Mark McKergow and Chris Miller
This paper aims to explore a new way of thinking about leadership within the police force, moving away from the metaphor of the “hero” and focusing on the idea of a “host” leader.
Abstract
Purpose
This paper aims to explore a new way of thinking about leadership within the police force, moving away from the metaphor of the “hero” and focusing on the idea of a “host” leader.
Design/methodology/approach
This paper uses the College of Policing Leadership Review (2015) to examine current approaches to leadership within the police force and considers how host leadership methods could benefit police at all levels.
Findings
There is a long-term challenge for the police force, as initial selection tends to test for heroic skills, whereas engagement and consensus building then become more important. As the need for more team-based, engaging approaches continues to drive leadership thinking in the UK’s police service, populating the service with individuals who are adept at drawing out the best in their teams, without treating them as foot soldiers, is crucial.
Originality/value
This paper is an original piece of research from Dr McKergow and Mr Miller.
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The idea of leader as host came to me very suddenly on 16 February 2003, during a seminar by Matthias Varga von Kibéd and Insa Sparrer. It seems to me that the metaphor of leader…
Abstract
The idea of leader as host came to me very suddenly on 16 February 2003, during a seminar by Matthias Varga von Kibéd and Insa Sparrer. It seems to me that the metaphor of leader as host offers a view on leadership that is at once rooted in millennia of practice and at the same time is something new and timely.Such metaphors are very important in my view ‐ they offer a rich and broad set of ideas about leadership in a way that allows interpretation into many different real‐life situations. Rather than a prescription, such metaphors offer us a way to engage with often difficult situations and quickly alter our thinking to come from another place. Building on the existing ideas of heroic and servant leadership, I hope you will find inspiration of a very practical kind in the metaphor and practice of the host.
This article aims to present an initial look at a new leadership metaphor – the leader as host. This apparently everyday idea is placed into the context of the challenges of…
Abstract
Purpose
This article aims to present an initial look at a new leadership metaphor – the leader as host. This apparently everyday idea is placed into the context of the challenges of modern leadership, with particular reference to the importance of building engagement and tackling “wicked” problems. The metaphor is examined from three initial perspectives; hosts and host leaders set context, give protection and enable community.
Design/methodology/approach
This is a conceptual paper connecting the everyday idea with hosting as a new metaphor for leadership. The metaphor proves startlingly relevant when set alongside recent academic writings about leadership challenges.
Findings
We have all been hosts in some level, we have all been guests, we all know good hosting when we see it. Host leadership can offer a rich new concept of leadership, about which I have only scratched the surface here.
Originality/value
The metaphor of leader as host is new and fresh for exploring. It yields valuable practical connections for leadership development as well as fresh thinking perspectives. This is different to the better-known metaphor of servant-leadership. As the article reveals, hosts serve but they take on other additional roles and accountabilities.
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– To look at what we do, as hosts.
Abstract
Purpose
To look at what we do, as hosts.
Design/methodology/approach
The paper looks at what we do as hosts, what it means to lead and leadership as engagement.
Findings
Host leadership offers an alternative. Leadership seems to put the focus on the leader. The authors think this is a mistake. Leading is about a relationship – between the leader and the others.
Originality/value
Host leadership is a natural way to take a leading position, in a manner that draws in others. This builds engagement, leading to performance and results.
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– Highlights the importance of looking at both the near and distant future.
Abstract
Purpose
Highlights the importance of looking at both the near and distant future.
Design/methodology/approach
Observes that different kinds of people treat and use the future differently and considers how to use the more useful elements of the future.
Findings
Charts the approaches taken towards the future by the dreamer, the realist, the business planner and the host and outlines the advantages of leading like a host.
Practical implications
Considers how host views the horizon, the area just before the horizon, the future and the very near future.
Social implications
Accepts that we do not fully know what is going to happen in the future, but that does not mean people should focus only on the near (and therefore most “knowable”) future.
Originality/value
Advances the view that having a good idea of the first signs of progress can be particularly useful in cases where the next steps are not obvious or seem tough or uncertain – rapid feedback will be useful in letting us know that what we are doing.
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This short paper raises the question of ‘how can a leadership development centre provide leadership for established and experienced leaders in the care sector?’ Leadership…
Abstract
This short paper raises the question of ‘how can a leadership development centre provide leadership for established and experienced leaders in the care sector?’ Leadership development needs to attract and retain the commitment and interest of existing senior leaders, while at the same time providing a development experience and a direction that is clear and progressive. The National Skills Academy for Social Care intends to support the development of a stronger leadership voice for the social care sector and this paper sets out a partnership approach between the Academy and leaders from across the private, not‐for‐profit and statutory elements of the sector. The notion of ‘leading leadership’ is discussed and a way of working that both leads and follows is outlined, together with detail of the Academy's planned leadership development activity.
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Steve has a passion for leadership development and coaching that has taken him from heading clinical psychology services into a variety of roles in both provider and commissioning…
Abstract
Steve has a passion for leadership development and coaching that has taken him from heading clinical psychology services into a variety of roles in both provider and commissioning organisations in health and social care. He currently leads on leadership and teamwork development for the South West Development Centre and runs his own successful consultancy (www.steveonyett.co.uk) offering solution focused coaching, facilitation, research and training. He is also a Leadership Development Associate with the King's Fund and Visiting Professor at the Faculty of Health and Life Sciences, University of the West of England.Steve has published widely and recently led a national survey of home treatment teams and the ‘Developing Effective Local Leadership for Social Inclusion’ initiative as part of the National Social Inclusion Programme. He is passionate about approaches to development that strengthen the fabric of relationships within complex systems. This sense of wonder in the random beauty of systems is also manifest in a passion for self‐indulgent jazz improvisations, and cycling, running or walking in beautiful places.