2001); and changes in the understanding and practice of leadership constitute an important challenge for both governments and organizations in the future.
