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Full Description
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:
risk and conflict
spontaneity and motivation.
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.
Contents
1 Introduction: how we have come to think of ourselves as victims of systems Part I Leadership and systemic self-organization: participation in systems 2 Leadership: two questions seven years apart 3 Complexity: are organizations really living systems? 4 Social interaction: viewing ourselves as autonomous individuals Part II Leadership and participative self-organization: participation in local interaction 5 The emergence of persons as selves in society 6 Leadership and ethics: emergence in everyday social interaction 7 Conclusion: articulating the ethics we are living, The perspective of systemic self-organization
