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Action Learning: Research and Practice Volume 13, 2016 - Issue 1
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Book Reviews

Complex adaptive leadership: embracing paradox and uncertainty

John EdmonstoneMTDS, Old School House, Littlethorpe, RiponHG4 3LG, UKCorrespondence[email protected]
Pages 87-89 | Published online: 06 Jan 2016

References

  • Adair, J. 2005. The Inspirational Leader: How to Motivate, Encourage and Achieve Success. London: Kogan Page.
  • Argyris, C. 1980. Inner Contradictions of Rigorous Research. New York: Academic Press
  • Clutterbuck, D. 2012. The Talent Wave: Why Succession Planning Fails and What to Do About It. London: Kogan Page.
  • Edmonstone, J. 2013. “What Is Wrong With NHS Leadership Development?” British Journal of Healthcare Management 19 (11): 531–538 doi: 10.12968/bjhc.2013.19.11.531
  • King's Fund. 2011. The Future of Leadership and Management in the NHS: No More Heroes. London: King's Fund.
  • Raelin, J. 2011. “From Leadership-in-Practice to Leaderful Practice.” Leadership 7 (2): 195–211. doi: 10.1177/1742715010394808
  • Symington, J., and N. Symington, 1996. The Clinical Thinking of Wilfred Bion. London: Routledge.
  • Zehndorfer, E. 2014. Leadership: A Critical Introduction. Oxford: Routledge.

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