Leadership

David Pendleton is Professor in Leadership at Henley Business School, and a member of the Henley Centre for Leadership. He co-founded the Edgecumbe consulting group in 1995 where he worked with a wide range of clients from the airline, hospitality, retail, pharmaceuticals, healthcare and professional and financial services sectors in Europe, Asia and America. He was Executive Chair of Edgecumbe from 1995-2005. The holder of an Oxford doctorate in Psychology, David is a Chartered Psychologist an Associate Fellow of the Said Business School, Oxford University, an Honorary Fellow of the Royal College of General Practitioners and a member of their Trustee Board. Adrian Furnham was educated at the LSE where he obtained a distinction in an MSc Econ., and at Oxford where he completed a doctorate (D.Phil) in 1981. He has subsequently earned a D.Sc (1991) and D.Litt (1995) degree. Previously a lecturer at Pembroke College, Oxford, he was Professor of Psychology at University College London from 1992 to 2018 He is now Adjunct Professor of Management at the Norwegian School of Management (2009) as well as Principal Psychologist at Stamford Associates. He has written over 1300 scientific papers and 95 books. He is on the editorial board of a number of international journals, and a founder director of Applied Behavioural Research Associates (ABRA), a psychological consultancy established 30 years ago. Jon Cowell is a leadership researcher, writer, teacher, consultant and practitioner. As an Associate Fellow at Said Business School, University of Oxford he works as a programme leader, tutor, action learning set facilitator and coach to help leaders from all over the world to lead better; his main research interests are in the leadership of Major Projects and the feminisation of leadership. As CEO of Edgecumbe Consulting Group he strives to create an environment in which its people can thrive. With Edgecumbe's clients he assesses, coaches and develops leadership capability, working with individual leaders, senior teams and whole organisations.

1. The History of Thinking About Leadership.- 2. Leadership's Impact on the Performance of Organisations.- 3.The Primary Colours of Leadership.- 4. What Do Highly Rated Leaders Do?.- 5. Five Enablers of Leading.- 6. The Improbability of Being a Complete Leader.- 7. Building a Leadership Team.- 8. Do You have to be Smart to be a Leader?.- 9. The Impact of Personality on Leadership.- 10. When It All Goes Wrong: Leaders Who Fail and Derail.- 11. A Programme of Action.