© 2017 – CRC Press
93 pages | 2 B/W Illus.
This book will advance the understanding of leadership beyond the inherited myths and modalities of command and control. Leadership is separated from ideas and institutional seniority and explained as the collaborative power of one with others. Enabling the intelligent co-participation of all people, the constructive effect of this approach to leadership is in the engagement of people. This is significant when task accomplishment depends not on managerial direction, but on the interaction of people with each other, with technical systems, and with complex regulations which are often across jurisdictional boundaries. Examples and case studies are included.
"Beyond Command and Control: Leadership, Culture and Risk challenges the myths and cultural influences (both societal and organizational) surrounding modern day leadership and encourages the reader to broaden their thought processes to include the idea that leadership is not simply a position, it is a privilege – and that when people are trusted to lead, they bear an obligation to lead well.
Leadership can only occur if there are followers. This book tackles the idea that leadership is mainly about effective human interaction and an ability to exercise constructive influence, and that the idea that leading well is informed by the concept of power with, not by power over - a concept that still appears to be quite foreign to many people, hence, the distinct lack of inspirational leaders in our society.
Too many times in history, have we seen just the nominated leader take the fall when things have gone wrong. This book explores the idea that responsibility is not just placed on one person, that it is ‘infinitely wide’. That the major responsibility that is born by one person – the leader – does not dissolve the responsibility of others. This complements the collaborative approach to leadership that is a strong theme throughout the book that, as a team, you all play a part as you work towards achieving your goals and that you all bear a level of responsibility in ensuring that a successful, and safe, outcome is achieved."
— Jocelyn Parsons, Global Maritime Emergency Response Company, Australia
"The book covers a range of topics relevant to modern leadership. The distinction between leadership and management is important as there is a tendency to conflate the two concepts.
By emphasizing that power relationships are inherent within the practice of leadership, the book provides a powerful case for recognizing that effective leadership must be underpinned by ethics and personal responsibility. These are personally challenging but important issues for leaders at all levels.
The book, while having its roots in crisis management, provides lessons that are instructive for industries and organizations of all types. This is a book I would have on my shelf and intend to draw upon it in my research into organizational coordination in crisis management."
— Jamie Storrie, Australian National University, Australia
"Although I would definitely recommend this book, I was in two minds about its target audience. In one sense, with its stripped-back approach, I felt myself transported back 25 years to first-year university classes. On another, I felt refreshed by the utility of its methods. It reminded me what "good leadership" looks – and feels – like.
The way a leader acts is directly related to their success – today more than ever. The authors show clearly, with excellent references to recent academic studies, how to make the shift from command and control to enjoying "power with" people. Topics such as situational awareness, positive partnership, effective communication, error management and decision-making really only merit short chapters where readers can pick up and quickly reflect on the content. This is certainly the case here. Also, the content is framed in such a way that it can be applied both to leaders with direct reports and those who seek to influence without authority.
Leadership is measured best in how it engages people, so if you’re keen to build the sort of organisational culture that lets people do well, this compelling read is a useful addition to the OSH professional’s toolkit of "soft skills."
—Josh Magazine, August 2017