I sometimes wonder whether we have reached peak mindfulness in the corporate world. So widely discussed – apparently embraced by banks, Google, the US Army – yet so hard to integrate into organisational culture. Leading Mindfully by Amanda Sinclair at first looks like a contribution to the bandwagon. But it is, in fact, a profoundly subversive exposition of the philosophy of leadership. It takes us to places that aren’t routinely part of the discourse of management theory: the role of the senses, the pursuit of happiness, the erotic dimension of leadership. In its evocative depiction of what leading with integrity looks like, it highlights the malpractice inherent in leadership as we know it in most organisational contexts. Reading it before and after the Brexit referendum, I also found in the book insights on how Britain finds its way through the chaos and uncertainty that lies ahead.
Book review: Leadership for the Disillusioned by Amanda Sinclair
Amanda Sinclair published Leadership for the Disillusioned in 2007, shortly before the financial crisis that has done more than anything in my lifetime to undermine public trust in corporate leadership. It’s telling that the most resonant example she cites of leadership that chips away at our illusions is the collapse in 2001 of the energy company, Enron. The most resonant corporate scandal of its time, the Enron affair could nonetheless be explained away at the time as an isolated if grand case of fraud that didn’t call into question the contemporary view of corporate leadership as a largely benign practice that broadly benefits society. Since the banking crash, our social system has become more widely perceived as governed by an ideology of corporate self-interest that nearly brought society to its knees and continues to serve the enrichment of a tiny minority. Throw in (to name a few UK examples) the phone hacking scandal, the Mid-Staffs Hospital scandal and the Jimmy Savile scandal and, if there were grounds for disillusion in 2007, there is widespread acceptance now that leadership as traditionally construed faces a crisis of legitimacy.
Sinclair’s book brings home the extent to which corporate thinking shapes how we view leadership. We’re culturally attuned to a managerialist model that construes leadership as invested in figures of formal authority at the apex of hierarchies. Leaders are action-oriented and ego-driven, their self-regard pumped up by status or absurdly inflated remuneration. The trend towards authenticity in leadership is of a piece with such ego-massaging, encouraging managers to identify themselves with their work role and self-actualise by bending others to their agenda.