Abstract
Leadership takes work and so does followership. All leaders and coaches experience what it is to be a follower and are leading, coaching and following in different ways and in different roles, at different times or simultaneously. Coaching is no different, it takes work, practice and reflection and coaches need to be proficient in dealing with the contingencies and exigencies of leadership.
Communities today continue to have high expectations and set superior ideals for leaders in every walk of life. This expectation coupled with the competitive challenges and rapidly changing institutional horizons means that there is an imperative, real or assumed, that leaders and coaches become skilled and practised at managing themselves, their relationships, communications and transformation of their institutions and contexts. As the coaching profession prepares itself and others to meet the changes of the decades ahead, it strives to provide the tools to affect leader transformation.
“We must never cease our exploration, and the end of all our exploring will be to return to the place where we first began and to truly know that place for the first time.”
T.S. Eliot
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Notes
- 1.
Mitbestimmung is a concept in German law whereby staff are given a significant role in the management of the institution that employs them. Under Mitbestimmung, almost half the representatives on most supervisory boards are elected by employees and/or unions. The word translates as co-determination (Based on Fetzer, 2010).
- 2.
Quintus Horatius Flaccus (8 December 65 BC–27 November 8 BC).
- 3.
French word is purposefully used in place of the English “understanding” to reinforce this need on our part if we are to discover something new in leadership as the twenty-first century progresses.
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Brewer, A.M. (2014). Leadership, Followership and Coaching: Asking the Questions. In: Leadership, Coaching and Followership. Springer, Dordrecht. https://doi.org/10.1007/978-94-007-7463-6_1
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