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Beyond Leadership: Balancing Economics, Ethics and Ecology, Revised Edition

Book Description

Beyond Leadership has been written to enable practitioners and students of leadership to manage uncertainty, diversity, conflict, and complexity. Its lead authors are American, Asian and Afro-European, and this range of perspective is reflected in the individual chapters.

The unique appeal of this book is its global approach to management as the next evolutionary step beyond the major western (American) and eastern (Japanese) perspectives.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright
  4. Contents
  5. Dedication
  6. Preface
  7. Acknowledgments
  8. Part I: Introducing the New Business Paradigm
    1. Chapter 1: Introduction: From the Old Paradigm to the New
      1. Change and Uncertainty, Conflict and Complexity
      2. The New Paradigm Manager
      3. Toward a New Paradigm of Management
      4. References
    2. Chapter 2: New–paradigm Thinking
      1. Crucible of Chaos
      2. Out of Chaos, Order
      3. Emerging Paradigms
      4. The New Global Paradigm
      5. New-paradigm Thinkers: a Profile
  9. Part II: As a Manager – From Uncertainty to Mastery
    1. Chapter 3: Toward Self-mastery
      1. Overcoming Dissonance
      2. Beyond the Peter Principle
      3. Tapping your Human Potential
      4. The Master Manager: “Re-visioning”
      5. Management by Detached Involvement
    2. Chapter 4: Visionary Leadership
      1. Vision and Organizations
      2. Paying Attention: the Search for Vision
      3. Synthesizing Vision: Choice of Direction
      4. Focusing Attention: Searching for Commitment
    3. Chapter 5: Developing a Vision
      1. Reflective, Intuitive, and Integrative Visioning
      2. Reflective Visioning
      3. Intuitive Visioning
      4. Integrative Visioning
      5. Conclusion
      6. Note
      7. References
    4. Chapter 6: From Vision to Action
      1. Introduction: The Functions of Myth
      2. From Vision to Action
      3. Acquiring the Power of Vision
      4. Conclusion: From Corporate Vision to Action
      5. References
  10. Part III: As a Group – From Conflict to Synergy
    1. Chapter 7: Managing People At Work: Spiral Integration
      1. The Wonderful World of Virtual Reality
      2. The Need for Templates: An Illustration in the Air
      3. How Templates Work on the Spiral
      4. THE THREE SPIRAL TEMPLATES
      5. The “X” Template: The Most Natural Forms and Flows for the Critical Functions
      6. Applying Patterns of Thinking and Natural Intelligences
      7. The Y Template: People Factors and Management Systems
      8. Z Template: Command Intelligences
      9. Reference
    2. Chapter 8: Managing Joint Ventures
      1. Mergers and Reorganization
      2. Planning and Implementing a Merger
      3. Conclusion: Functions of the Group Board
    3. Chapter 9: Linking Individualism to Communalism
      1. The Advent of Information
      2. Freedom to be Enterprising
      3. Matching Culture and Strategy
      4. Conclusion
    4. Chapter 10: Building Industrial Democracy
      1. Commonality of Purpose
      2. Tools for Democratization
      3. Structures to be Considered (a Background)
      4. A Possible Future
      5. Conclusion
  11. Part IV: As a Organization – From Change to Learning
    1. Chapter 11: The Developing Organization
      1. Change, Growth, and Development
      2. Phases of Development
      3. The Phase of Differentiation
      4. The Phase of Integration
      5. An Overall Picture of the Third Phase
    2. Chapter 12: Building a Learning Organization
      1. Introducing the Learning Organization
      2. The Limits to Learning
      3. The Learning Organization is Born
      4. Product and Market Development
      5. Innovative Learning
      6. Innovative Management: Actualizing a Vision
      7. Developmental Management: Recognizing Potential
      8. Analytical Management: Structuring Activity
      9. Enterprising Management: Doing Deals
      10. The Management of Change: Adapting to the Environment
      11. People Management: Establishing a Learning Community
      12. Action Management: Making Things Happen
      13. Conclusion
      14. Notes
      15. References
    3. Chapter 13: Total Quality Learning
      1. Total Learning – Quality Management
      2. The Holographic Organization
      3. The Unfolding Organization
      4. The Principle of Complementarity
      5. Conclusion
      6. References
    4. Chapter 14: Requisite Organization
      1. Hierarchical Layering
      2. Categories of Potential
      3. Role Complexity and Task Complexity
      4. Managerial Leadership
      5. Growth of Bureaucratic Systems
      6. Conclusion
      7. References
    5. Chapter 15: Charting the Corporate Mind
      1. Introduction
      2. Virtuous and Vicious Circles
      3. A Critique of Profit
      4. Conclusion
      5. References
  12. Part V: As a Society – From Complexity to Sustainability
    1. Chapter 16: Achieving Sustainable Development
      1. Introduction: Environmental Concerns Emerge
      2. Sustainable Development Accentuates the Positive
      3. Radical Business-transformation Strategies
      4. Summary
      5. Note
      6. References
    2. Chapter 17: Toward a Synergistic Society
      1. The Information Society
      2. Change to an Information-led Industrial Structure
      3. Expansion of the Public Economy
      4. Conclusion
    3. Chapter 18: Doing Business in the New Paradigm
      1. A Synthesis of Western Science and Eastern Wisdom
      2. The Paradigm Shift
      3. Managing Paradoxically: Transcending Conflicts
  13. Index