Organizational Change, Leadership and Ethics: Leading Organizations Towards Sustainability

Cover
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