Organizational Change, Leadership and Ethics

Organizational Change, Leadership and Ethics challenges leadership orthodoxy, assumptions, and myths currently preventing the further development of theory and practice.

Organizations and societies are facing extreme challenges that require action (IPCC, 2021). The UN's sustainability goals, demographic change, and the green shift are knocking on the door, while traditional education, and ways of leading and managing this development, often fail to keep up. Organizational Change, Leadership and Ethics challenges leadership orthodoxy, assumptions, and myths currently preventing the further development of theory and practice. It encourages intelligent disobedience in support of greater leadership capabilities and capacity in organisations and societies.

As such, the book is written for everyone who wants to be MAD - to Make A Difference - students, scholars, and practitioners alike.

Chapter 5 of this book is available for free in PDF format as Open Access from the individual product page at www.routledge.com. It has been made available under a Creative Commons Attribution-Non Commercial-No Derivatives 4.0 license

Autorentext

Rune Todnem By is Professor of Leadership at University of Stavanger, Norway; UNESCO Chair on Leadership, Innovation and Anticipation; and Editor-in-Chief of Journal of Change Management: Reframing Leadership and Organizational Practice.

Bernard Burnes is Professor of Organisational Change at the University of Stirling Management School, Scotland.

Mark Hughes is a Former Reader in Organisational Change at University of Brighton, England.

Zusammenfassung
Organizational Change, Leadership and Ethics challenges leadership orthodoxy, assumptions, and myths currently preventing the further development of theory and practice.

Inhalt

Preface: Ethical Change Leadership 2.0 Part I CONTEXT AND THEORY Chapter 1: Leadership Ethics and Organizational Change: Sketching the Field's Challenges Chapter 2: Perceptions and Development of Ethical Change Leadership Chapter 3: Mission leadership: a key enabler for an emerging leadership model, planned and emergent change and ethical clarity Chapter 4: Emmanuel Levinas and the Ethical Quality of Leadership Chapter 5: Leadership as care-ful co-directing change: A processual approach to ethical leadership for organizational change Chapter 6: Leadership: the collective pursuit of delivering on purpose Chapter 7: Making Purpose the Core Work of Business Leadership: A Guiding Framework Part II ISSUES AND CHALLENGES Chapter 8: Courage to strive: Hypocrisy monitoring, integrity striving, and ethical leadership Chapter 9: "How do we make sure they don't get fat and lazy?" Utopian change and the erosion of compassion Chapter 10: Leadership narcissism, ethics, and strategic change: Is it time to revisit our thinking about the nature of effective leadership? Chapter 11: Organizational Leadership and Change in the Context of Conflict Chapter 12: Leadership for sustainable futures Chapter 13: A Dualities Approach to Sustainable Organizational Change Leadership Part III CONCLUSIONS Chapter 14: Leadership, Sustainability and Ethics: Looking Back to Move Forward Chapter 15: Teaching Organizational Change Leadership and Ethics Chapter 16: Towards Intelligent Disobedience: Academics Leading by Example