This has been a wide-ranging book, covering a number of philosophical concepts and their implications for aspects of leadership practice. Part I laid the foundations by exploring various aspects of leadership and a range of problems associated with current understandings of them. Part I also emphasized that leadership issues need to be considered within a wider social context. Part II examined authenticity from an existentialist perspective and introduced a number of key concepts designed to cast light on how existential authenticity (as opposed to the simplistic essentialist authenticity commonly found in much of the leadership literature) can be of value. Part III sought to extend our understanding of those concepts and their usefulness in practice by, first of all, discussing the relationship between theory and practice, then highlighting a number of practice scenarios and exploring how existentialist thought could be drawn upon to make sense of them and, finally, focusing on eight principles of existentialism that can be useful in forming a useful theoretical base for developing authentic leadership practice.
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