List of figures |
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ix | |
Foreword |
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x | |
Introduction |
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1 | (22) |
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1 How did we end up here? |
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4 | (19) |
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Forming our mental models of leadership |
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5 | (2) |
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Leadership through the ages |
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7 | (3) |
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8 | (1) |
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9 | (1) |
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9 | (1) |
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Changes in sources of power: a 21st-century revolution |
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10 | (10) |
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10 | (2) |
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Multiple stakeholders demanding to be heard |
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12 | (1) |
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Distinct generations all alive at once |
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12 | (1) |
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Employees' voice and the change in the employment contract |
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13 | (1) |
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The globalization revolution |
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14 | (2) |
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Relationships and structures: when hierarchy prevents action |
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16 | (2) |
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Drowning under regulation |
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18 | (1) |
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A final point: to consume or steward? |
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19 | (1) |
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20 | (3) |
Part One A fresh response: outlining the case for responsible leadership |
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23 | (82) |
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2 What distinguishes responsible leaders? |
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25 | (30) |
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Internal assuredness and attractiveness |
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28 | (6) |
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29 | (1) |
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Clarity about personal values |
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30 | (2) |
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32 | (2) |
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Adaptability and learning orientation |
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34 | (5) |
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Comfortable with ambiguity and not knowing |
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34 | (2) |
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36 | (1) |
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Open, confident yet humble |
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37 | (2) |
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Thinking and operating relationally |
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39 | (5) |
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Moving from transactional to relational |
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39 | (2) |
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Moving from competition to co-creation |
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41 | (1) |
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Moving from self to other |
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42 | (2) |
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44 | (4) |
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Case study: Rev Steve Chalke MBE and Oasis |
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48 | (5) |
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53 | (2) |
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3 What it means to be a responsible leader in practice |
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55 | (28) |
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56 | (2) |
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58 | (5) |
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60 | (1) |
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Life vision, legacy and purpose |
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60 | (1) |
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61 | (2) |
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The organizational dimension |
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63 | (10) |
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64 | (1) |
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65 | (2) |
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67 | (3) |
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70 | (1) |
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71 | (2) |
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The wider global and local connection |
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73 | (8) |
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73 | (2) |
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75 | (2) |
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77 | (1) |
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78 | (3) |
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81 | (2) |
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4 Living with paradox as a responsible leader |
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83 | (22) |
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Listening to hear through the noise - cultivate serenity |
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84 | (4) |
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84 | (1) |
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85 | (1) |
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86 | (2) |
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Looking for and seeing beyond while dealing with the immediate |
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88 | (5) |
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Scan widely; challenge assumptions |
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89 | (1) |
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90 | (3) |
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93 | (4) |
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Success in the future: the dilemma of agility |
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94 | (3) |
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Case study: M&S - towards becoming the world's most sustainable retailer |
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97 | (5) |
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102 | (3) |
Part Two The organizational response |
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105 | (74) |
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5 Developing responsible leaders |
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107 | (27) |
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107 | (2) |
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109 | (15) |
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Getting the balance between cognitive and emotional learning right |
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109 | (3) |
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112 | (1) |
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113 | (1) |
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114 | (3) |
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117 | (2) |
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119 | (1) |
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Beyond the 'so what' test |
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120 | (3) |
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123 | (1) |
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Creating impactful and lasting development opportunities |
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124 | (8) |
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125 | (1) |
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126 | (1) |
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127 | (2) |
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129 | (1) |
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Ongoing dialogue and support |
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130 | (2) |
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132 | (2) |
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6 Evolving a culture of responsible leadership |
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134 | (27) |
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Responsibility from commitment not compliance: it starts with our view of the world |
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136 | (9) |
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136 | (4) |
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140 | (5) |
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Impacting culture intentionally |
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145 | (14) |
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One decision and one conversation at a time |
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145 | (3) |
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148 | (2) |
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Working with the 'cool kids' |
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150 | (5) |
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The narrative is all-important |
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155 | (4) |
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159 | (2) |
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7 Potential pitfalls and myths |
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161 | (18) |
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Just saying the words does not equal progress or change |
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161 | (7) |
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Getting beneath the surface |
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162 | (1) |
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Avoiding over-communication |
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163 | (2) |
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Properly aligning reward, recognition and performance management to responsibility |
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165 | (3) |
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Restructuring alone will not yield results |
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168 | (3) |
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When growing - consider carefully the drive to add more roles and departments |
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169 | (1) |
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Restructuring to create the illusion of progress |
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169 | (2) |
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Don't just promote the usual suspects |
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171 | (2) |
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Measurement alone will not change behaviour |
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173 | (4) |
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Where measurement apparently conflicts with passion |
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175 | (2) |
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177 | (2) |
Part Three A visionary narrative |
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179 | (16) |
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181 | (14) |
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A new way of being - stepping forward for the greater good |
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182 | (8) |
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How can we help ourselves cultivate this different way of being? |
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183 | (4) |
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The rise of social enterprise |
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187 | (1) |
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Learning from and becoming alchemists |
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188 | (2) |
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Organizations and places to look for responsible leadership at work |
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190 | (3) |
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193 | (2) |
References |
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195 | (2) |
Index |
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197 | |