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Table of contents:
The second half of the Twentieth Century witnessed the emergence of the most complex global organizations humans have ever known. This book focuses on the key factor which is identified as sustaining them, namely that of leadership. Leadership in organizations is currently understood primarily from a perspective based on systems thinking which underlies theories of organizational culture, practice and learning. Leadership is seen to be an attribute of the individual and the leadership role is that of articulating values, missions and visions and then persuading others to adhere to them. Increased complexity in organization has occurred in human history many times before: for example, the Greek polis of Athens, the military defence of increasingly large areas of land based on aristocracy and monarchy, national states with democratic elections and representative bodies. Accompanying these changes there have always been intense debates resulting in new understandings of leadership and ethics. We are at such a point now. This volume argues for an ethics of co-creating identity and difference as thought in action. The author holds that this means the end of business ethics as we know it today. In the past we have focused on the choices of individual leaders. In today's highly complex organizations we are now coming to understand the nature of leadership as self-organizing and as such closely linked to ethics. This means that we can no longer understand ethics simply as centered rational choice in planning and action. This will necessarily include understanding more about the nature of risk and conflict, spontaneity and motivation.
Contents:
Contents: Preface
Systemic self-organization versus participative self-organization, Complex responsive processes and the question of ethics, Methods focusing on experience, 1
Leadership: two questions - seven years apart, Ron's question, Alberto's question, The emergence of leadership over time 2
The paradox of social action: Are individuals autonomous? Rationalist ethics, The paradox of participant and observer, How systems thinking avoids paradox 3
Turning systemic self-organization into blame and cult values, Ethics as thought before and after action, The sleight of hand: affirming an all-encompassing whole, Harmony and cult, caring and blaming 4
Participative self-organization: we are not things, The limits of positing an autonomous individual, The paradox of time and the emergence of the person, Person and the living present 5
Ethics as a self-organizing process, Thought is action, The importance of conflict, Constraints and power in social action 6
The emergence of Leadership in action, Iterative processes of recognizing identity in moving towards goals, Enacting past concepts of leadership, The actual leadership we experience 7
Leadership and ethics: the signs of change, In charge but not in control, Transformative conversation, Fostering innovation, Bibliography, Index
Brief Description:
A complexity perspective on leadership, this book considers factors such as risk and conflict, spontaneity and motivation, bullying and the use/abuse of power to express a new view of business ethics.
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