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The second half of the twentieth century witnessed the emergence of the most complex global organizations ever known. Taking a complexity theory perspective, this book explores the key factor that sustains them: leadership.
The book examines how leadership is currently understood primarily from a systems based perspective, as an attribute of the individual, the leadership role being to articulate values, missions and visions and then persuade others to adhere to them. It argues for a new view of ethics as co-created through identity and difference, representing the end of 'business ethics' as we know it today. Areas considered include:
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.
|1||Leadership: two questions - seven years apart|
|2||The paradox of social action: Are individuals autonomous?|
|3||Turning systemic self-organization into blame and cult values|
|4||Participative self-organization: we are not things|
|5||Ethics as a self-organizing process|
|6||The emergence of Leadership in action|
|7||Leadership and ethics: the signs of change|