The best leaders harness the potential of people and ideas to achieve their organization's goal. In Reimaginative Leadership, a reconceptualization of leadership in the twenty-first century is posited. Focussing on the Caribbean, Canute S. Thompson advances a new narrative and offers a different lens from which to view leaders and workers. Divided into three parts, Reimaginative Leadership examines the origins, nature and application of a reimagined leadership based on care, courage, trust and accountability in response to the new generation of workers. Building on his earlier work in Leadership Reimagination: A Primer of Principles and Practice (2013) and Locating the Epicentre of Effective Educational Leadership in the 21st Century (2015), Thompson takes a humanistic approach and articulates nine concepts as the fundamental basis for a new theory of leadership. Intended for the leader and worker alike, Reimaginative Leadership provides a guide to navigating challenging and complex issues in the twenty-first-century organization.
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Canute S. Thompson, PhD, is Professor of Educational Policy, Planning and Leadership, and Head of the Caribbean Centre for Educational Planning at the University of the West Indies, Mona Campus. The author of seven books including Leadership Re-imagination: A Primer of Principles and Practices (2013), he is a leadership coach and certified management consultant who has spearheaded the founding of the Caribbean Leadership Re-Imagination Initiative and the Caribbean Centre for Educational Planning.
Foreword
Our author takes us with him in a deep descent into the literature of leadership discourse. Knowing fully well the tensions and turbulence of the dive, he declares an intention to raise our intellectual pulse while instigating the appetite to dive deeper. The tracks on which we travel are the “principles and practices that underpin the expressions of effective leadership”. He is aware, also, that his call for us to embrace the concept of “reimaginative leadership” is outside of our specific traditional pedagogical usage and common comprehension. This is the courage that resides at the core of this work. This is the clue to the imaginative leadership he sets out to provide within the academy. He anticipates the tendency towards intellectual inertia, and he is determined to free us of it. He is an activist scholar. He goes out there, on the frontier, with imagined principles and paradigms, charting in eachchapter, for this long twenty-first century the kind of leadership that “followership” will require.
Professor Sir Hilary Beckles
Vice-Chancellor, The University of the West Indies
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