ABSTRACT
This introduction provides a general overview of leadership in the context of work and organisational challenges encountered in the conservation sector, namely dealing with ecologically fragile species of concern, limited resources, remote locations, challenging activities, unsupportive politicians, crime, community conflict, and competing commercial interests. The chapter presents a brief history of leadership theory and practice covering early industrial models, twentieth-century corporate leadership, and modern international leadership. This review identifies where mainstream thinking matches the challenges faced in conservation. Cultural perspectives on behavioural dynamics are raised since many traditions of leadership are based on a Western perspective. Certain principles of leadership which remain valid across cultures are presented here, providing very different perspectives and priorities from the way we have been taught in the past. While there is no one-size-fits-all approach, a leader from any cultural background can use many effective leadership principles to good effect. The role of a leader is discussed; what leaders should focus their attention upon, what they should be saying, and what they should be doing (or not). Finally, leaders have different levels of competence and must master skills and behaviour at each level to mature, become increasingly effective, and then grow to higher levels of capability.
