Leader Work offers an engaging introduction to the power of reflection to support leaders in their development and professional practice. Written by a leading management researcher and consultant, the book builds on and goes beyond reflexive practice, to guide the reader on the inward and outward work involved in leadership.

“This rigorous, diligent and inspired writing on leadership work is a page turner – not least because it creates an empathy with the reader through the challenges of leadership, right from the beginning of the book. This holistic approach to doing leadership, alongside the continuous work of trying to do it the best we can, makes explicit all of our very human, institutional and resource constraints in tow. Hibbert brings the holistic self (mind, body, emotion, practice) of what it means to do leadership work, to life. Reflecting on his personal experiences he reveals theory in action. At the same time, the open and reflexive nature of his writing manages to balance straight forward ‘here’s something to think about that might help you’ advice, with recognition of the complex and dynamic nature of what it means to lead. In Hibbert’s presentation, we all experience moments of leadership – opportunities where we can step forward and act in particularly uncertain landscapes. As such, we are always becoming – as is our organisational culture and identity through our reflexive actions. This book is a ‘must-read’ for anyone faced with the challenges and opportunities of leadership, as well as for those interested in developing theoretical approaches to the whole and multiple selves made-up through leadership action.”

Professor Katy Mason, Professor of Markets, Marketing and Management, Lancaster University, and President of the British Academy of Management

“In a market that is flooded with ‘how-to’ guides, Leader Work stands out by its thoroughly researched and evidence-based road map for leaders to develop leadership practice. Paul Hibbert masterfully charts how combining internal and external forms of work allows leaders to take responsibility for leadership, and to be recognized as the right person to lead, when it matters most. The book makes a compelling call for leaders who show strength in different, more thoughtful, self-aware and compassionate ways – and provides important insights to help those who find themselves leading to know how to do that. Leader Work should be required reading for any leader facing the challenges of leading in the complex and uncertain environments which have increasingly become the norm.”

Professor David Collings, Chair of Sustainable Business, Trinity Business School, Trinity College Dublin

“Leader Work is a must-read, inspiring guide to developing reflexive practice for leaders. If you want to develop your leadership practice through self-awareness and reflexivity, Paul Hibbert provides accessible explanations and practical provocations for leaders to work on themselves - you can focus on individual chapters as your learning unfolds. Focusing on reflexive practice through embodiment, emotions, thought, relationships, and identity work, this is an excellent resource for leaders and a welcome addition for those facilitating leadership development - it brings new energy and innovative thinking to reflexive practice and leadership.”

Professor Sharon Mavin, Professor of Leadership and Organization Studies, Newcastle University Business School

“Paul Hibbert’s book on leader work reminds us that leadership cannot be attributed to certain traits or characteristics; rather, Hibbert makes a strong case that leader success can be attributed to inward and outward forms of leader work. Hibbert describes how a set of reflexive practice tools on multiple levels – embodied, emotional, thoughtful, and relational – can provide insight and confidence that allows one to lead in a way that feels authentic. Leader Work: Using Insight, Intuition and Imagination to Develop Leadership Practice is a book for thoughtful leaders who wish to improve their impact, aspiring leaders who are honing their leadership skills, and individuals who wonder if they are cut out for leadership (the answer is yes!). Readers who are willing to engage in the creative, and sometimes uncomfortable, exercises provided by the author will likely have their views of leadership challenged while simultaneously becoming better leaders. I definitely recommend this book for business executives and aspiring leaders of all occupations.”

Professor Sherry M.B. Thatcher, Regal Entertainment Distinguished Professor, Haslam College of Business, University of Tennessee, Knoxville, and Editor in Chief of Academy of Management Review

Paul Hibbert is Professor of Management at the University of Warwick, UK, where he leads the Organization and Work Group. His career also encompasses leadership roles at the University of St Andrews and professional associations, and working with a wide range of organizations in consultancy, training and professional development roles.