Professionalizing Leadership
Barbara Kellerman
2018年9月 · Tantor Media Inc · 旁述：Marie Hoffman
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Over the last forty years, the leadership industry has grown exponentially. Yet leadership education, training, and development still fall far short. Moreover, leaders are demeaned, degraded, and derided as they never were before. Why?
The problem is that leadership has stayed stuck. It has remained an occupation instead of becoming a profession. Unlike medicine and law, leadership has no core curriculum that is considered essential. It has no widely agreed on metric, or criteria for qualification. And it has no professional association to oversee the conduct of its members or assure minimum standards. Professionalizing Leadership looks to a past in which learning to lead was the most important of eruditions. It looks to a present in which learning to lead is as effortless as ubiquitous. And it looks to a future in which learning to be a leader might look different altogether—it might resemble the far more rigorous process of learning to be a doctor or a lawyer. As it stands now, the military is the only major American institution that gets it right. It assumes leadership is a profession that requires those who practice it to be taught in accordance with high professional standards. Barbara Kellerman draws on the military experience specifically to develop a template for learning how to lead generally.
The problem is that leadership has stayed stuck. It has remained an occupation instead of becoming a profession. Unlike medicine and law, leadership has no core curriculum that is considered essential. It has no widely agreed on metric, or criteria for qualification. And it has no professional association to oversee the conduct of its members or assure minimum standards. Professionalizing Leadership looks to a past in which learning to lead was the most important of eruditions. It looks to a present in which learning to lead is as effortless as ubiquitous. And it looks to a future in which learning to be a leader might look different altogether—it might resemble the far more rigorous process of learning to be a doctor or a lawyer. As it stands now, the military is the only major American institution that gets it right. It assumes leadership is a profession that requires those who practice it to be taught in accordance with high professional standards. Barbara Kellerman draws on the military experience specifically to develop a template for learning how to lead generally.
Over the last forty years, the leadership industry has grown exponentially. Yet leadership education, training, and development still fall far short. Moreover, leaders are demeaned, degraded, and derided as they never were before. Why?
The problem is that leadership has stayed stuck. It has re...
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關於作者
Barbara Kellerman is the James MacGregor Burns Lecturer in Public Leadership at the Harvard Kennedy School. She is the author and editor of many books and articles on leadership and followership, and speaks to audiences all over the world.
With twenty-five-plus years of corporate and educational experience, Marie Hoffman brings wisdom and warmth to each and every project. Her voice has been described as "articulate," "friendly," and "believable."
Barbara Kellerman is the James MacGregor Burns Lecturer in Public Leadership at the Harvard Kennedy School. She is the author and editor of many books and articles on leadership and followership, and speaks to audiences all over the world.
With twenty-five-plus years of corporate and educational ...
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