Organizational Change, Leadership and Ethics

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.

"Responsible leadership requires thoughtful awareness of the motives and consequences of one’s actions. This book is fodder for such thoughtfulness." –Jonathan Gosling, Emeritus Professor of Leadership, University of Exeter, UK"Rune By, Bernard Burnes and Mark Hughes have produced an essential text featuring the work of leading thinkers on change, leadership and ethics. This is state-of-the-art work on the organizational challenges of the first half of the 21st century." - Bill Cooke, FBAM FAcSS PhD, Emeritus Professor of Strategic Management, The York Management School, University of York"In their challenge to how organizational leadership and change are researched and taught, the editors of this volume are posing questions that our world, which is being transformed by the two massive upheavals of the past three years, needs to be asking. How we form the leaders of tomorrow is at stake." - David Coghlan, Trinity Business School, Trinity College Dublin"This book is a provocative and enthusiastic tour-de-force. Challenging traditional views of ethical change leadership, the authors exhort leaders and followers to rise up with intelligent disobedience, be inspired to be MAD (Make a Difference) and navigate the new complexity in the collective pursuit of purpose. In a polluted landscape, this agenda is a breath of fresh air." - Professor Richard Badham, John Grill Institute for Project Leadership, Sydney University

• 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