Bøker i De Gruyter Transformative Thinking and Practice of Leadership and Its Development-serien

If we needed a reminder that the world is complex and in constant motion, then 2020 certainly delivered. Suddenly, the inherent uncertainties and ambiguities of leadership were starkly revealed for all to see as the dynamics of complexity and change played out intensively, and very publicly, on the global stage. Leadership in Complexity and Change draws on complexity science to paint a picture of a world in constant motion, where leadership is enacted in the midst of complexity and continuous change. We must learn to engage with complexity. If not now, when? Part I of this insightful book brings complexity science to life by considering the practical challenges of complexity and its implications for leadership. Part II considers how leaders can reinvigorate existing tools and approaches with a new mindset, before offering some new tools and practices for learning informed leadership. Part III concludes by considering the person in the practice of leadership in complexity and change. Key ideas are presented through mini-cases and practical examples embedded throughout the book. This book will help executives, managers, and professionals recognise where some of the challenges come from understand why those challenges persist engage with the dynamic patterning of organisational life appreciate the scope for leadership recognise the choices that can be made choose how to manage themselves

Ethical leadership does not simply emerge from a code of conduct, a good school, or a host of good intentions. It is an individual choice, or rather a series of choices that emerges from the complex interaction of personal values with social imperatives. This book explores how and why some people become ethical leaders in morally challenging and complex social environments. In Ethical Leadership, Aidan McQuade provides insight into the concept of human agency - the individual's choice of a course of action in response to the options posed by that individual's engagement with the social world. He puts forth a new model of human agency - the "cruciform of agency" - which recognises that the potential range of individual action emerges from the nature of the resonance that social options strike with personal thoughts. Every action adds to the individual's personal biography in ways that influence subsequent choices by confirming or changing personal values and hopes, hence influencing the way the individual subsequently thinks about the world. In explaining the potential and limits of human agency for ethical leadership, the book establishes a basis for executives, policy makers and academics to conceptualise and develop more robust and realistic approaches for the mitigation of some of the most pressing moral issues facing humanity today. These include the inter-related challenges of modern slavery and global warming, which pose such critical threats to the Earth itself. In this book McQuade not only sets an agenda for action but empowers individual leaders to find the moral courage to better advance human rights and preserve the environment even when such action requires unpopular choices. Events around the book Link to a De Gruyter Online Event in which the author and independent human rights consultant Aidan McQuade together with Bernd Vogel, Director of the Henley Centre for Leadership at Henley Business School, Joanne Murphy, Director of Research & Co-Director of the Centre for Leadership, Ethics & Organisation at Queen's Management School; Ambassador Luis C. deBaca, Professor from Practice, University of Michigan Law School discuss topics such as: what potentially deters leaders from making ethical decisions; what can they draw upon both internally and externally to do the right thing when doing so may be unpopular; how, in the light of fake news, can leaders communicate ethically; and much more:https://youtu.be/EYAAGiCX4cI

Leaderly acts and practices from unexpected places are often overlooked and yet have remarkable power. These spontaneous acts are in sharp contrast to those of formal leaders in governments and leading corporations. Global events like the Covid-19 pandemic and the climate crisis light up these differences. This book delves deeper, exploring these leaderly acts and practices more fully and beyond extraordinary events. The authors describe these as "unleadership", a term defined in this book as a set of acts and practices that are undertaken in a spirit of spontaneity and generosity for social good. Four dimensions of unleadership are identified in this book: paying it forward; living with the unknown; catching the wave; and confident connecting and collaborating. Unleadership exposes the potential that is unleashed when members of the community discover their own power to act and reclaim what they have delegated to their leaders. Based on extensive research, the authors highlight the flourishing of alternative forms of leading that encourage rethinking ideas of leadership and followership. They provide practical guidance to organisations and practitioners for enriching their leaderly capacity and cultivating unleadership practices to co-exist with and complement leadership practices. Unleadership is an invaluable resource for leaders and managers in public and private organisations as well students of leadership and organisational development.