Rethinking Leadership

Roland Bardy is Executive Professor at Florida Gulf Coast University and owner of BardyConsult in Mannheim, Germany. Born in Vienna, Austria, he earned his BSc from the Vienna University of Technology, his MBA from the Vienna University of Economics and his Ph.D. from the University of Heidelberg. Dr. Bardy worked at BASF, the German multinational chemicals manufacturer, from 1970 to 1999 and took up teaching in 2000 in the US and Europe, including positions at Emory University and the Austrian Association of Purchase and Logistics.

"Anyone who has a leadership position of whichever kind will immensely benefit from what the book exhibits on ethical thought, on moral practice and on responsible management."Ambassador Andrew Young, Atlanta. "Rethinking Leadership is a simply awe-inspiring treatise on future of management. Dr. Bardy makes very compelling case for moral leadership to regain employee, investor, and societal trust of the organization."Jagdish N. Sheth, Charles H. Kellstadt Professor of Business, Goizueta Business School, Emory University, Atlanta."In the networked society new types of interaction and collaboration require a new focus on their moral implications. Bardy’s book clarifies the moral dimensions of interactions and is timely and compelling."Charles Wankel, Professor of Management at St. John's University, New York."Rethinking Leadership provides a systematic analysis of morality and ethics, as well as the social, economic, and institutional perspectives that are part of, and tied to, leadership and the management of an organization and its people. In his text, Dr Bardy offers a knowledge-based analysis of these complex and multifaceted concepts and presents it in a rational, easy to read, methodic fashion. The reader can easily understand how ethics and morality interface with leadership and human centered management to produce the "moral leader"!"Arthur Rubens, Professor Emeritus, Florida Gulf Coast University, Fort Myers."Humans have been very good in creating societal complexity, but they have been less good in creating the organizational conditions under which this complexity can affectively be addressed. This requires an interdisciplinary, human-cent

• LIST OF EXHIBITS; LIST OF TABLES; FOREWORD; PREFACE; INTRODUCTION; CHAPTER 1: THE FOUR PERSPECTIVES OF HUMAN CENTERED MANAGEMENT: A SYSTEMIC INTERRELATION; 1.1. Presenting the four perspectives; 1.2 Interrelating the four perspectives through multi-stakeholder dialogues; CHAPTER 2: THE ETHICAL PERSPECTIVE; 2.1. Introduction: Morality, ethics and principles; 2.2. The prerequisites: Setting an adequate philosophical agenda; 2.3. Enablers of human centered management; 2.4. The effects; CHAPTER 3: THE SOCIAL PERSPECTIVE; 3.1 Corporate social responsibility; 3.2 Equitability and "social justice"; 3.3 Inclusiveness; 3.4 Social Business and the Role of Social Entrepreneurs; 3.5 Impacts of Culture; CHAPTER 4: THE ECONOMIC PERSPECTIVE; 4.1 Market-based approaches to business ethics; 4.2 Impacting the wider environment of markets and society; CHAPTER 5: THE INSTITUTIONAL PERSPECTIVE; 5.1 Policy agendas; 5.2 Ethics in government and public office; CHAPTER 6: IMPLEMENTING HUMAN CENTERED MANAGEMENT; 6.1 Arriving at a consensus on values; 6.2 Ethics Codes; 6.3 Ethical obligations and the law; 6.4 Fighting corruption and free-riding; CHAPTER 7: CONDUCTING STAKEHOLDER RELATIONS RESPONSIBLY; 7.1 The employer-employee relation; 7.2 The relation to customers and consumers; 7.3 The relation to suppliers and competitors; 7.4 The investor relation; 7.5 Community relations; 7.6 The natural environment: A multi-faceted stakeholder relation; CHAPTER 8: MORAL PERSON, MORAL LEADER, MORAL ORGANIZATION; CHAPTER 9: RECOMMENDATIONS FOR TEACHING HUMAN CENTERED MANAGEMENT; 9.1 A principles-based education on business ethics; 9.2 Two sets of exemplary business ethics curricula; 9.3 Six Teaching-Blocks; OUTLOOK; REFERENCES; Index