The responsible leader : developing a culture of responsibility in an uncertain world / Tim Richardson.

Format:

Book

Author/Creator:

Richardson, Tim, 1959- author.

Language:

English

Subjects (All):

Leadership.

Responsibility.

Physical Description:

1 online resource (216 p.)

Place of Publication:

London, [England] : Kogan Page, 2015.

Language Note:

English

Summary:

Responsibility as a leader is the ability to respond quickly to a complex and changing business environment. It means using values to make decisions that not only affect brand trust and corporate reputation, but impact upon employees and the wider community. In today's increasingly interconnected world, it is more important than ever that managers can achieve goals and desired results while still maintaining a degree of authenticity, ethics and stewardship. The Responsible Leader identifies what it means to be an authentic leader, taking in intra-organizational relationships, role modelling an

Contents:

Contents; List of figures; Foreword; Introduction; 01 How did we end up here?; Forming our mental models of leadership; Leadership through the ages; The role of charisma; Situational leadership; Further interpretations; Changes in sources of power: a 21st-century revolution; Information overload; Multiple stakeholders demanding to be heard; Distinct generations all alive at once; Employees' voice and the change in the employment contract; The globalization revolution; Relationships and structures: when hierarchy prevents action; Drowning under regulation; A final point: to consume or steward?

SummaryPart One A fresh response: outlining the case for responsible leadership; 02 What distinguishes responsible leaders?; Internal assuredness and attractiveness; Clarity about identity; Clarity about personal values; Moral compass; Adaptability and learning orientation; Comfortable with ambiguity and not knowing; Listening and learning; Open, confident yet humble; Thinking and operating relationally; Moving from transactional to relational; Moving from competition to co-creation; Moving from self to other; Purpose and focus; Case study: Rev Steve Chalke MBE and Oasis; Summary

03 What it means to be a responsible leader in practiceCase study: HSBC Mexico; At the core; Core identity; Life vision, legacy and purpose; Talent and capability; The organizational dimension; Brand promise; Customer relationships; People practices; Product integrity; Leadership and culture; The wider global and local connection; Discovering the model; Planet; Economy; Community; Summary; 04 Living with paradox as a responsible leader; Listening to hear through the noise - cultivate serenity; Brain fatigue; The illusion of busyness; Focus to create serenity

Looking for and seeing beyond while dealing with the immediateScan widely; challenge assumptions; Ripples; Redefining success; Success in the future: the dilemma of agility; Case study: M&S - towards becoming the world's most sustainable retaile; Summary; Part Two The organizational response; 05 Developing responsible leaders; Case study: PwC; Enhanced learning cycle; Getting the balance between cognitive and emotional learning right; Notice; Think; Explore; Act; Reflect; Beyond the 'so what' test; The habit of learning; Creating impactful and lasting development opportunities; Contracting

OrientationImmersion; Re-entry; Ongoing dialogue and support; Summary; 06 Evolving a culture of responsible leadership; Responsibility from commitment, not compliance: it starts with our view of the world; Track 1: zero-sum game; Track 2: mutual growth; Impacting culture intentionally; One decision and conversation at a time; Distributed leadership; Working with the 'cool kids'; The narrative is all-important; Summary; 07 Potential pitfalls and myths; Just saying the words does not equal progress or change; Getting beneath the surface; Avoiding over-communication

Properly aligning reward, recognition and performance management to responsibility

Notes:

Description based upon print version of record.

Includes bibliographical references and index.

Description based on print version record.

ISBN:

1-5231-0375-2

0-7494-7182-4

OCLC:

901274811