Organizational change, leadership and ethics : : leading organizations towards sustainability / / edited by Rune Todnem By, Bernard Burnes and Mark Hughes.

• Superior document: Routledge Studies in Organizational Change and Development Ser.
• TeilnehmendeR: Burnes, Bernard, 1953-; Hughes, Mark,; By, Rune Todnem,
• Place / Publishing House: London, England ;, New York, New York : : Routledge,, [2023]; ©2023
• Year of Publication: 2023
• Edition: Second edition.
• Language: English
• Series: Routledge Studies in Organizational Change and Development Ser.
• Physical Description: 1 online resource (327 pages)

Table of Contents

Intro -- Half Title -- Series Page -- Title Page -- Copyright Page -- Dedication -- Contents -- About the Authors -- Introduction: Ethical Change Leadership 2.0 -- Note -- References -- Part I: Context and Theory -- 1. Leadership Ethics and Organizational Change: Sketching the Field's Challenges -- Introduction -- Global Challenges for Global Leaders -- The Globalization Process -- Implications for Organizations -- Implications for Leadership -- Leadership and Change -- Leadership Ethics as a Research Field -- Leadership Ethics: Framing the Question for 'Good Leadership' -- Problems with the Concept of Leadership -- The Notion of 'Good' -- Concepts of Good Leadership -- Transforming Leadership -- Ethical Leadership -- Servant Leadership -- Responsible Leadership -- Conclusion -- References -- 2. Perceptions and Development of Ethical Change Leadership -- Introduction -- Perceptions of ECL -- Definitions of Ethical Leadership -- Leading Change -- Senior Manager Perceptions and Development of ECL -- Case Study Examples of ECL -- Interview with Chief Strategy Officer, Insurance Company -- Interview with Senior Director, Global Public Health Organization -- Interview with Direct Report of the Management Team, on the General Manager, Global FMCG Company -- Interview with HR Director Commercial and Marketing, Global Retail Company -- Interview with SVP Executive and Leadership Development, US Bank -- Interview with Former Director of Finance and Performance of UK Transport Organization, Information Management on the CIO, and Leadership Team -- Perceptions of ECL -- Development of ECL -- Can ECL Be Developed? -- Further Keys to Developing ECL -- Practical Implications -- Increasing Time and Resources ... or Exposure and Competence -- Impact on Followers, Norms, and the 'Ethical Climate' -- Communication -- Ethical Leadership and Resistance to Change.

Conclusion -- Acknowledgments -- Notes -- References -- Appendix 2.1 -- Key Questions for Senior Manager Interviews -- Appendix 2.2 -- 3. Mission Leadership: A Key Enabler for an Emerging Leadership Model, Planned, and Emergent Change and Ethical Clarity -- Introduction -- Mission Leadership -- Rost's Leadership Framework, The Leadership PAC Ontology, and Emerging Leadership Model -- Organizational Change, Leadership, and Ethics -- Conclusion -- Notes -- References -- 4. Emmanuel Levinas and the Ethical Quality of Leadership -- Introduction -- Organizational Justice and its Leadership -- An Ethical Basis of Just Leadership -- Impossible Justice -- Conclusion -- References -- 5. Leadership as Care-ful Co-directing Change: A Processual Approach to Ethical Leadership for Organizational Change -- Introduction -- Re-reading the Vignette: What Happened in the Change Initiative - Was the Leadership Performed Unethical? -- Leadership for Organizational Change as Process -- Leadership for Organizational Change in the Interplay of Purposive and Purposeful Re-arrangement of Plans and Work Practices -- Entangling Ethics: Leadership for Organizational Change as Care-ful Re-arrangement of Plans and Work Practices -- Conclusion -- References -- 6. Leadership: The Collective Pursuit of Delivering on Purpose -- Introduction -- How Can the Concept of Leadership Be Reframed, Separating It from the Dominant Focus on Leaders? -- The Role of Purpose in Leadership -- The Role of Purpose in Organizations -- The Purpose of Organizations -- Internal and External Goods -- Exploring the Telos Leadership Lens (TLL) -- Applying the Telos Leadership Lens -- Leadership as a Collective Pursuit -- Conclusion -- References -- 7. Making Purpose the Core Work of Business Leadership: A Guiding Framework -- Challenging 'The Great Trade-off Illusion'.

Cornerstone #1: The Clock Is Ticking ... But Where Is the Moral Outrage to Take Action? -- Cornerstone #2: Reframing Capitalism to Better Serve Shareowners and Humanity -- Cornerstone #3: Pursuing Responsible Leadership -- Cornerstone #4: Rediscovering Virtue and Meaning in Everyday Business Activity -- The Blessings and Curse of Creating Purpose-driven Organizations -- Realizing Purpose and Business Value: The Good Dividends House -- Building the Good Dividend House -- Making Purpose the Superordinate Agenda for Leadership -- References -- Part II: Issues and Challenges -- 8. Courage to Strive: Hypocrisy Monitoring, Integrity Striving, and Ethical Leadership -- Introduction -- Understanding Integrity and Hypocrisy -- Integrity Striving -- Identity and Courage -- Conclusion -- References -- 9. 'How Do We Make Sure They Don't Get Fat and Lazy?' Utopian Change and the Erosion of Compassion -- Introduction -- Strategic Change and Compassion -- Research Context -- Data Collection -- Data Analysis -- Findings -- Context Precipitating Radical Change -- Secluded Upper Echelon -- Middle Management Passivity and Fear -- Cycle of Eroding Compassion -- CEO in Interview -- Cycle of Increasing Utopianism -- Discussion and Conclusions -- References -- 10. Leadership Narcissism, Ethics, and Strategic Change: Is It Time to Revisit Our Thinking about the Nature of Effective Leadership? -- Introduction -- 'Bad' Leadership -- Abuse of Power -- Inflicting Damage on Others -- Over-exercise of Control to Satisfy Personal Needs -- Rule Breaking to Serve Own Purposes -- The Consequences of 'Bad' Leadership -- Narcissism and Leadership -- Research into 'Bad' Leadership -- Actions to Avoid the Impact and Emergence of 'Bad' Leadership -- Short-term Actions -- Longer-term Action -- Conclusion -- References -- 11. Organizational Leadership and Change in the Context of Conflict.

Introduction -- Conflict as an Organizational Reality -- Leadership and Change in Conflict and Division -- Extreme Contexts -- Business for Peace -- Public Administration as a Lever -- Ethical Leadership, Change, and Purpose -- Ethical Leadership in Conflict Environments -- Conclusion -- References -- 12. Leadership for Sustainable Futures -- The Growing Pressure for Change -- Navigating the New Complexity -- Integrating the Key Elements of Corporate Sustainability -- Leading and Influencing Diverse Stakeholder Constituencies -- Changing Leadership Requirements on the Sustainability Journey -- Leadership Configurations in Different Phase Contexts -- Leadership in the Compliance Phase -- Leadership in the Efficiency Phase -- Leadership in the Strategic Sustainability Phase -- Leadership in the Sustaining Corporation Phase -- Key Skills for Sustainability Leaders -- Conclusion -- References -- 13. A Dualities Approach to Sustainable Organizational Change Leadership -- Introduction -- Sustainable Leadership for Change -- Leading in Tension -- Duality Theory for Conceptualizing Leadership -- Dualities Leadership Characteristics -- Simultaneity -- Relational -- Minimal Thresholds -- Dynamism -- Improvisation -- Sustainable Change and Ethics: A New Kind of Tension -- Conclusion -- Note -- References -- Part III: Conclusions -- 14. Leadership, Sustainability, and Ethics: Looking Back to Move Forward -- Introduction -- The Ethical Challenge -- Kurt Lewin: Ethics, Leadership, and Change -- From Planned Change to Organization Development -- Conclusion -- Note -- References -- 15. Teaching Organizational Change Leadership and Ethics -- Introduction -- The Organizational Change Leadership and Ethics (OCLE) Workshop -- Morning -- Provocation: Eight Unethical Leading Change Steps -- Definitions, Boundaries, and Relationships.

Transformational Leadership Misunderstood and Misrepresented -- Afternoon -- The Dark Side of Transformational Leadership -- Leadership: Discourse, Metaphors, and Framing -- Followers: Leadership Problem or Leadership Solution -- Provocation: Eight Unethical Leading Change Steps -- Definitions, Boundaries, and Relationships -- Transformational Leadership Misunderstood and Misrepresented -- The Dark Side of Transformational Leadership -- Leadership: Discourse, Metaphors, and Framing -- Followers: Leadership Problem or Leadership Solution -- Concluding comments -- References -- 16. Toward Intelligent Disobedience: Academics Leading by Example -- Introduction -- Questioning Orthodoxy: What Is the Role of Intelligent Disobedience? -- Questioning Organizational Change: What Is the Role of Participation and Collaboration? -- Questioning Change Leadership: Where Are the Meaningful Theories and Research? -- Questioning Universities and Business Schools: Agents of Change or Legitimators of Favored Beliefs and Practices? -- Conclusion -- References -- Index.