Leadership in Context: The Four Faces of Capitalism(New Horizons in Leadership Studies series)

Leaders are made, not born, Mark Wexler argues, and they cannot be understood in a vacuum. There is no simple answer as to why certain people select one leader over others. Those who look for a master story within capitalism to encapsulate the effective leader are, he asserts, caught and blinded within the headlights of a particular worldview. Rather, leaders can be understood and evaluated within the cognitive lens of four distinct and competing worldviews - entrepreneurial, regulatory, communitarian and network. Exploring the manner in which leaders make and remake themselves in the midst of a changing world, the author shows how they must put together a composite of the skills called for in the four faces of capitalism. He illustrates how and why local leaders develop skills within a worldview and how cosmopolitan leaders, by engaging in reflective practice, cross over into other worldviews and reinvent themselves. An accessible, interdisciplinary study of a fascinating subject, this volume will appeal to scholars and students of leadership, as well as to practising leaders, politicians and executives.

Table of Contents:
Contents: Preface 1. Context as Worldview: Making Sense of Leadership 2. Buccaneer Leaders: The Money Talks Story 3. Bureaucratic Leaders: The Built to Last Story 4. Participative Leaders: The Cooperation Pays Story 5. Knowledge Leaders: A Portal to a New World Story 6. Leadership Skills in Context 7. Leaders Reinventing Themselves: The ACTs of the Reflective Practitioner Bibliography Index

About the Author :
Mark N. Wexler, Professor of Management and Organizational Studies, Simon Fraser University and President, Perimeter Group of Consultants and Trainers, Vancouver, Canada

Review :
'This is a professionally thorough work providing a range of ideas and suggestions as well as a new vocabulary and paradigm of thought grounded in contextualism and polyglotism for the leaders of contemporary organizations. . . Given the nature of the four faces of capitalism, four archetypical leadership stories or styles identified, the comprehensive nature of the treatment of the subject, practical examples and directions given, the book will appeal to professional leaders, managers, prospective leaders, and students of leadership and organizational studies. Most importantly it gives ample directions as to how to think beyond the box, i.e. one's preferred worldview and skill set.' 'Wexler talks with rich texture about the four faces of capitalism. The author outlines how a leader can learn to adapt and overcome local idiosyncrasies. This book is new and original. It will be useful for academics eager to bring theory to practice.'