'Leaders are not always heroes. Bad public leadership is a big problem. If we are serious about holding our public leaders to account, then we need to know why they were bad, and why we supported them. Ludger Helms and his distinguished team tackle these difficult questions with sympathy, not cynicism. Their careful and insightful analysis alerts us to the dangers of venal and poorly performing leaders.' – R.A.W. Rhodes, University of Southampton, UK 'Leadership and the lack of it is a central but underexplored issue in the study of contemporary politics. Ludger Helms is to be congratulated for bringing together a group of leading scholars to examine the relationship between leadership and governance.' – William E. Paterson OBE, Aston Centre for Europe, UK In leadership research there is a long tradition of focusing attention on the great and successful leaders and, more recently, on issues of good governance. This study breaks new ground by looking systematically into the manifestations and causes of poor leadership and bad governance in some of the world's most powerful democracies. Focusing on the presidents and prime ministers of the G8 – the United States, Canada, the United Kingdom, France, Germany, Italy, Russia and Japan – it explores the complex relationship between weak and ineffective leadership, undemocratic leadership techniques, and bad policies from a broad comparative perspective. What makes leaders weak or bad in different contexts? What are the consequences of their actions and behaviour? And has there been any learning from negative experience? These questions are at the centre of this fascinating joint inquiry that involves a team of truly distinguished leadership scholars. This book will prove invaluable for scholars and students of leadership, political science, contemporary history, and related academic disciplines. Readers with a general interest in public affairs and political history will also find plenty to interest them.

Sierra Leone is in her final phase of a Post-civil War rebuilding after twelve years of what has been dubbed one of the most devastating civil conflicts in Modern African History. Since the advent and end of the conflict a lot has been written in the forms of documentaries, reportages, commentaries, satires and academic textbooks by journalists, academics, politicians, former heads of state and political analysts. However, this book- `A New Perspective On Governance, Leadership, Conflict and Nation Building in Sierra Leone.', is different. It presents a new outlook in the sense that it is incisive, analytical, honest, educative and thought-provoking at the same time. The key message that runs through the veins of the theme is state renewal informed by new thinking spectacles that efficiently configure the manner in which the management of state leadership and governance is articulated for the benefits of the common good. The author, Solomon E. Berewa was one of the key actors- Chief Government Negotiator and stakeholder of the peace deals in his capacity as Minister of Justice and Attorney General and Vice President of the Republic of Sierra Leone. He has written this masterpiece authoritatively by throwing fresh lights on the serious political issues and questions which have blurred the significance of the past and the present. Like any sincere agent of nation building, after a traumatic experience such as the one Sierra Leone went through, the rationale of the author is to build bridges across the board, political spectrums. In his estimation, it is only by looking into the past with open mind and sincerity, learn tangible lessons and act on them meticulously, that nations can be in position to surmount current challenges for the good and durability of a better tomorrow. Post-war Sierra Leone needs to have faith in this philosophy and crown it as the cornerstone in this crucial period of political and socio-economic renewal.

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Drawing on recent theories of interactive governance and political leadership, this book develops a concept of interactive political leadership that aims to capture what political leadership looks like in a society of active, anti-authoritarian, and politically competent citizens.

Good Democratic Leadership: On Prudence and Judgment in Modern Democracies explores whether, in the current atmosphere of international economic and political tension, and more generally, democracies foster and support effective political judgment and good leadership. In one sense, with their ideals of transparent government and extensive deliberation, democracies might appear to promote such good leadership and sound decision-making. Yet, in another sense, democratic leaders continue to face a number of challenges, including the sometimes cumbersome institutional limits placed on their discretion, the need for balance between national interest, popular sentiment and universal values as well as the problem of disproportionate influence of commercial interests in the management of the economy. In analysing various aspects of democratic leadership, judgement and decision-making from a variety of theoretical and practical perspectives, all the contributors to this book address this question of the extent to which democracies support good judgment and thereby the possibility of good leadership in democracies.

This volume has been designed as a key resource in the field of international political leadership research. Written by a team of distinguished leadership scholars from three continents and nine countries, the original chapters gathered in this volume cover all the major fields of political leadership, from executive, legislative and party leadership to leadership in social movements and international organizations. The special value and appeal of this book relates to its genuinely comparative focus that characterizes all chapters.

With inadmissible migration, trade, security, technology, cultural identity and discrimination, Leadership requires promoting empathy with diversity, diplomacy and dialogue that uncovers, empowers, and engages reality. Leadership should not be limited to empowering others or increasing followers. This book was inspired after Dr. Berry, as one of the delegates, was honored with the opportunity to participate at the Dubai Top Leadership Summit on Growth and Sustainability Strategy. Due to his contribution around the world, along with other top leaders, Dr. Berry cultivated an initiative for global transformation. Following a very informative summit in Dubai, Dr. Berry decided to support humanity by sharing the knowledge gained and completed this book which he started writing years ago. He visualizes this book being used by future generations, to inspire others who aim at navigating real time leadership problems, improve their strategies and create an impact.

In this innovative book, Jacob Torfing, a leading scholar of the field, critically evaluates emerging ideas, practices and institutions that are transforming how public governance is perceived, theorised and conducted in practice. With a novel focus on the production of innovative public value outcomes, it identifies cutting-edge developments in public governance and considers how it may transform in the future to present innovative solutions to societal problems.

The Dark Side of Organizational Behavior aims to gather all the micro- and meso-level topics about the dark side of organizations that may guide management practitioners, researchers, and students. The history before the modern human civilization is full of multiple types of conflicts, wars, struggles and violence. Modernization project has constructed a desired reality of human being and has somehow concealed the dark side of human interactions. Through this outlook, this book explores the realities of the dark side of organizations and how these realities may have the potential to change previous assumptions about business life. The field of organizational behavior is dominated by the positive aspects of the business life, but conflict, war, struggle, and violence have always been a part of history. It is not possible to isolate organizational participants from negative emotions like hostility, dislike, hate, jealousy, rage and revenge. A manager may devote most of their time to cope with conflicts, deviant behaviors, ambitious individuals, gossips and dysfunctional rivalry among employees. It is evident that negative events and interactions among employees cost more time and energy for a manager than the positive side of organizational life. Therefore, exploring the realities of the dark side of organizations may have the potential to change previous assumptions about business life. This book will be of interest to researchers, academics, practitioners, and advanced students in the fields of organizational studies and behavior, human resource management, employment relations, and organizational psychology.