Organizational Change, Leadership and Ethics Leading Organizations Towards Sustainability

Organizations and societies are facing extreme challenges that require action (IPCC, 2021). The UN's sustainability goals, demographic change, and the green shift are knocking on the door, while traditional education, and ways of leading and managing this development, often fail to keep up. Organizational Change, Leadership and Ethics challenges leadership orthodoxy, assumptions, and myths currently preventing the further development of theory and practice. It encourages intelligent disobedience in support of greater leadership capabilities and capacity in organisations and societies. As such, the book is written for everyone who wants to be MAD – to Make A Difference - students, scholars, and practitioners alike. Chapter 5 of this book is available for free in PDF format as Open Access from the individual product page at www.routledge.com. It has been made available under a Creative Commons Attribution-Non Commercial-No Derivatives 4.0 license

Preface: Ethical Change Leadership 2.0Mark Hughes, Rune Todnem By and Bernard BurnesPart I CONTEXT AND THEORYChapter 1: Leadership Ethics and Organizational Change: Sketching the Field’s ChallengesMoritz Patzer and Christian VoegtlinChapter 2: Perceptions and Development of Ethical Change LeadershipRebecca NewtonChapter 3: Mission leadership: a key enabler for an emerging leadership model, planned and emergent change and ethical clarityBrian HowiesonChapter 4: Emmanuel Levinas and the Ethical Quality of LeadershipCarl RhodesChapter 5: Leadership as care-ful co-directing change: A processual approach to ethical leadership for organizational changeChristoffer Andersson, Lucia Crevani and Anette HallinChapter 6: Leadership: the collective pursuit of delivering on purposeRune Todnem By and Ben S. KuipersChapter 7: Making Purpose the Core Work of Business Leadership: A Guiding FrameworkSteve Kempster and Brad JacksonPart II ISSUES AND CHALLENGESChapter 8: Courage to strive: Hypocrisy monitoring, integrity striving, and ethical leadershipRonald L. Dufresne and Judith A. ClairChapter 9: “How do we make sure they don’t get fat and lazy?” Utopian change and the erosion of compassionHenrika Franck, Saku Mantere and Henri SchildtChapter 10: Leadership narcissism, ethics, and strategic change: Is it time to revisit our thinking about the nature of effective leadership?Malcolm HiggsChapter 11: Organizational Leadership and Change in the Context of ConflictJoanne MurphyChapter 12: Leadership for sustainable futuresMelissa Edwards, Suzanne Benn and Dexter DunphyChapter 13: A Dualities Approach to Sustainable Organizational Change LeadershipAaron C.T. Smith, James Skinner and Daniel ReadPart III CONCLUSIONSChapter 14: Leadership, Sustainability and Ethics: Looking Back to Move ForwardBernard BurnesChapter 15: Teaching Organizational Change Leadership and EthicsMark HughesChapter 16: Towards Intelligent Disobedience: Academics Leading by ExampleMark Hughes, Bernard Burnes and Rune Todnem By

Rune Todnem By is Professor of Leadership at University of Stavanger, Norway; UNESCO Chair on Leadership, Innovation and Anticipation; and Editor-in-Chief of Journal of Change Management: Reframing Leadership and Organizational Practice. Bernard Burnes is Professor of Organisational Change at the University of Stirling Management School, Scotland. Mark Hughes is a Former Reader in Organisational Change at University of Brighton, England.