how to become your authentic self and lead authentic organisations
In our Introductory Series to Human Factors in Business, we explored concepts and tools from a wide variety of disciplines to support managers and leaders to develop a deeper understanding of the people component in business.
This book is picking up the particular business topic what is leadership and what makes a true leader, and provides new and old ideas in a simple, easy to understand format. We do so through the eyes of human factors in business.
If you have not already perused our Introductory Series (personality, stress, communicate and motivate), you may not get maximum benefit from this volume. We use human factors concepts in the text that have specific meanings and are part of models that help us to better understand human interaction, people’s perspective on the world, their needs, individuals’ responses to stress and many other facets that create the rich tapestry we call humanity.
I certainly urge you to have a look at the Introductory Series first before carrying on.
The Human Factors in Business Applied Series draws on more than one hundred years of published knowledge. When perusing our collective wisdom in print, I could not help but wonder why some themes have been picked up over the years, time and time again. Obviously, where previous thinkers have identified shortcomings and prescribed their remedies, and where the business community simply has not picked up on their ideas, we can only jump to one or two conclusions: the remedy has not been simple enough to implement, or the thinker has not been able to overcome the inertia of the business community.
For example, and in the context of this book, thinkers have discussed the art of leadership for centuries, often posing the question of what makes a particular person a good leader and others not. Scientific theories have been developed and put forward, but a deeper understanding of leadership still appears to be elusive. All too often, people we celebrate as today’s leaders either fall from grace or are quickly forgotten. They make it regularly onto the front page of today’s papers and magazines, but do not leave a legacy.
What makes a great leader? In this book, I offer a fresh look at an old topic, perusing one hundred years of leadership literature, whilst bringing in the human factors component. In that context, I am not getting hung up about technical perfection and come from the position of being ‘broadly right rather than precisely wrong’.