In Choosing Leaders and Choosing to Lead, Douglas Board argues that we often choose badly when selecting for positions in or near the board room in organisations large and small, public and private. He explains why today’s good HR practice, such as the use of competency frameworks, has transformed front-line and middle management selection, but fails at higher organisational altitudes. The author reviews and critically appraises contemporary practice in senior selection and offers insights from sociological and social psychological perspectives. He describes a world after competencies, in which science, politics and intuition are necessarily intertwined – and in which we can choose leaders better. New insights are illuminated with real-life examples. The book concludes with practical advice for those selecting and competing for CEO and other senior roles and will interest anyone involved in regulating, or researching selection, or who is concerned with the diversity and effectiveness of leadership cadres.
