Situated in the field of critical leadership studies, the chapters of this book set out to challenge the general assumption that emotionality is the antithesis of rationality. The authors expand upon the existing discussions of leadership emotions and reveal how toxicity and dysfunctionality are not merely simple, negatively coercive, or repressive phenomena, but can also have productive and enabling connotations. The book includes comprehensive overviews of traditional leadership thinking and in addition provides readers with critical reflections on concepts such as ignorance, authenticity, functional stupidity and vanity in leadership.

As the book presents a series of critical perspectives on how emotions can be theorized in leadership studies, it is suitable for advanced courses in the subject, as well as being a highly interesting monograph for academics in the field.

Contributors: M. Alvesson, Y.D. Billing, N. Harter, C. Howard, E.L. Jeanes, J. Lemmergaard, S.L. Muhr, A. Paulsson, A. Rehn, S. Schaefer, A. Spicer, S. Spoelstra, M. Walton

Ethics and Organizational Practice challenges established theory in management studies and, in particular, provides a post-foundational argument to conventional business ethics. The contributors cover topics from corporate social responsibility and individual morality to primatology, psychopathology and corruption. They provide a multi-disciplinary and multi-dimensional exploration of managerial ethics and its moral foundation, presenting a critical understanding of the conditions of ethics in modern organizations.

The book presents a philosophically informed critique of simplified notions of managerial and organizational ethics, making it an excellent resource for postgraduate students and scholars of business ethics, critical management, corporate social responsibility, international business and organizational psychology.

Contributors: M. Alvesson, G. Cairns, E.L. Jeanes, R. Johnsen, D. Kärreman, J. Lemmergaard, T.T. Lennerfors, S. Mansell, S.L. Muhr, A. Rehn, C. Rozuel, M. Sliwa, B.M. Sørensen, S. Vallentin

This book will address bias head on, recognising that we cannot completely eliminate bias as it is intricately woven into the way our human brain functions, but we can certainly make efforts to become more aware of our biases, work hard to block them and most importantly minimise its impact on our organisations and the people working in them. This book aims to provide leaders with the skills and tools needed to lead through this bias. The chapters of the book - Leading with conviction, Leading with clarity, Leading with accountability, Leading with allyship and Leading with strength - focus on the five essential skills needed to block bias to nurture diversity, equity and inclusion at work. 

Examining the theoretical connections between identity and diversity, this new book explores how diversity management practices can be better informed by an enhanced understanding of the relationship between the two fields. Highlighting the relevance of identity to diversity studies, the authors concentrate on three key areas: social identity theory; critical perspectives on identity; and poststructuralist understandings. With the aim of fueling future research, this insightful book outlines a detailed research agenda and offers practical suggestions. Not only useful to academics, this book also seeks to encourage policy-makers and HR managers to develop current practices and make more research-informed management decisions.

Situated in the field of critical leadership studies, the chapters of this book set out to challenge the general assumption that emotionality is the antithesis of rationality. The authors expand upon the existing discussions of leadership emotions and reveal how toxicity and dysfunctionality are not merely simple, negatively coercive, or repressive phenomena, but can also have productive and enabling connotations. The book includes comprehensive overviews of traditional leadership thinking and in addition provides readers with critical reflections on concepts such as ignorance, authenticity, functional stupidity and vanity in leadership.

As the book presents a series of critical perspectives on how emotions can be theorized in leadership studies, it is suitable for advanced courses in the subject, as well as being a highly interesting monograph for academics in the field.

Contributors: M. Alvesson, Y.D. Billing, N. Harter, C. Howard, E.L. Jeanes, J. Lemmergaard, S.L. Muhr, A. Paulsson, A. Rehn, S. Schaefer, A. Spicer, S. Spoelstra, M. Walton

Ethics and Organizational Practice challenges established theory in management studies and, in particular, provides a post-foundational argument to conventional business ethics. The contributors cover topics from corporate social responsibility and individual morality to primatology, psychopathology and corruption. They provide a multi-disciplinary and multi-dimensional exploration of managerial ethics and its moral foundation, presenting a critical understanding of the conditions of ethics in modern organizations.

The book presents a philosophically informed critique of simplified notions of managerial and organizational ethics, making it an excellent resource for postgraduate students and scholars of business ethics, critical management, corporate social responsibility, international business and organizational psychology.

Contributors: M. Alvesson, G. Cairns, E.L. Jeanes, R. Johnsen, D. Kärreman, J. Lemmergaard, T.T. Lennerfors, S. Mansell, S.L. Muhr, A. Rehn, C. Rozuel, M. Sliwa, B.M. Sørensen, S. Vallentin

This book will address bias head on, recognising that we cannot completely eliminate bias as it is intricately woven into the way our human brain functions, but we can certainly make efforts to become more aware of our biases, work hard to block them and most importantly minimise its impact on our organisations and the people working in them. This book aims to provide leaders with the skills and tools needed to lead through this bias. The chapters of the book - Leading with conviction, Leading with clarity, Leading with accountability, Leading with allyship and Leading with strength - focus on the five essential skills needed to block bias to nurture diversity, equity and inclusion at work. 

Examining the theoretical connections between identity and diversity, this new book explores how diversity management practices can be better informed by an enhanced understanding of the relationship between the two fields. Highlighting the relevance of identity to diversity studies, the authors concentrate on three key areas: social identity theory; critical perspectives on identity; and poststructuralist understandings. With the aim of fueling future research, this insightful book outlines a detailed research agenda and offers practical suggestions. Not only useful to academics, this book also seeks to encourage policy-makers and HR managers to develop current practices and make more research-informed management decisions.