Leadership: the art of being human

This context statement explores and reflects on the role of self-leadership as a foundational element for effective leadership within the Royal Air Force and the broader defence sector. It argues that leadership is a shared responsibility which requires participation from all and that leadership should be made accessible to all via experiential self-leadership. I challenge traditional notions of heroic leadership and passive masses. While recognising significant advancements in military leadership, I posit that leadership practice is hindered by persistent adherence to outdated concepts. Despite being disproven, these old ideas remain stubbornly influential in practice. Through a critical examination of my professional practice spanning over two decades in the Royal Air Force, including key roles in addressing gender equity and cultural transformation, I present a narrative that traces my journey from conformity to conscious navigation of systemic change. This exploration is supported by an analysis of three public works that have significantly impacted defence policy and practice. The critical reflection involved in creating this context statement has shown a unifying concept swooping through my professional practice: the evolution from traditional, hierarchical leadership models to a more inclusive, participatory approach. I identify a framework for leadership built upon awareness, acknowledgment and appreciation, and relationships. Drawing on autoethnography, positive psychology, and leadership theory, I introduce novel concepts such as ‘the disappeared’ (exploring systemic erasure of identity) and ‘internal intersectionality’ (examining the interplay of diverse aspects within an individual's identity) to deepen our understanding of self-leadership. This work examines the unique tensions that arise when practitioners implement self-leadership within traditional hierarchical structures such as the military. With the benefit of reflection, I recognise the tacit knowledge and understanding built up over years of professional practice, identifying how self-leadership can serve as an antidote to generational lag in organisational culture. I set out to illustrate how these insights have been present in my own professional practice and how they could be applied to foster more adaptive, agile leadership within the defence sector. This thesis champions self-leadership as a concept that makes leadership accessible to all, potentially reshaping leadership development in military and hierarchical contexts. It contributes to the evolving discourse on leadership in complex, rapidly changing environments, advocating for a paradigm shift that empowers individuals at all levels to engage in reflective, agile, and values-driven leadership. The findings have implications for future leadership training and organisational culture within the defence sector and beyond.

Level dc:type.qualificationlevel

DProf thesis

Grantor dc:publisher.institution

Middlesex University

Year dc:date.issued

2024

Author dc:creator

• Wright, D.H.P.

Identifier

oai:repository.mdx.ac.uk:226w7w

OAI identifier oai:identifier

oai:repository.mdx.ac.uk:226w7w