In bringing together two important contemporary preoccupations, namely the development of new approaches to leadership and the push to "personalization", this paper argues against the poverty of much contemporary work on personalization. In its stead it proposes an approach to leadership and management grounded, firstly, on a particular view of how we become persons and, secondly and commensurately, on a particular view of education and human flourishing. It offers a four-fold typology and practical framework severally identifying "impersonal", "affective", "high performance" and "person-centred" approaches to leadership and management. Having considered the first two it goes on to explore the third and most dangerous organizational type, the high performance learning organization, which currently dominates much of contemporary advocacy and practice. It then argues for what it suggests is a more satisfactory alternative, the person-centred learning community. Having acknowledged the dangers of what it calls "the soulful turn" in leadership and management it then sketches out some of the key features of what it takes a person-centred approach to be. (Contains 1 figure and 3 notes.)