Social Work and Human Services Paper on Storytelling in Leadership

Storytelling in Leadership

Ready (2002), in his research study indicates that globally, the quest to develop effective next generation leaders is a paramount challenge to majority of chief executives and organization leaders. The reasons for this limitation is mainly embedded in the growing phenomena of globalization as the executives only believed in the urgency of sustainable core competition (Ready, 2002, p. 63).

In mid 1990s, improvement in technology and high demographic changes revealed to most of the organizations on the need of effective leadership to occupy a competitive edge. In recent years, dynamic changes have occurred with most organizations drifting from consultants and external faculty to dialogue and storytelling with the aim of gaining control to execute organization processes effectively (Ready, 2002, p. 65).

Currently, effective Storytelling has formed a central component in leadership strategies, aimed at providing competing edge. The executive may effectively use storytelling mechanism to relate the culture of the company and its strategic move. This may be done by creatively framing a story that relates to the culture of the organization. The developed stories should be effectively framed by the leaders to develop their experience while in similar position of their juniors. The stories that have been designed by the leaders must also portray a positive relationship based on the “students” and their mentors. This necessitates the storyteller to be someone with high standing value and can command leadership codes (Ready, 2002, p. 67).

Story telling when used effectively has a positive impact on the individuals and organization teams since they possess high learning values that are able to produce behavioral changes. This may also help to build and maintain a cadre of leaders who effectively understand the value of strengthening the organization’s character and strategic competence.


Ready, D. A. (2002). How storytelling builds next-generation leaders. MIT Sloan Management Review, 43(4), 63-69. Retrieved from