Description
Book SynopsisIf we’ve learnt anything this decade, it’s that paramount to being a good leader is the ability to lead and manage through a crisis. The best leaders will be able to look directly into the heart of the storm and re-imagine their organizations to ultimately foster new growth. Taking a step-by-step approach, this book guides readers in identifying the severity and potential implications of a crisis situation tackling core topics such as:
· Crisis leadership
· Decision making
· Ethical responsibility
· Change management initiatives
· Communication
· Leadership development
· Coaching
Grounded in cutting-edge theory and combined with engaging, real world case studies and practical exercises, this is an indispensable guide for MBA and Executive students. In fact, this book is ideal reading for anyone who is looking to develop their leadership skills in the most pragmatic and progressive ways.
Table of Contents
Learning to Lead in the New Global Environment
Step One —Leading the Self
Chapter 1 Introduction to Leadership in the New Global Environment
This chapter examines:
• the unprecedented interest in leadership;
• identifies key definitions and distinctions in leadership types;
• assists the reader in understanding the evolution of leadership theory in recent years, particularly against the background of the emerging global environment.
Chapter 2 Leadership and personal qualities This chapter helps the reader:
• understand and evaluate the key personal qualities needed for leadership and potential derailers;
• interpret and apply the theory of the leadership lifecycle;
• reflect on the key transition moments in a leader's career;
• develop self-reflection on examples of leadership from history, such as Napoleon Bonaparte, and personal experience.
Step Two — Leading Teams
Chapter 3 Leadership and coaching
This chapter explores:
• articulate what coaching means to you;
• appreciate how you might use a coaching approach to support the performance and development of people;
• make clear choices on when you will operate directively and when you will operate non-directively.
Chapter 4 Leadership and communication
This chapter assists the reader in:
• understanding how communication skills impact your effectiveness and authenticity as a leader;
• identifying your strengths and weaknesses as a face-to face communicator;
• understanding how relative status and hierarchy affect our ability to communicate;
• understanding the elements of live communication at different scales across a social network.
Chapter 5 Leadership beyond the individual leader
This chapter aims:
• identify situations where leadership beyond the individual is possible and beneficial, demonstrating the link between leadership and context;
• helps the reader develop leadership agility to work within different configurations of leadership where appropriate;
• assists the reader in understanding and exemplifying good practice in individual leadership, leadership outside the individual and fellowship.
Step Three — Leading Organisations
Chapter 6 Responsible leadership
Through an examination of two case studies, one of the Airbus A380 programme and the other of Paul Polman, the leader of Unilever, this chapter helps the reader:
• become familiar with the debate on the limits to corporate social responsibility;
• understand some of the current models of responsible leadership;
• be able to apply models from the literature to business cases;
• develop his or her own view on responsible leadership and how it can be practised.
Chapter 7 Leadership and ethics
The aim of this chapter is to assist readers in:
• developing a critical perspective on ethics in organisations;
• understanding why does ethics matter;
• discerning the key differences between ethics and reputational damage;
• gaining an understanding of why ethical decisions are so difficult;
• developing a better understanding about how can theory help us understand better ethic.
Chapter 8 Leading organisational change
The aim of this lesson is to help readers:
• develop ways to make change stick once the project is underway;
• understand the actions leaders should take to ensure the adherence of change;
• to appreciate the leadership role during periods of complex change;
• understand your role, as leader, in the successful execution of change programmes;
• become aware of the attributes, skills and experiences needed to lead effective change initiatives.
Chapter 9 Strategic leadership
The aim of this chapter is discuss the concept of strategic leadership and the personal attributes which a developing leader needs to be effective. It will help the reader:
• understand the essence of strategic leadership and the process senior management teams go through when making strategic decisions;
• understand practicalities involved in decision making.
III. Conclusion — Reimagining Leadership and Organisations in the New Global Environment
