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The Australian Leadership Paradox: What it Takes to Lead in the Lucky Country, by Geoff Aigner, Liz Skelton
Free Ebook The Australian Leadership Paradox: What it Takes to Lead in the Lucky Country, by Geoff Aigner, Liz Skelton
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Australians bemoan the quality of our leaders. We blame those in power for not showing leadership, only to turn on them when they start tackling the hard issues they are expected to fix. No wonder, then, that even the most passionate and talented among us hesitate to take up this important role. The Australian Leadership Paradox offers us a circuit breaker for this impasse, providing new insights into Australia's distinct leadership culture and showing us a new way forward. It exposes the inherent tensions in Australians' historical relationship with authority; interrogates our culture of mateship and egalitarianism, and challenges the narrative of a nation of Aussies battling adversity when we are actually living in "the lucky country." These tensions are the paradoxes of Australian leadership. Drawing on their extensive experience working with hundreds of leaders from government, business, and community organizations, Geoff Aigner and Liz Skelton show how it's possible for Australian leadership to be inspiring, sustainable, and effective—and how we can participate in creating the change we want to see in the world.
- Sales Rank: #4062566 in Books
- Published on: 2013-12-01
- Original language: English
- Number of items: 1
- Dimensions: 9.28" h x .79" w x 6.05" l, .74 pounds
- Binding: Paperback
- 256 pages
About the Author
Geoff Aigner and Liz Skelton are both senior managers, educators, and consultants for Social Leadership Australia at The Benevolent Society. They have a rare combination of hands-on experience in senior leadership roles and a deep understanding of change and leadership theory. Geoff is the Director of Social Leadership Australia, adjunct faculty at the Australian Graduate School of Management and the author of Leadership Beyond Good Intentions. Liz is Principal Consultant at Social Leadership Australia and brings almost 20 years experience leading social change organizations in Australia and the UK. Together they have led adaptive change initiatives for business, government and community sectors on complex issues such as homelessness, Indigenous leadership, and corporate/community engagement.
Most helpful customer reviews
0 of 0 people found the following review helpful.
This is not a book for the faint-hearted! Certainly ...
By Dr Carolyn Montgomery
This is not a book for the faint-hearted! Certainly it does explain much about leadership in Australia - we are a peculiar mob. The authors begin by giving an overview of a brief history of what, why and how the perspectives of leadership in Australia is where it is. And then - you are challenged. Challenged to reflect on your view and your own actions (functional or not). It is not a book that you can pick up and read quickly - it is a book that will give food for thought, and a framework in which to process and develop your own notions of leadership. Read it while journalling.
1 of 1 people found the following review helpful.
Why Australians need to become better at leadership
By John Gibbs
For many years Australians have been uneasy with power, complaining about it and avoiding it in ourselves and others; wanting it but being scared of it, having seen what it did when it failed; looking to others overseas and "higher up" for the answers, according to Geoff Aigner and Liz Skelton in this book. It is time to demand that leadership be exercised more effectively in Australia.
The authors describe four interesting paradoxes:
* Anti-authority and authority dependent: Always looking to the centre or top of our organisations for help or to find someone to blame, we have a high dependence on authority but a low degree of trust.
* Egalitarian and hierarchical: We pride ourselves on our political, cultural and social equality, but at the same time Australia rates poorly for income inequality, and as our organisations have grown larger, so has the use of hierarchy which undermines equality.
* Relational and competitive: Our culture of "mateship" and positive social relationships mean that, outside of the sporting domain, it is awkward to discuss and engage in competition, so that innovation becomes difficult.
* Battling adversity and living in prosperity: We like to see ourselves in a story of overcoming great adversity, but this means that we lead well in times of crisis but poorly in times of prosperity like the present.
In order to forge a new Australian leadership story, the authors assert that we need to become more comfortable with understanding, owning and exercising power and authority, and using and leveraging our leadership roles. We need to be more open in the way that we handle conflict, and in our approach to competition, growth and innovation.
I found most of the authors' arguments persuasive. I agree that the practice of leadership in Australia is more difficult than in some other countries where people are more used to exercising power or faithfully following a leader, and I agree that Australian leaders need to do better. I am not convinced that Australian attitudes to leadership are entirely derived from our history, but I do believe that this book addresses important issues which need to be discussed and debated more widely.
1 of 1 people found the following review helpful.
Remarkable and thought provoking
By A Latacz
Having lived and worked in six countries in Europe and Asia prior to coming to Australia, I felt compelled to buy this book following a desire to better understand the Australian psyche.
This is a remarkable book, outstanding in analysis (the four paradoxa perceived among the Australian society) and presentation of possible solutions / a way forward.
Such as the authors', my mind has been analysing how egalitarism can hinder innovation, how local concerns dominate global concerns, and how there appears to be a lack of confidence (reluctance?) to excel at things Australia ought to excel.
Traditional patterns of leadership, such as negotiating decisions within `old boys networks' in larger organisations, thereby excluding talented and experienced staff, contradicts the value of egalitarism (that Australia is proud of) and slows down progress of the economy/society as a whole.
The shadow side of egalitarism, the `tall poppy syndrome', unknown in continental Europe and Asia to the Australian extent and frequency, comes into force when one person happens to (inadvertently) touch upon the self-interests of just one other person, which will then block that former person's career, and diminish enthusiasm, pride and constructive contributions to the social group, political sphere or economy.
Particularly Paradoxon 3 on mateship and competition appears counterproductive to innovation as it diminishes the prospect of Australia placing itself as a leader of ideas, research, concepts and products that could be marketed worldwide. Blessed by a `lucky country' where no real hardship and suffering was experienced, members of the society did and do not always feel a necessary pressure to think, create and succeed both locally and globally.
Australians like to see themselves as `underdogs' instead of `winners'. Australia is the underdog no more; it is suitable to be a leader in the world. As the world and markets change, concepts and traditions will need adjustments to ensure a leading position in this world that will guarantee a prospering economy and society also for future generations.
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