Progressive leadership: challenging the theory of the firm in the 21st century
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Bingley
emerald publishing
2022
|
| Ausgabe: | First edition |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | xvii, 285 Seiten Illustrationen |
| ISBN: | 9781838675684 |
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Datensatz im Suchindex
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| adam_text | Contents List of Figures xi List of Tables xiii List of Boxes xv Preface xix Acknowledgements xxi Introduction 1 What’s this Book about? What’s the Problem? Dominant Logic ‘Creep’ What Do We Mean by the Term ‘Progressive’? Urgent and Major Surgery to the Body Corporate Replace the Hollow Men Dare to Be a Leader First, They Ignore You Think Driverless Car The Road Ahead 1 1 2 4 6 8 10 11 13 15 Part I: Hard Truths and Tough Solutions to Make Firm Leadership Relevant in the Twenty-first Century Business Context Chapter 1 Resist Malignant Normality The Ides of March are Upon Us The Irrelevance of Leadership Acknowledge Malignant Normality Time for a Leadership Reality Check The Times They are A-changing We are the Hollow Men 19 19 19 22 27 30 32
vi Contents The Licence to Lead Must Be Earned Once More Let’s Get with the Programme Exercises 34 37 40 Chapter 2 Re-imagining the Priorities of Capitalism in Order to Re-invent Leadership 41 Time to Question the Fundamental Drivers Which Direct Leadership Priorities Capitalism and Leadership Re-modelled for the Twenty-first Century Leaders Must Acknowledge that They Now Require More than a Spanner Open the Mind, Loosen Control and Unleash Creativity and Collaboration Optimal Decision-Making Requires Accessing the Totality of Firm Knowledge and Intellect Exercises 41 43 49 52 55 62 Part II: Let’s Lay the Foundations for Effective Firm Leadership Chapter 3 A Theory of the Firm for Today and Tomorrow Time to Address Issues of Governance Leaders Must Address the Disparity Between Dominant Principles and Operational Reality Unpicking the Theory of the Firm ֊ Who is Really Running the Show? The Law and the Theory of the Firm Towards a More Relevant Theory of the Firm The New Firm Dynamic Exercises Chapter 4 Let’s Think Mlore about the Psychology of Leadership Fundamental Leadership Issues are Cross-Disciplinary and Endemic The Absurdity, Glory and Complexity of ‘Real’ Leadership Get with the Programme ‘Utility’ and the Prospect Theory Should I Care about What People are Really Thinking? Psychological Drivers and Effective Operational Leadership Experts are Human Too Identity as a Driver of Operational Effectiveness 65 65 67 * 70 76 79 82 86 87 87 88 92 95 101 107 107 108
Contents vii Curiosity Disadvantageous Inequality Irrational and Visceral Behaviour In a Nutshell Exercises НО 111 112 114 116 Chapter 5 Get a Feel for the Dynamic of the Progressive Leadership Psychology 117 The Creation of a ‘Blended Value Proposition’ Accept the Changing Firm and Leadership Dynamic Let’s Drill Down to the Substrate Regain Leadership Legitimacy True Leaders of Today and Tomorrow are Essentially Sense-makers Effective Sense-makers Visualise Impact Down to the ‘Floor’ Take the Oath and Address the Failure to Thrive Address Operational Issues Which are Recognised as a Progressive Statement Progressive Leadership Means Less A-holes Be Prepared to Resolve ‘Wicked’ Problems through Enhanced Psychological Capabilities Leaders Must Be Willing to Lose to Succeed Listen to the Voices Progressive Leadership Сап/Must Also Germinate at the Apex of the Firm A Multi-disciplinary, Integral Leadership Logic Exercises 117 119 119 120 121 123 125 128 129 132 134 138 141 145 147 Part III: No Need to Re-invent the Wheel: Profiles of Progressive Individuals and Firms Chapter 6 Insights into Progressive Leaders’ Perspectives and Priorities What’s the Secret of Firm Longevity? - Progressive is Not New Progressive Leadership is about the Genes, Experiences and Reflections of the Individual Leaders Who Exhibit a Progressive and Psychologically Insightful Leadership Logic Don’t Scare the Horses: Think Progressively but Deliver on the Numbers that Still Matter 151 151 154 156 172
viii Contents Chapter 7 No Need to Re-invent the Wheel: Progressive Firm Profiles 175 Let’s Re-construct the Pyramid Change the Record Progressive Leadership Principles and Priorities which Underpin the Industrial Foundation Firm Profile 1 : Cordant Group - Multi-Sector Effective Progressive Leadership: Enlightenment Allied to Contextual Pragmatism The Application of a Progressive Leadership Logic Reality Bites - Fast Firm Profile 2: Danfoss A/S - Engineering Solutions Pencil Profile The Longer View: Courage and Sustainability for Optimal Performance Ownership, Control and Governance The Bitten Mads Clausen Foundation Firm Profile 3: Novo Nordisk A/S - Pharmaceuticals Health Care Pencil Profile History and Founder Motivations The Novo Nordisk Way - The Essentials Share and Ownership Structure - An Holistic and Integral Perspective Firm Profile 4: Bosch GmbH - Global Conglomerate: Leading Supplier of Technology and Technological Services Pencil Profile ‘Progressive’ Is Not Related to Time, but Rather to Mindset . Robert Bosch Defines Long-Term Firm Values, Priorities and Culture Ownership, Priorities and Separation of Power Closing Comments 175 177 181 185 185 185 189 191 191 191 195 197 200 200 200 201 204 209 209 210 211 213 217 Part IV: I Am Spartacus!! Am I Spartacus? Operational Implementation Chapter 8 Think Like a Progressive Leader 221 In or Out? Recognising the Requirement for a Personal Metanoia Stage One in the Personal Metanoia: Insight into the Dynamic of the Progressive Leadership Paradigm Stage Two in the Personal Metanoia: Create Synergy Through Ambition
Allied to Realism 221 222 226
Contents Stage Three in the Personal Metanoia: Imagine You are Directing a Play Stage Four in the Personal Metanoia: Where Does Everyone Stand? Ready to Jump in? Chapter 9 Act Like a Progressive Leader Step 1 : Enthusiasm Without Appropriate Knowledge and Insight Equals Failure Step 2: Remember Gandhi - This is a Marathon, Not a Sprint Step 3: Anticipate, Prepare for and Clearly Communicate Firm and Personal Implications Step 4: Create a Structured, ‘Rolling’ Consultative and Collaborative Process . Step 5: Take a ‘Psychological’ Approach to Interactions Step 6: How to Convince Those ‘Upstairs’ Step 7: Detailed and Phased Operational ‘Infiltration’ within the Firm of the Progressive Leadership Logic Step 8: Apply Responsible and Relationally Intelligent Perspectives During Transition Concluding Remarks ix 228 232 237 239 239 241 243 246 250 253 258 264 266 References 269 Index 281
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| adam_txt |
Contents List of Figures xi List of Tables xiii List of Boxes xv Preface xix Acknowledgements xxi Introduction 1 What’s this Book about? What’s the Problem? Dominant Logic ‘Creep’ What Do We Mean by the Term ‘Progressive’? Urgent and Major Surgery to the Body Corporate Replace the Hollow Men Dare to Be a Leader First, They Ignore You Think Driverless Car The Road Ahead 1 1 2 4 6 8 10 11 13 15 Part I: Hard Truths and Tough Solutions to Make Firm Leadership Relevant in the Twenty-first Century Business Context Chapter 1 Resist Malignant Normality The Ides of March are Upon Us The Irrelevance of Leadership Acknowledge Malignant Normality Time for a Leadership Reality Check The Times They are A-changing We are the Hollow Men 19 19 19 22 27 30 32
vi Contents The Licence to Lead Must Be Earned Once More Let’s Get with the Programme Exercises 34 37 40 Chapter 2 Re-imagining the Priorities of Capitalism in Order to Re-invent Leadership 41 Time to Question the Fundamental Drivers Which Direct Leadership Priorities Capitalism and Leadership Re-modelled for the Twenty-first Century Leaders Must Acknowledge that They Now Require More than a Spanner Open the Mind, Loosen Control and Unleash Creativity and Collaboration Optimal Decision-Making Requires Accessing the Totality of Firm Knowledge and Intellect Exercises 41 43 49 52 55 62 Part II: Let’s Lay the Foundations for Effective Firm Leadership Chapter 3 A Theory of the Firm for Today and Tomorrow Time to Address Issues of Governance Leaders Must Address the Disparity Between Dominant Principles and Operational Reality Unpicking the Theory of the Firm ֊ Who is Really Running the Show? The Law and the Theory of the Firm Towards a More Relevant Theory of the Firm The New Firm Dynamic Exercises Chapter 4 Let’s Think Mlore about the Psychology of Leadership Fundamental Leadership Issues are Cross-Disciplinary and Endemic The Absurdity, Glory and Complexity of ‘Real’ Leadership Get with the Programme ‘Utility’ and the Prospect Theory Should I Care about What People are Really Thinking? Psychological Drivers and Effective Operational Leadership Experts are Human Too Identity as a Driver of Operational Effectiveness 65 65 67 * 70 76 79 82 86 87 87 88 92 95 101 107 107 108
Contents vii Curiosity Disadvantageous Inequality Irrational and Visceral Behaviour In a Nutshell Exercises НО 111 112 114 116 Chapter 5 Get a Feel for the Dynamic of the Progressive Leadership Psychology 117 The Creation of a ‘Blended Value Proposition’ Accept the Changing Firm and Leadership Dynamic Let’s Drill Down to the Substrate Regain Leadership Legitimacy True Leaders of Today and Tomorrow are Essentially Sense-makers Effective Sense-makers Visualise Impact Down to the ‘Floor’ Take the Oath and Address the Failure to Thrive Address Operational Issues Which are Recognised as a Progressive Statement Progressive Leadership Means Less A-holes Be Prepared to Resolve ‘Wicked’ Problems through Enhanced Psychological Capabilities Leaders Must Be Willing to Lose to Succeed Listen to the Voices Progressive Leadership Сап/Must Also Germinate at the Apex of the Firm A Multi-disciplinary, Integral Leadership Logic Exercises 117 119 119 120 121 123 125 128 129 132 134 138 141 145 147 Part III: No Need to Re-invent the Wheel: Profiles of Progressive Individuals and Firms Chapter 6 Insights into Progressive Leaders’ Perspectives and Priorities What’s the Secret of Firm Longevity? - Progressive is Not New Progressive Leadership is about the Genes, Experiences and Reflections of the Individual Leaders Who Exhibit a Progressive and Psychologically Insightful Leadership Logic Don’t Scare the Horses: Think Progressively but Deliver on the Numbers that Still Matter 151 151 154 156 172
viii Contents Chapter 7 No Need to Re-invent the Wheel: Progressive Firm Profiles 175 Let’s Re-construct the Pyramid Change the Record Progressive Leadership Principles and Priorities which Underpin the Industrial Foundation Firm Profile 1 : Cordant Group - Multi-Sector Effective Progressive Leadership: Enlightenment Allied to Contextual Pragmatism The Application of a Progressive Leadership Logic Reality Bites - Fast Firm Profile 2: Danfoss A/S - Engineering Solutions Pencil Profile The Longer View: Courage and Sustainability for Optimal Performance Ownership, Control and Governance The Bitten Mads Clausen Foundation Firm Profile 3: Novo Nordisk A/S - Pharmaceuticals Health Care Pencil Profile History and Founder Motivations The Novo Nordisk Way - The Essentials Share and Ownership Structure - An Holistic and Integral Perspective Firm Profile 4: Bosch GmbH - Global Conglomerate: Leading Supplier of Technology and Technological Services Pencil Profile ‘Progressive’ Is Not Related to Time, but Rather to Mindset . Robert Bosch Defines Long-Term Firm Values, Priorities and Culture Ownership, Priorities and Separation of Power Closing Comments 175 177 181 185 185 185 189 191 191 191 195 197 200 200 200 201 204 209 209 210 211 213 217 Part IV: I Am Spartacus!! Am I Spartacus? Operational Implementation Chapter 8 Think Like a Progressive Leader 221 In or Out? Recognising the Requirement for a Personal Metanoia Stage One in the Personal Metanoia: Insight into the Dynamic of the Progressive Leadership Paradigm Stage Two in the Personal Metanoia: Create Synergy Through Ambition
Allied to Realism 221 222 226
Contents Stage Three in the Personal Metanoia: Imagine You are Directing a Play Stage Four in the Personal Metanoia: Where Does Everyone Stand? Ready to Jump in? Chapter 9 Act Like a Progressive Leader Step 1 : Enthusiasm Without Appropriate Knowledge and Insight Equals Failure Step 2: Remember Gandhi - This is a Marathon, Not a Sprint Step 3: Anticipate, Prepare for and Clearly Communicate Firm and Personal Implications Step 4: Create a Structured, ‘Rolling’ Consultative and Collaborative Process . Step 5: Take a ‘Psychological’ Approach to Interactions Step 6: How to Convince Those ‘Upstairs’ Step 7: Detailed and Phased Operational ‘Infiltration’ within the Firm of the Progressive Leadership Logic Step 8: Apply Responsible and Relationally Intelligent Perspectives During Transition Concluding Remarks ix 228 232 237 239 239 241 243 246 250 253 258 264 266 References 269 Index 281 |
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