Organizational change, leadership and ethics : : leading organizations towards sustainability /

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

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Bibliographic Details
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)
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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.

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