Book Summary Joseph Raelin’s book, Creating Leaderful Organizations describes a new model of organizational leadership. It challenges the traditional hierarchical leadership model, where one central leader makes important decisions for the organization. The book describes alternative leadership philosophies that enhance shared leadership in organizations. Raelin recommends various strategies that can help transform organizations from authoritarian forms of leadership to a distributed form of leadership. The book has two sections: the first part and the second part. In the first part, readers are introduced to the novel concept of ‘leaderful’ practice and its underlying philosophy. In the second part, Raelin describes the management of organizational change in the transformation of organizations from the conventional leadership style to the ‘leaderful’ style. Also, in this part, the author discusses the elements of the ‘leaderful’ idea. He describes the “four C’s of leaderful practice” (Raelin, 2003, p. 115), which, when combined, create a shared leadership. The author argues that the 21 st Century companies require a new brand of leadership to replace the traditional form of leadership that is common in most organizations. In the modern era, organizations are knowledge-based, which means that employees should participate in leadership collectively and concurrently with the leaders. In ‘leaderful’ organizations, team members “share the experience of a serving leader together” (Raelin, 2003, p. 57). Although in this novel leadership paradigm, each team member has a specific role, he or she supports the others when required to. In a ‘leaderful’ team, any team member can handle organizational issues on behalf of the team as opposed to a team where employees have to wait for orders from their supervisors. Raelin notes that for one to be ‘leaderful’, he or she must occupy a leadership position in an organization, but not necessarily the top leadership position. It is only when one is in a leadership position that he or she is able to lead others around him. In the digital age, many managers often find technology overwhelming, while employees find heavy work assignments, strict deadlines, and work pressure increase draining. Often, the managers and supervisors have a little understanding of the challenges that employees face. The failure to address their concerns leads to low job satisfaction, increased turnover and reduced organizational performance. In light of this, Raelin recommends a shared leadership that requires managers to relinquish some of their control and facilitate employees’ participation in decision-making. By doing so, Raelin observes that managers and other executives will encourage independence within the organization whereby employees use their leadership abilities to address challenging issues. Raelin prescribes the steps that organizations can use when transitioning to a ‘leaderful’ culture. He argues that the conventional leadership approach, which follows a hierarchical model, stifles innovation and deters organizations from fully exploiting employees’ leadership abilities and skills to grow the organization. According to Raelin, for managers to become ‘leaderful’, four fundamental tenets of leadership have to be adopted. He states that ‘leaderful’ managers exhibit collectivity, comp