Chapter 1 Introduction; Chapter 2 Missing Leadership and the Need for Effective Decision-Making; Chapter 3 Misguided Leadership and the Need for a Global Approach; Chapter 4 Misinformed Leadership and the Need for a New Paradigm; Chapter 5 Machiavellian Leadership and the Need for a Contemporary Mission; Chapter 6 MisLeadership and the Need for Globally Fit Leadership; Chapter 7 Case Studies; Chapter 8 Implementation Strategies;
John Rayment is a Principal Lecturer in Decision Making and Problem Solving and MBA Programme Leader at the Ashcroft International Business School, Anglia Ruskin University, Cambridge and Chelmsford, England. Coming from an accounting background, John moved increasingly toward decision making and problem solving, including writing a successful text 'Mind Morphing - Decision Making using Logic and Magic'. This led him to consider whether mental fitness could be thought of in similar fashion to physical fitness, i.e. in terms of strength, stamina and suppleness, and the role such mental fitness should play in successful leadership, particularly in the solution of urgent global issues (UGIs). John acts as a consultant to a range of private and public sector bodies, leads international postgraduate programmes in leadership and management and facilitates adoption of his ideas by organisations. In April 2008 he organised and led an international conference on Global Leadership. Dr Jonathan Smith, MA, Chartered FCIPD, is a Senior Lecturer at the Ashcroft International Business School, Anglia Ruskin University. He leads international postgraduate programmes in leadership and facilitates innovative masters level courses in leadership, strategy, organizational change, HRM and research methods. Jon coaches and supports a large number of leaders and HR professionals in the research, design and implementation of best practice initiatives in organisations. Jon has experience in a variety of managerial and training roles, in a number of public and private sector organisations. Prior to working at the University Jon was a Director of Studies for six years at the UK National Police Training and Development Authority, working with the Home Office Forces of England and Wales to shape and drive the training agenda to achieve world-class performance within police training.
'We are in the midst of a leadership crisis that extends to all spheres of society. The lack of trustworthiness amongst leaders has contributed to the erosion of trust amongst the general public. With its fresh thinking and practical wisdom, this book will help arrest the crisis and inspire us to become the leaders we have it within us to be.' Peter S. Heslam, Transforming Business, University of Cambridge, UK 'MisLeadership analyses a widespread phenomenon of today's leadership: leaders solve wrong problems precisely. The authors call for a holistic and globally fitting approach to leadership where ethical and stakeholder considerations play a vital role. The book is a welcome contribution to the transformation of leadership toward a truly human profession.' Laszlo Zsolnai, Professor and Director, Business Ethics Center, Corvinus University of Budapest 'The authors' trademark is a re-definition of fair-play concerning managerial, corporate, entrepreneurial and integration decisions, both in interior and exterior relations. Their concept of GFF provides a check-list that could serve as a compass for stakeholders and shareholders of any sector likewise to invest into more sustainable than volatile goals. This goes beyond thinking in iterative structures of well-accepted standards.' Uwe Torsten, Director of the Dept of GYN at the Vivantes Hospital Neukoelln, Germany 'Effective leadership is one of the most critical and important factors for our long term survival and wellbeing on this planet. Given the current problems in the world isn't it time for a new "kind" of leadership - one in which progress is actually experienced? One way to look at the current position must surely be that we suffer from MisLeadership and that this MisLeadership is embedded in our system. We need to identify its scope and scale and break out of the embedded cycle. This book is a ground-breaking leader in that journey.' Martin Rutte, Founder & Chair of the Board, The Centre for Spirituality and the Workplace, Saint Mary's University, Canada; Founder of Project Heaven on Earth '...particularly in the kind of westernised organisations to whom this book is addressed, the war for talent suggests that only those organisations able to attract and retain quality staff will survive tough times. So the modern leader has no choice. If they want to lead well, their only option is to find a compelling way to attract loyalty... A prosaic sales target cannot carry this power. A sense of a far larger mission can, and the framework in this book helps leaders to identify what, for them, a genuine, attainable and inspiring goal might be.' Journal of the British Association for the Study of Spirituality , 2011 'The analysis of what happens to leadership in situations like forced marriage and the Tour de France are just two examples of a number of case studies, examples, illustrations, tables, quotes and other data which inform and inspire. The re-evaluations of leadership situations faced by Galileo, Christopher Columbus, JFK, Henry V and Captain Smith of the Titanic are breath-taking in their scope and vision. The underpinning of central themes with clear-sighted cataloguing of radical new concepts, the most significant being Diabolical Leadership and its opposite, Globally Fit Leadership, (Actual Leadership Fitness being the point between the two most leaders are located on the Leadership Fitness Continuum). MisLeadership makes for vital progress for those who want their leaders to add up to something other than self-serving opportunists.' Cambridge Business journal, 2012 'This book tackles head-on the issue of leadership that is not fit for purpose. In this respect it is different from most books about leadership in two ways. First, it focuses on leadership and value. Most books about leadership, unless explicitly about the ethics of leadership, focus on giving an account of a leadership paradigm which is given the weight of scientific theory. The question of leadership and purpose, and with that value and identity, gets little house room. Second, it acknowledges that, for whatever reason, leadership can mislead. ...this book provides an important new perspective that effectively bridges theory, value and practice in leadership studies.' Leadership and the Humanities, vol. 2 no. 1
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