Book Review: Leading Through Uncertainty

Abstract

This review examines a book on leading organisations through uncertainty, written for managers who face rapid change without reliable forecasts. The author argues that leadership in unclear conditions depends less on prediction than on learning quickly, communicating honestly and keeping people connected to a shared purpose. Chapters on decision making, team resilience and ethical judgement draw on interviews with executives from healthcare, education and manufacturing, and each ends with exercises that readers can apply to their own settings. We consider how well the evidence supports the claims, how the advice compares with established research on crisis leadership, and where the text could say more about differences between cultures and sectors. The writing is direct and free of jargon, although some case studies feel brief. The book offers a useful, practical companion for leadership development programmes and for individual managers seeking a calmer, more deliberate approach to uncertain times.