Eight researchers conducted 262 in-depth meetings with leaders and their managers in the corporate (not cultural) world, however study aims to contribute to leadership theory and be applicable across sectors. Shows clear differences between “good” and “outstanding” leadership, with outstanding leaders “combining a drive for high performance with an almost obsessive focus on people as a means to achieving this”. Suggests there is now evidence to support a systemic, people centred approach to high performance leadership.
- Contributors:
- Penny Tamkin, Gemma Pearson, Wendy Hirsch, Susanna Constable
- Publisher:
- The Work Foundation
- Date:
- January 2010
