Mindful Leadership in Practice: Tradition Leads to the Future
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cham
Springer International Publishing AG
2022
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| Ausgabe: | 1st ed |
| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (220 Seiten) |
| ISBN: | 9783030973117 |
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| 505 | 8 | |a Intro -- Foreword -- Leadership in the 21st century -- Contents -- About the Editors -- Chapter 1: Introduction: Key Elements of Leadership in the Twenty-First Century -- 1.1 Digitalization Under COVID 19 Conditions -- 1.2 The Search for the Self-Meaningful Work, Meaningful Life -- 1.3 Mindfulness as a New Basic Mental Constant for a Successful Life -- 1.4 Building Mindfulness Cultures in Companies -- 1.5 Mindful Leadership -- 1.6 Topic Overview -- References -- Part I: Fundamentals of Mindful Leadership: Philosophy, History and Cultivation -- Chapter 2: Mechanisms of Action of Mindfulness as a Prerequisite for Mindful Leadership -- 2.1 On the Analysis of the Empirical Situation on the Topic of Mindfulness -- 2.2 MBSR as a Secularized Approach to Contemplation -- 2.2.1 Theoretical Background of the MBSR Program -- 2.2.2 Structure and Composition of the MBSR Program -- 2.2.3 Seven-Factor Approach -- 2.3 Zen as a Traditional Asian Mindfulness Practice -- 2.3.1 What Is Zen? -- 2.3.2 Process -- 2.3.2.1 Thinking as Non-thinking -- 2.3.3 The Exercise as Preparation for a Possible Transcendence Experience -- 2.4 Ignatian Spiritual Exercises as a Purgatorial Spiritual Mindfulness Practice -- 2.4.1 ''Spiritual Exercises'': Basic Axioms of the Ignatian Way of Prayer -- 2.5 Transtheoretical Model of Behavior Change in the Meditation Process -- 2.6 Mechanisms of Action of Mindfulness -- 2.7 Current State of Research on Mindfulness -- 2.7.1 Mindfulness and Well-Being, Performance Enhancement -- 2.7.2 Resilience and Stress Resistance as a Resource of Mindfulness -- 2.7.3 Improvement of Learning and Memory Processes and Concentration -- 2.7.4 Emotion Regulation, Self-Awareness and High Compassion -- 2.7.5 Physical and Mental Well-Being -- 2.7.6 Self-Efficacy -- References | |
| 505 | 8 | |a Chapter 3: Religious Roots of the Concept of Mindfulness as a Reference Point for Ethical Leadership -- 3.1 Introduction -- 3.2 Mindfulness in the Context of Religious Traditions -- 3.3 Mindfulness in the Context of Modern Resilience Research -- 3.4 Leadership in an Economic Context -- 3.5 Ethics and Leadership in the Economic Context of Leadership -- 3.6 Mindfulness as a Reference Point for Ethically Oriented Leadership -- References -- Chapter 4: Ethical Cornerstones of People-Oriented Leadership -- 4.1 Introduction -- 4.2 Human Service as a Practical Attitude of Virtuous Action -- 4.3 Sense of Coherence -- 4.4 Support Self-Esteem in the Individual and Team -- 4.5 Pleasure and Sensuality Through Work -- 4.6 Cardinal Virtues -- 4.6.1 Wisdom -- 4.6.2 Justice -- 4.6.3 Bravery -- 4.6.4 Moderation -- 4.7 Secondary Virtues -- 4.8 Vices -- 4.9 Psychogram of an Immature Leader -- 4.10 Spirituality in Leadership Practice -- 4.11 Mindful Leadership and Complexity -- References -- Chapter 5: Is Mindfulness a Key Characteristic of a Jugaad Leader? -- 5.1 Introduction -- 5.2 Application of Mindfulness -- 5.3 Jugaad: A Way of Thinking -- 5.4 Research Method of the Leadership Study -- 5.5 Results and Discussion of the Leadership Study -- 5.5.1 Characteristics of a Jugaad Leader -- 5.5.2 Mindfulness -- 5.5.3 Creativity -- 5.5.4 Focused: Goal-Oriented -- 5.5.5 Responsibility -- 5.5.6 Intuition -- 5.5.7 Adaptability and Flexibility -- 5.5.8 Efficiency -- 5.5.9 Emotional Intelligence -- 5.5.10 Communication -- 5.5.11 Leading by Example -- 5.5.12 Sustainability -- 5.6 Conclusion -- References -- Chapter 6: The ''Ideal Ruler'' in China: Confucian Tradition and Contemporary Political Practice -- 6.1 Preliminary Remarks -- 6.2 ''Junzi'': The Ideal Figure of a ''Noble'' -- 6.3 Ruling Traditions -- 6.4 Mindfulness and ''Ideal'' Ruler -- 6.5 Characteristics of the ''Junzi'' | |
| 505 | 8 | |a 6.6 Rule of the Ritual -- 6.7 Formation of the Modern ''Noble'' -- 6.8 Mindfulness of Political Leadership -- 6.9 Culture of Paternalism -- 6.10 State Propaganda of the Image of the ''Noble'' Man -- 6.11 Conclusion -- References -- Part II: Transfer from Theory to Practice -- Chapter 7: Resilience and Mindfulness: Concepts and Interventions for Organizations in Times of Change -- 7.1 Shaping Life in a Changing World -- 7.1.1 Social Change -- 7.1.2 Change in the World of Work -- 7.1.3 Changing Education and Training in Work Contexts -- 7.2 Promoting Resilience: Models as Maps in Difficult Terrain -- 7.2.1 Shaping Self and Environment -- 7.2.2 Understanding Mindfulness -- 7.3 Mindfulness in Organizations -- 7.3.1 Wellbeing in the Workplace -- 7.4 Interventions to Promote Mindfulness -- 7.4.1 Person -- 7.4.2 Team -- 7.4.3 Organization -- 7.5 Mindfulness in Organizations: Connecting the Dots -- References -- Chapter 8: Taming the Mind -- 8.1 Introduction -- 8.2 Changed Work -- 8.3 Attention Economy -- 8.4 Occupational Health -- 8.5 Mindful Leadership to Promote a Healthy Workplace -- 8.6 Conclusion -- References -- Chapter 9: The Role of Ethics in Leadership: A Practical Model for Mindful Ethical Leadership -- 9.1 Good Leaders and ''Good Leadership'' -- 9.1.1 Introduction -- 9.1.2 The Ethical Reality Is Much More Diverse than a Binary Evaluation of Right/Wrong -- 9.1.3 Dilemmas Force Leaders to Get Their Hands Dirty -- 9.1.4 The Need for Action: Courage Is Needed to Be a Good Leader -- 9.1.5 Summary -- 9.2 Authenticity: Clarity About a Leader's Own Values -- 9.2.1 Introduction -- 9.2.2 A Definition of Authenticity: Clear Boundaries, Ideals and Values -- 9.2.3 The Clear Communication of One's Own Values Is Part of Authenticity -- 9.2.4 The Authenticity Multiplier: Charisma -- 9.2.5 Summary | |
| 505 | 8 | |a 9.3 Realignment of Values Through Openness and Attentiveness to Feedback -- 9.3.1 Introduction: Authenticity as a Balance Between Flexible and Dogmatic Values -- 9.3.2 Organizational Silence as an Obstacle to Change -- 9.3.3 Why Do Managers Fear Negative Feedback? -- 9.3.4 Why Do People in Organizations Give Negative Feedback? -- 9.3.5 How Can Organizational Silence Be Prevented? -- 9.3.6 Active Appreciation of Feedback: Listening -- 9.3.7 Summary -- 9.4 Reconciliation of Different Directions: Dealing with Dilemmas and Different Interests -- 9.4.1 Introduction: Good Leaders Try to Solve Dilemmas -- 9.4.2 What Is a Dilemma? -- 9.4.3 The Different Options for Resolving a Dilemma Through Reconciliation and Feedback -- 9.4.4 Summary -- 9.5 Use Authority as a Leader for the Common Good -- 9.5.1 Introduction: The Role of Managers in Ethical Incidents -- 9.5.2 All Organizations Are Hierarchies with Leaders -- 9.5.3 The Extreme Power of Authority -- 9.5.3.1 Different Forms of Authority -- 9.5.3.2 Obedience to Authority: The Milgram Experiment -- 9.5.4 Summary -- 9.6 Practical Model for Mindful Ethical Leadership: AHRA -- 9.6.1 Introduction: Combining the Concepts into a Practical Model -- 9.6.2 Practical Tips for Developing Authenticity -- 9.6.2.1 Basic Values Exercise -- 9.6.2.2 Communication Tips for Authenticity -- 9.6.3 Practical Tips for Promoting Openness -- 9.6.4 Practical Tips for the Creative Dilemma Reconciliation -- 9.6.5 Practical Tips for Using Authority as a Force for Good -- 9.6.5.1 Practical Tips for Using Authority as a Tool -- 9.6.5.2 Exercising Authority: Dare to Use Your Authority! -- 9.6.6 Summary -- References -- Chapter 10: Digitalization as a Challenge for Mindful Leadership -- 10.1 Introduction -- 10.2 Mindful Leadership Between Psycho-Cliché and Agile Transformation Events -- 10.3 Mindful Leadership: What It Is and What It Is Not | |
| 505 | 8 | |a 10.4 Mindfulness as a Dialogue Tool -- 10.5 Practical Example of Mindful Leadership: The ''SparX'' Workshop Series -- 10.5.1 Building Block 1: Change Management -- 10.5.2 Building Block 2: Communication -- 10.5.3 Building Block 3: Trust in Technology -- 10.5.4 Building Block 4: Innovation Management -- 10.6 Mindful Leadership also Means: Playing, Traveling, Educating Together -- 10.7 Stakeholder Analysis: Identify Stakeholders and Take a Closer Look at Them -- 10.8 LEGO SERIOUS PLAY: Playfully Developing Digital Strategies -- 10.9 Digitalization Journey: Identifying Your Own Innovation Potential and Developing Digital Innovations -- 10.10 Online Seminars: Sustainable and Effective Qualification -- 10.11 A Methodical and Managerial Understanding of Mindful Leadership -- References -- Chapter 11: Mental Training as a Self-Management Practice at Work -- 11.1 Introduction -- 11.2 Sociohistorical Reasons for the Absence of Mental Training Techniques from Occupational Health Management Programs -- 11.3 Use of Mental Training in Everyday Professional Life -- 11.3.1 More Support Thanks to Self-Talk -- 11.3.2 Strengthening Self-Confidence -- 11.3.3 Increase Motivation -- 11.3.4 Increase in Performance -- 11.3.5 Stress Reduction -- References -- Chapter 12: Leadership and Cooperation: Ethical Considerations and Moral Frameworking -- 12.1 Introduction -- 12.2 Drifts in the Concepts and Practices of Leadership -- 12.2.1 What Is Leadership? -- 12.2.2 Expansion of Leadership Perspectives -- 12.2.3 Leadership and Ethics -- 12.3 Theory and Concepts of Cooperation -- 12.4 Ethics of Cooperation and the Role of Leadership -- 12.4.1 Ethics of Cooperation -- 12.4.2 The Role of Leadership -- 12.5 Pragmatics of an Ethics of Leadership as Facilitating Cooperation (How to Do «It») -- 12.6 Does Cooperation Pay Off? -- References -- Chapter 13: Mindfulness and Technology | |
| 505 | 8 | |a 13.1 Introduction | |
| 650 | 4 | |a Leadership-Moral and ethical aspects | |
| 650 | 4 | |a Mindfulness (Psychology) | |
| 700 | 1 | |a Steinebach, Christoph |e Sonstige |4 oth | |
| 700 | 1 | |a Veth, Klaske |e Sonstige |4 oth | |
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Datensatz im Suchindex
| _version_ | 1804185295519744000 |
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| author | Schulte, Volker |
| author_facet | Schulte, Volker |
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| author_sort | Schulte, Volker |
| author_variant | v s vs |
| building | Verbundindex |
| bvnumber | BV049019469 |
| collection | ZDB-30-PQE |
| contents | Intro -- Foreword -- Leadership in the 21st century -- Contents -- About the Editors -- Chapter 1: Introduction: Key Elements of Leadership in the Twenty-First Century -- 1.1 Digitalization Under COVID 19 Conditions -- 1.2 The Search for the Self-Meaningful Work, Meaningful Life -- 1.3 Mindfulness as a New Basic Mental Constant for a Successful Life -- 1.4 Building Mindfulness Cultures in Companies -- 1.5 Mindful Leadership -- 1.6 Topic Overview -- References -- Part I: Fundamentals of Mindful Leadership: Philosophy, History and Cultivation -- Chapter 2: Mechanisms of Action of Mindfulness as a Prerequisite for Mindful Leadership -- 2.1 On the Analysis of the Empirical Situation on the Topic of Mindfulness -- 2.2 MBSR as a Secularized Approach to Contemplation -- 2.2.1 Theoretical Background of the MBSR Program -- 2.2.2 Structure and Composition of the MBSR Program -- 2.2.3 Seven-Factor Approach -- 2.3 Zen as a Traditional Asian Mindfulness Practice -- 2.3.1 What Is Zen? -- 2.3.2 Process -- 2.3.2.1 Thinking as Non-thinking -- 2.3.3 The Exercise as Preparation for a Possible Transcendence Experience -- 2.4 Ignatian Spiritual Exercises as a Purgatorial Spiritual Mindfulness Practice -- 2.4.1 ''Spiritual Exercises'': Basic Axioms of the Ignatian Way of Prayer -- 2.5 Transtheoretical Model of Behavior Change in the Meditation Process -- 2.6 Mechanisms of Action of Mindfulness -- 2.7 Current State of Research on Mindfulness -- 2.7.1 Mindfulness and Well-Being, Performance Enhancement -- 2.7.2 Resilience and Stress Resistance as a Resource of Mindfulness -- 2.7.3 Improvement of Learning and Memory Processes and Concentration -- 2.7.4 Emotion Regulation, Self-Awareness and High Compassion -- 2.7.5 Physical and Mental Well-Being -- 2.7.6 Self-Efficacy -- References Chapter 3: Religious Roots of the Concept of Mindfulness as a Reference Point for Ethical Leadership -- 3.1 Introduction -- 3.2 Mindfulness in the Context of Religious Traditions -- 3.3 Mindfulness in the Context of Modern Resilience Research -- 3.4 Leadership in an Economic Context -- 3.5 Ethics and Leadership in the Economic Context of Leadership -- 3.6 Mindfulness as a Reference Point for Ethically Oriented Leadership -- References -- Chapter 4: Ethical Cornerstones of People-Oriented Leadership -- 4.1 Introduction -- 4.2 Human Service as a Practical Attitude of Virtuous Action -- 4.3 Sense of Coherence -- 4.4 Support Self-Esteem in the Individual and Team -- 4.5 Pleasure and Sensuality Through Work -- 4.6 Cardinal Virtues -- 4.6.1 Wisdom -- 4.6.2 Justice -- 4.6.3 Bravery -- 4.6.4 Moderation -- 4.7 Secondary Virtues -- 4.8 Vices -- 4.9 Psychogram of an Immature Leader -- 4.10 Spirituality in Leadership Practice -- 4.11 Mindful Leadership and Complexity -- References -- Chapter 5: Is Mindfulness a Key Characteristic of a Jugaad Leader? -- 5.1 Introduction -- 5.2 Application of Mindfulness -- 5.3 Jugaad: A Way of Thinking -- 5.4 Research Method of the Leadership Study -- 5.5 Results and Discussion of the Leadership Study -- 5.5.1 Characteristics of a Jugaad Leader -- 5.5.2 Mindfulness -- 5.5.3 Creativity -- 5.5.4 Focused: Goal-Oriented -- 5.5.5 Responsibility -- 5.5.6 Intuition -- 5.5.7 Adaptability and Flexibility -- 5.5.8 Efficiency -- 5.5.9 Emotional Intelligence -- 5.5.10 Communication -- 5.5.11 Leading by Example -- 5.5.12 Sustainability -- 5.6 Conclusion -- References -- Chapter 6: The ''Ideal Ruler'' in China: Confucian Tradition and Contemporary Political Practice -- 6.1 Preliminary Remarks -- 6.2 ''Junzi'': The Ideal Figure of a ''Noble'' -- 6.3 Ruling Traditions -- 6.4 Mindfulness and ''Ideal'' Ruler -- 6.5 Characteristics of the ''Junzi'' 6.6 Rule of the Ritual -- 6.7 Formation of the Modern ''Noble'' -- 6.8 Mindfulness of Political Leadership -- 6.9 Culture of Paternalism -- 6.10 State Propaganda of the Image of the ''Noble'' Man -- 6.11 Conclusion -- References -- Part II: Transfer from Theory to Practice -- Chapter 7: Resilience and Mindfulness: Concepts and Interventions for Organizations in Times of Change -- 7.1 Shaping Life in a Changing World -- 7.1.1 Social Change -- 7.1.2 Change in the World of Work -- 7.1.3 Changing Education and Training in Work Contexts -- 7.2 Promoting Resilience: Models as Maps in Difficult Terrain -- 7.2.1 Shaping Self and Environment -- 7.2.2 Understanding Mindfulness -- 7.3 Mindfulness in Organizations -- 7.3.1 Wellbeing in the Workplace -- 7.4 Interventions to Promote Mindfulness -- 7.4.1 Person -- 7.4.2 Team -- 7.4.3 Organization -- 7.5 Mindfulness in Organizations: Connecting the Dots -- References -- Chapter 8: Taming the Mind -- 8.1 Introduction -- 8.2 Changed Work -- 8.3 Attention Economy -- 8.4 Occupational Health -- 8.5 Mindful Leadership to Promote a Healthy Workplace -- 8.6 Conclusion -- References -- Chapter 9: The Role of Ethics in Leadership: A Practical Model for Mindful Ethical Leadership -- 9.1 Good Leaders and ''Good Leadership'' -- 9.1.1 Introduction -- 9.1.2 The Ethical Reality Is Much More Diverse than a Binary Evaluation of Right/Wrong -- 9.1.3 Dilemmas Force Leaders to Get Their Hands Dirty -- 9.1.4 The Need for Action: Courage Is Needed to Be a Good Leader -- 9.1.5 Summary -- 9.2 Authenticity: Clarity About a Leader's Own Values -- 9.2.1 Introduction -- 9.2.2 A Definition of Authenticity: Clear Boundaries, Ideals and Values -- 9.2.3 The Clear Communication of One's Own Values Is Part of Authenticity -- 9.2.4 The Authenticity Multiplier: Charisma -- 9.2.5 Summary 9.3 Realignment of Values Through Openness and Attentiveness to Feedback -- 9.3.1 Introduction: Authenticity as a Balance Between Flexible and Dogmatic Values -- 9.3.2 Organizational Silence as an Obstacle to Change -- 9.3.3 Why Do Managers Fear Negative Feedback? -- 9.3.4 Why Do People in Organizations Give Negative Feedback? -- 9.3.5 How Can Organizational Silence Be Prevented? -- 9.3.6 Active Appreciation of Feedback: Listening -- 9.3.7 Summary -- 9.4 Reconciliation of Different Directions: Dealing with Dilemmas and Different Interests -- 9.4.1 Introduction: Good Leaders Try to Solve Dilemmas -- 9.4.2 What Is a Dilemma? -- 9.4.3 The Different Options for Resolving a Dilemma Through Reconciliation and Feedback -- 9.4.4 Summary -- 9.5 Use Authority as a Leader for the Common Good -- 9.5.1 Introduction: The Role of Managers in Ethical Incidents -- 9.5.2 All Organizations Are Hierarchies with Leaders -- 9.5.3 The Extreme Power of Authority -- 9.5.3.1 Different Forms of Authority -- 9.5.3.2 Obedience to Authority: The Milgram Experiment -- 9.5.4 Summary -- 9.6 Practical Model for Mindful Ethical Leadership: AHRA -- 9.6.1 Introduction: Combining the Concepts into a Practical Model -- 9.6.2 Practical Tips for Developing Authenticity -- 9.6.2.1 Basic Values Exercise -- 9.6.2.2 Communication Tips for Authenticity -- 9.6.3 Practical Tips for Promoting Openness -- 9.6.4 Practical Tips for the Creative Dilemma Reconciliation -- 9.6.5 Practical Tips for Using Authority as a Force for Good -- 9.6.5.1 Practical Tips for Using Authority as a Tool -- 9.6.5.2 Exercising Authority: Dare to Use Your Authority! -- 9.6.6 Summary -- References -- Chapter 10: Digitalization as a Challenge for Mindful Leadership -- 10.1 Introduction -- 10.2 Mindful Leadership Between Psycho-Cliché and Agile Transformation Events -- 10.3 Mindful Leadership: What It Is and What It Is Not 10.4 Mindfulness as a Dialogue Tool -- 10.5 Practical Example of Mindful Leadership: The ''SparX'' Workshop Series -- 10.5.1 Building Block 1: Change Management -- 10.5.2 Building Block 2: Communication -- 10.5.3 Building Block 3: Trust in Technology -- 10.5.4 Building Block 4: Innovation Management -- 10.6 Mindful Leadership also Means: Playing, Traveling, Educating Together -- 10.7 Stakeholder Analysis: Identify Stakeholders and Take a Closer Look at Them -- 10.8 LEGO SERIOUS PLAY: Playfully Developing Digital Strategies -- 10.9 Digitalization Journey: Identifying Your Own Innovation Potential and Developing Digital Innovations -- 10.10 Online Seminars: Sustainable and Effective Qualification -- 10.11 A Methodical and Managerial Understanding of Mindful Leadership -- References -- Chapter 11: Mental Training as a Self-Management Practice at Work -- 11.1 Introduction -- 11.2 Sociohistorical Reasons for the Absence of Mental Training Techniques from Occupational Health Management Programs -- 11.3 Use of Mental Training in Everyday Professional Life -- 11.3.1 More Support Thanks to Self-Talk -- 11.3.2 Strengthening Self-Confidence -- 11.3.3 Increase Motivation -- 11.3.4 Increase in Performance -- 11.3.5 Stress Reduction -- References -- Chapter 12: Leadership and Cooperation: Ethical Considerations and Moral Frameworking -- 12.1 Introduction -- 12.2 Drifts in the Concepts and Practices of Leadership -- 12.2.1 What Is Leadership? -- 12.2.2 Expansion of Leadership Perspectives -- 12.2.3 Leadership and Ethics -- 12.3 Theory and Concepts of Cooperation -- 12.4 Ethics of Cooperation and the Role of Leadership -- 12.4.1 Ethics of Cooperation -- 12.4.2 The Role of Leadership -- 12.5 Pragmatics of an Ethics of Leadership as Facilitating Cooperation (How to Do «It») -- 12.6 Does Cooperation Pay Off? -- References -- Chapter 13: Mindfulness and Technology 13.1 Introduction |
| ctrlnum | (ZDB-30-PQE)EBC6961075 (ZDB-30-PAD)EBC6961075 (ZDB-89-EBL)EBL6961075 (OCoLC)1312743391 (DE-599)BVBBV049019469 |
| dewey-full | 658.4092 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4092 |
| dewey-search | 658.4092 |
| dewey-sort | 3658.4092 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>10916nmm a2200493zc 4500</leader><controlfield tag="001">BV049019469</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="005">00000000000000.0</controlfield><controlfield tag="007">cr|uuu---uuuuu</controlfield><controlfield tag="008">230626s2022 |||| o||u| ||||||eng d</controlfield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9783030973117</subfield><subfield code="9">978-3-030-97311-7</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-30-PQE)EBC6961075</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-30-PAD)EBC6961075</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-89-EBL)EBL6961075</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)1312743391</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV049019469</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">rda</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-2070s</subfield></datafield><datafield tag="082" ind1="0" ind2=" "><subfield code="a">658.4092</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Schulte, Volker</subfield><subfield code="e">Verfasser</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Mindful Leadership in Practice</subfield><subfield code="b">Tradition Leads to the Future</subfield></datafield><datafield tag="250" ind1=" " ind2=" "><subfield code="a">1st ed</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Cham</subfield><subfield code="b">Springer International Publishing AG</subfield><subfield code="c">2022</subfield></datafield><datafield tag="264" ind1=" " ind2="4"><subfield code="c">©2022</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 Online-Ressource (220 Seiten)</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">Description based on publisher supplied metadata and other sources</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Intro -- Foreword -- Leadership in the 21st century -- Contents -- About the Editors -- Chapter 1: Introduction: Key Elements of Leadership in the Twenty-First Century -- 1.1 Digitalization Under COVID 19 Conditions -- 1.2 The Search for the Self-Meaningful Work, Meaningful Life -- 1.3 Mindfulness as a New Basic Mental Constant for a Successful Life -- 1.4 Building Mindfulness Cultures in Companies -- 1.5 Mindful Leadership -- 1.6 Topic Overview -- References -- Part I: Fundamentals of Mindful Leadership: Philosophy, History and Cultivation -- Chapter 2: Mechanisms of Action of Mindfulness as a Prerequisite for Mindful Leadership -- 2.1 On the Analysis of the Empirical Situation on the Topic of Mindfulness -- 2.2 MBSR as a Secularized Approach to Contemplation -- 2.2.1 Theoretical Background of the MBSR Program -- 2.2.2 Structure and Composition of the MBSR Program -- 2.2.3 Seven-Factor Approach -- 2.3 Zen as a Traditional Asian Mindfulness Practice -- 2.3.1 What Is Zen? -- 2.3.2 Process -- 2.3.2.1 Thinking as Non-thinking -- 2.3.3 The Exercise as Preparation for a Possible Transcendence Experience -- 2.4 Ignatian Spiritual Exercises as a Purgatorial Spiritual Mindfulness Practice -- 2.4.1 ''Spiritual Exercises'': Basic Axioms of the Ignatian Way of Prayer -- 2.5 Transtheoretical Model of Behavior Change in the Meditation Process -- 2.6 Mechanisms of Action of Mindfulness -- 2.7 Current State of Research on Mindfulness -- 2.7.1 Mindfulness and Well-Being, Performance Enhancement -- 2.7.2 Resilience and Stress Resistance as a Resource of Mindfulness -- 2.7.3 Improvement of Learning and Memory Processes and Concentration -- 2.7.4 Emotion Regulation, Self-Awareness and High Compassion -- 2.7.5 Physical and Mental Well-Being -- 2.7.6 Self-Efficacy -- References</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Chapter 3: Religious Roots of the Concept of Mindfulness as a Reference Point for Ethical Leadership -- 3.1 Introduction -- 3.2 Mindfulness in the Context of Religious Traditions -- 3.3 Mindfulness in the Context of Modern Resilience Research -- 3.4 Leadership in an Economic Context -- 3.5 Ethics and Leadership in the Economic Context of Leadership -- 3.6 Mindfulness as a Reference Point for Ethically Oriented Leadership -- References -- Chapter 4: Ethical Cornerstones of People-Oriented Leadership -- 4.1 Introduction -- 4.2 Human Service as a Practical Attitude of Virtuous Action -- 4.3 Sense of Coherence -- 4.4 Support Self-Esteem in the Individual and Team -- 4.5 Pleasure and Sensuality Through Work -- 4.6 Cardinal Virtues -- 4.6.1 Wisdom -- 4.6.2 Justice -- 4.6.3 Bravery -- 4.6.4 Moderation -- 4.7 Secondary Virtues -- 4.8 Vices -- 4.9 Psychogram of an Immature Leader -- 4.10 Spirituality in Leadership Practice -- 4.11 Mindful Leadership and Complexity -- References -- Chapter 5: Is Mindfulness a Key Characteristic of a Jugaad Leader? -- 5.1 Introduction -- 5.2 Application of Mindfulness -- 5.3 Jugaad: A Way of Thinking -- 5.4 Research Method of the Leadership Study -- 5.5 Results and Discussion of the Leadership Study -- 5.5.1 Characteristics of a Jugaad Leader -- 5.5.2 Mindfulness -- 5.5.3 Creativity -- 5.5.4 Focused: Goal-Oriented -- 5.5.5 Responsibility -- 5.5.6 Intuition -- 5.5.7 Adaptability and Flexibility -- 5.5.8 Efficiency -- 5.5.9 Emotional Intelligence -- 5.5.10 Communication -- 5.5.11 Leading by Example -- 5.5.12 Sustainability -- 5.6 Conclusion -- References -- Chapter 6: The ''Ideal Ruler'' in China: Confucian Tradition and Contemporary Political Practice -- 6.1 Preliminary Remarks -- 6.2 ''Junzi'': The Ideal Figure of a ''Noble'' -- 6.3 Ruling Traditions -- 6.4 Mindfulness and ''Ideal'' Ruler -- 6.5 Characteristics of the ''Junzi''</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">6.6 Rule of the Ritual -- 6.7 Formation of the Modern ''Noble'' -- 6.8 Mindfulness of Political Leadership -- 6.9 Culture of Paternalism -- 6.10 State Propaganda of the Image of the ''Noble'' Man -- 6.11 Conclusion -- References -- Part II: Transfer from Theory to Practice -- Chapter 7: Resilience and Mindfulness: Concepts and Interventions for Organizations in Times of Change -- 7.1 Shaping Life in a Changing World -- 7.1.1 Social Change -- 7.1.2 Change in the World of Work -- 7.1.3 Changing Education and Training in Work Contexts -- 7.2 Promoting Resilience: Models as Maps in Difficult Terrain -- 7.2.1 Shaping Self and Environment -- 7.2.2 Understanding Mindfulness -- 7.3 Mindfulness in Organizations -- 7.3.1 Wellbeing in the Workplace -- 7.4 Interventions to Promote Mindfulness -- 7.4.1 Person -- 7.4.2 Team -- 7.4.3 Organization -- 7.5 Mindfulness in Organizations: Connecting the Dots -- References -- Chapter 8: Taming the Mind -- 8.1 Introduction -- 8.2 Changed Work -- 8.3 Attention Economy -- 8.4 Occupational Health -- 8.5 Mindful Leadership to Promote a Healthy Workplace -- 8.6 Conclusion -- References -- Chapter 9: The Role of Ethics in Leadership: A Practical Model for Mindful Ethical Leadership -- 9.1 Good Leaders and ''Good Leadership'' -- 9.1.1 Introduction -- 9.1.2 The Ethical Reality Is Much More Diverse than a Binary Evaluation of Right/Wrong -- 9.1.3 Dilemmas Force Leaders to Get Their Hands Dirty -- 9.1.4 The Need for Action: Courage Is Needed to Be a Good Leader -- 9.1.5 Summary -- 9.2 Authenticity: Clarity About a Leader's Own Values -- 9.2.1 Introduction -- 9.2.2 A Definition of Authenticity: Clear Boundaries, Ideals and Values -- 9.2.3 The Clear Communication of One's Own Values Is Part of Authenticity -- 9.2.4 The Authenticity Multiplier: Charisma -- 9.2.5 Summary</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">9.3 Realignment of Values Through Openness and Attentiveness to Feedback -- 9.3.1 Introduction: Authenticity as a Balance Between Flexible and Dogmatic Values -- 9.3.2 Organizational Silence as an Obstacle to Change -- 9.3.3 Why Do Managers Fear Negative Feedback? -- 9.3.4 Why Do People in Organizations Give Negative Feedback? -- 9.3.5 How Can Organizational Silence Be Prevented? -- 9.3.6 Active Appreciation of Feedback: Listening -- 9.3.7 Summary -- 9.4 Reconciliation of Different Directions: Dealing with Dilemmas and Different Interests -- 9.4.1 Introduction: Good Leaders Try to Solve Dilemmas -- 9.4.2 What Is a Dilemma? -- 9.4.3 The Different Options for Resolving a Dilemma Through Reconciliation and Feedback -- 9.4.4 Summary -- 9.5 Use Authority as a Leader for the Common Good -- 9.5.1 Introduction: The Role of Managers in Ethical Incidents -- 9.5.2 All Organizations Are Hierarchies with Leaders -- 9.5.3 The Extreme Power of Authority -- 9.5.3.1 Different Forms of Authority -- 9.5.3.2 Obedience to Authority: The Milgram Experiment -- 9.5.4 Summary -- 9.6 Practical Model for Mindful Ethical Leadership: AHRA -- 9.6.1 Introduction: Combining the Concepts into a Practical Model -- 9.6.2 Practical Tips for Developing Authenticity -- 9.6.2.1 Basic Values Exercise -- 9.6.2.2 Communication Tips for Authenticity -- 9.6.3 Practical Tips for Promoting Openness -- 9.6.4 Practical Tips for the Creative Dilemma Reconciliation -- 9.6.5 Practical Tips for Using Authority as a Force for Good -- 9.6.5.1 Practical Tips for Using Authority as a Tool -- 9.6.5.2 Exercising Authority: Dare to Use Your Authority! -- 9.6.6 Summary -- References -- Chapter 10: Digitalization as a Challenge for Mindful Leadership -- 10.1 Introduction -- 10.2 Mindful Leadership Between Psycho-Cliché and Agile Transformation Events -- 10.3 Mindful Leadership: What It Is and What It Is Not</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">10.4 Mindfulness as a Dialogue Tool -- 10.5 Practical Example of Mindful Leadership: The ''SparX'' Workshop Series -- 10.5.1 Building Block 1: Change Management -- 10.5.2 Building Block 2: Communication -- 10.5.3 Building Block 3: Trust in Technology -- 10.5.4 Building Block 4: Innovation Management -- 10.6 Mindful Leadership also Means: Playing, Traveling, Educating Together -- 10.7 Stakeholder Analysis: Identify Stakeholders and Take a Closer Look at Them -- 10.8 LEGO SERIOUS PLAY: Playfully Developing Digital Strategies -- 10.9 Digitalization Journey: Identifying Your Own Innovation Potential and Developing Digital Innovations -- 10.10 Online Seminars: Sustainable and Effective Qualification -- 10.11 A Methodical and Managerial Understanding of Mindful Leadership -- References -- Chapter 11: Mental Training as a Self-Management Practice at Work -- 11.1 Introduction -- 11.2 Sociohistorical Reasons for the Absence of Mental Training Techniques from Occupational Health Management Programs -- 11.3 Use of Mental Training in Everyday Professional Life -- 11.3.1 More Support Thanks to Self-Talk -- 11.3.2 Strengthening Self-Confidence -- 11.3.3 Increase Motivation -- 11.3.4 Increase in Performance -- 11.3.5 Stress Reduction -- References -- Chapter 12: Leadership and Cooperation: Ethical Considerations and Moral Frameworking -- 12.1 Introduction -- 12.2 Drifts in the Concepts and Practices of Leadership -- 12.2.1 What Is Leadership? -- 12.2.2 Expansion of Leadership Perspectives -- 12.2.3 Leadership and Ethics -- 12.3 Theory and Concepts of Cooperation -- 12.4 Ethics of Cooperation and the Role of Leadership -- 12.4.1 Ethics of Cooperation -- 12.4.2 The Role of Leadership -- 12.5 Pragmatics of an Ethics of Leadership as Facilitating Cooperation (How to Do «It») -- 12.6 Does Cooperation Pay Off? -- References -- Chapter 13: Mindfulness and Technology</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">13.1 Introduction</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Leadership-Moral and ethical aspects</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Mindfulness (Psychology)</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Steinebach, Christoph</subfield><subfield code="e">Sonstige</subfield><subfield code="4">oth</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Veth, Klaske</subfield><subfield code="e">Sonstige</subfield><subfield code="4">oth</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Schulte, Volker</subfield><subfield code="t">Mindful Leadership in Practice</subfield><subfield code="d">Cham : Springer International Publishing AG,c2022</subfield><subfield code="z">9783030973100</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-034282376</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=6961075</subfield><subfield code="l">HWR01</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV049019469 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T22:13:39Z |
| indexdate | 2024-07-10T09:52:58Z |
| institution | BVB |
| isbn | 9783030973117 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034282376 |
| oclc_num | 1312743391 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (220 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2022 |
| publishDateSearch | 2022 |
| publishDateSort | 2022 |
| publisher | Springer International Publishing AG |
| record_format | marc |
| spelling | Schulte, Volker Verfasser aut Mindful Leadership in Practice Tradition Leads to the Future 1st ed Cham Springer International Publishing AG 2022 ©2022 1 Online-Ressource (220 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Foreword -- Leadership in the 21st century -- Contents -- About the Editors -- Chapter 1: Introduction: Key Elements of Leadership in the Twenty-First Century -- 1.1 Digitalization Under COVID 19 Conditions -- 1.2 The Search for the Self-Meaningful Work, Meaningful Life -- 1.3 Mindfulness as a New Basic Mental Constant for a Successful Life -- 1.4 Building Mindfulness Cultures in Companies -- 1.5 Mindful Leadership -- 1.6 Topic Overview -- References -- Part I: Fundamentals of Mindful Leadership: Philosophy, History and Cultivation -- Chapter 2: Mechanisms of Action of Mindfulness as a Prerequisite for Mindful Leadership -- 2.1 On the Analysis of the Empirical Situation on the Topic of Mindfulness -- 2.2 MBSR as a Secularized Approach to Contemplation -- 2.2.1 Theoretical Background of the MBSR Program -- 2.2.2 Structure and Composition of the MBSR Program -- 2.2.3 Seven-Factor Approach -- 2.3 Zen as a Traditional Asian Mindfulness Practice -- 2.3.1 What Is Zen? -- 2.3.2 Process -- 2.3.2.1 Thinking as Non-thinking -- 2.3.3 The Exercise as Preparation for a Possible Transcendence Experience -- 2.4 Ignatian Spiritual Exercises as a Purgatorial Spiritual Mindfulness Practice -- 2.4.1 ''Spiritual Exercises'': Basic Axioms of the Ignatian Way of Prayer -- 2.5 Transtheoretical Model of Behavior Change in the Meditation Process -- 2.6 Mechanisms of Action of Mindfulness -- 2.7 Current State of Research on Mindfulness -- 2.7.1 Mindfulness and Well-Being, Performance Enhancement -- 2.7.2 Resilience and Stress Resistance as a Resource of Mindfulness -- 2.7.3 Improvement of Learning and Memory Processes and Concentration -- 2.7.4 Emotion Regulation, Self-Awareness and High Compassion -- 2.7.5 Physical and Mental Well-Being -- 2.7.6 Self-Efficacy -- References Chapter 3: Religious Roots of the Concept of Mindfulness as a Reference Point for Ethical Leadership -- 3.1 Introduction -- 3.2 Mindfulness in the Context of Religious Traditions -- 3.3 Mindfulness in the Context of Modern Resilience Research -- 3.4 Leadership in an Economic Context -- 3.5 Ethics and Leadership in the Economic Context of Leadership -- 3.6 Mindfulness as a Reference Point for Ethically Oriented Leadership -- References -- Chapter 4: Ethical Cornerstones of People-Oriented Leadership -- 4.1 Introduction -- 4.2 Human Service as a Practical Attitude of Virtuous Action -- 4.3 Sense of Coherence -- 4.4 Support Self-Esteem in the Individual and Team -- 4.5 Pleasure and Sensuality Through Work -- 4.6 Cardinal Virtues -- 4.6.1 Wisdom -- 4.6.2 Justice -- 4.6.3 Bravery -- 4.6.4 Moderation -- 4.7 Secondary Virtues -- 4.8 Vices -- 4.9 Psychogram of an Immature Leader -- 4.10 Spirituality in Leadership Practice -- 4.11 Mindful Leadership and Complexity -- References -- Chapter 5: Is Mindfulness a Key Characteristic of a Jugaad Leader? -- 5.1 Introduction -- 5.2 Application of Mindfulness -- 5.3 Jugaad: A Way of Thinking -- 5.4 Research Method of the Leadership Study -- 5.5 Results and Discussion of the Leadership Study -- 5.5.1 Characteristics of a Jugaad Leader -- 5.5.2 Mindfulness -- 5.5.3 Creativity -- 5.5.4 Focused: Goal-Oriented -- 5.5.5 Responsibility -- 5.5.6 Intuition -- 5.5.7 Adaptability and Flexibility -- 5.5.8 Efficiency -- 5.5.9 Emotional Intelligence -- 5.5.10 Communication -- 5.5.11 Leading by Example -- 5.5.12 Sustainability -- 5.6 Conclusion -- References -- Chapter 6: The ''Ideal Ruler'' in China: Confucian Tradition and Contemporary Political Practice -- 6.1 Preliminary Remarks -- 6.2 ''Junzi'': The Ideal Figure of a ''Noble'' -- 6.3 Ruling Traditions -- 6.4 Mindfulness and ''Ideal'' Ruler -- 6.5 Characteristics of the ''Junzi'' 6.6 Rule of the Ritual -- 6.7 Formation of the Modern ''Noble'' -- 6.8 Mindfulness of Political Leadership -- 6.9 Culture of Paternalism -- 6.10 State Propaganda of the Image of the ''Noble'' Man -- 6.11 Conclusion -- References -- Part II: Transfer from Theory to Practice -- Chapter 7: Resilience and Mindfulness: Concepts and Interventions for Organizations in Times of Change -- 7.1 Shaping Life in a Changing World -- 7.1.1 Social Change -- 7.1.2 Change in the World of Work -- 7.1.3 Changing Education and Training in Work Contexts -- 7.2 Promoting Resilience: Models as Maps in Difficult Terrain -- 7.2.1 Shaping Self and Environment -- 7.2.2 Understanding Mindfulness -- 7.3 Mindfulness in Organizations -- 7.3.1 Wellbeing in the Workplace -- 7.4 Interventions to Promote Mindfulness -- 7.4.1 Person -- 7.4.2 Team -- 7.4.3 Organization -- 7.5 Mindfulness in Organizations: Connecting the Dots -- References -- Chapter 8: Taming the Mind -- 8.1 Introduction -- 8.2 Changed Work -- 8.3 Attention Economy -- 8.4 Occupational Health -- 8.5 Mindful Leadership to Promote a Healthy Workplace -- 8.6 Conclusion -- References -- Chapter 9: The Role of Ethics in Leadership: A Practical Model for Mindful Ethical Leadership -- 9.1 Good Leaders and ''Good Leadership'' -- 9.1.1 Introduction -- 9.1.2 The Ethical Reality Is Much More Diverse than a Binary Evaluation of Right/Wrong -- 9.1.3 Dilemmas Force Leaders to Get Their Hands Dirty -- 9.1.4 The Need for Action: Courage Is Needed to Be a Good Leader -- 9.1.5 Summary -- 9.2 Authenticity: Clarity About a Leader's Own Values -- 9.2.1 Introduction -- 9.2.2 A Definition of Authenticity: Clear Boundaries, Ideals and Values -- 9.2.3 The Clear Communication of One's Own Values Is Part of Authenticity -- 9.2.4 The Authenticity Multiplier: Charisma -- 9.2.5 Summary 9.3 Realignment of Values Through Openness and Attentiveness to Feedback -- 9.3.1 Introduction: Authenticity as a Balance Between Flexible and Dogmatic Values -- 9.3.2 Organizational Silence as an Obstacle to Change -- 9.3.3 Why Do Managers Fear Negative Feedback? -- 9.3.4 Why Do People in Organizations Give Negative Feedback? -- 9.3.5 How Can Organizational Silence Be Prevented? -- 9.3.6 Active Appreciation of Feedback: Listening -- 9.3.7 Summary -- 9.4 Reconciliation of Different Directions: Dealing with Dilemmas and Different Interests -- 9.4.1 Introduction: Good Leaders Try to Solve Dilemmas -- 9.4.2 What Is a Dilemma? -- 9.4.3 The Different Options for Resolving a Dilemma Through Reconciliation and Feedback -- 9.4.4 Summary -- 9.5 Use Authority as a Leader for the Common Good -- 9.5.1 Introduction: The Role of Managers in Ethical Incidents -- 9.5.2 All Organizations Are Hierarchies with Leaders -- 9.5.3 The Extreme Power of Authority -- 9.5.3.1 Different Forms of Authority -- 9.5.3.2 Obedience to Authority: The Milgram Experiment -- 9.5.4 Summary -- 9.6 Practical Model for Mindful Ethical Leadership: AHRA -- 9.6.1 Introduction: Combining the Concepts into a Practical Model -- 9.6.2 Practical Tips for Developing Authenticity -- 9.6.2.1 Basic Values Exercise -- 9.6.2.2 Communication Tips for Authenticity -- 9.6.3 Practical Tips for Promoting Openness -- 9.6.4 Practical Tips for the Creative Dilemma Reconciliation -- 9.6.5 Practical Tips for Using Authority as a Force for Good -- 9.6.5.1 Practical Tips for Using Authority as a Tool -- 9.6.5.2 Exercising Authority: Dare to Use Your Authority! -- 9.6.6 Summary -- References -- Chapter 10: Digitalization as a Challenge for Mindful Leadership -- 10.1 Introduction -- 10.2 Mindful Leadership Between Psycho-Cliché and Agile Transformation Events -- 10.3 Mindful Leadership: What It Is and What It Is Not 10.4 Mindfulness as a Dialogue Tool -- 10.5 Practical Example of Mindful Leadership: The ''SparX'' Workshop Series -- 10.5.1 Building Block 1: Change Management -- 10.5.2 Building Block 2: Communication -- 10.5.3 Building Block 3: Trust in Technology -- 10.5.4 Building Block 4: Innovation Management -- 10.6 Mindful Leadership also Means: Playing, Traveling, Educating Together -- 10.7 Stakeholder Analysis: Identify Stakeholders and Take a Closer Look at Them -- 10.8 LEGO SERIOUS PLAY: Playfully Developing Digital Strategies -- 10.9 Digitalization Journey: Identifying Your Own Innovation Potential and Developing Digital Innovations -- 10.10 Online Seminars: Sustainable and Effective Qualification -- 10.11 A Methodical and Managerial Understanding of Mindful Leadership -- References -- Chapter 11: Mental Training as a Self-Management Practice at Work -- 11.1 Introduction -- 11.2 Sociohistorical Reasons for the Absence of Mental Training Techniques from Occupational Health Management Programs -- 11.3 Use of Mental Training in Everyday Professional Life -- 11.3.1 More Support Thanks to Self-Talk -- 11.3.2 Strengthening Self-Confidence -- 11.3.3 Increase Motivation -- 11.3.4 Increase in Performance -- 11.3.5 Stress Reduction -- References -- Chapter 12: Leadership and Cooperation: Ethical Considerations and Moral Frameworking -- 12.1 Introduction -- 12.2 Drifts in the Concepts and Practices of Leadership -- 12.2.1 What Is Leadership? -- 12.2.2 Expansion of Leadership Perspectives -- 12.2.3 Leadership and Ethics -- 12.3 Theory and Concepts of Cooperation -- 12.4 Ethics of Cooperation and the Role of Leadership -- 12.4.1 Ethics of Cooperation -- 12.4.2 The Role of Leadership -- 12.5 Pragmatics of an Ethics of Leadership as Facilitating Cooperation (How to Do «It») -- 12.6 Does Cooperation Pay Off? -- References -- Chapter 13: Mindfulness and Technology 13.1 Introduction Leadership-Moral and ethical aspects Mindfulness (Psychology) Steinebach, Christoph Sonstige oth Veth, Klaske Sonstige oth Erscheint auch als Druck-Ausgabe Schulte, Volker Mindful Leadership in Practice Cham : Springer International Publishing AG,c2022 9783030973100 |
| spellingShingle | Schulte, Volker Mindful Leadership in Practice Tradition Leads to the Future Intro -- Foreword -- Leadership in the 21st century -- Contents -- About the Editors -- Chapter 1: Introduction: Key Elements of Leadership in the Twenty-First Century -- 1.1 Digitalization Under COVID 19 Conditions -- 1.2 The Search for the Self-Meaningful Work, Meaningful Life -- 1.3 Mindfulness as a New Basic Mental Constant for a Successful Life -- 1.4 Building Mindfulness Cultures in Companies -- 1.5 Mindful Leadership -- 1.6 Topic Overview -- References -- Part I: Fundamentals of Mindful Leadership: Philosophy, History and Cultivation -- Chapter 2: Mechanisms of Action of Mindfulness as a Prerequisite for Mindful Leadership -- 2.1 On the Analysis of the Empirical Situation on the Topic of Mindfulness -- 2.2 MBSR as a Secularized Approach to Contemplation -- 2.2.1 Theoretical Background of the MBSR Program -- 2.2.2 Structure and Composition of the MBSR Program -- 2.2.3 Seven-Factor Approach -- 2.3 Zen as a Traditional Asian Mindfulness Practice -- 2.3.1 What Is Zen? -- 2.3.2 Process -- 2.3.2.1 Thinking as Non-thinking -- 2.3.3 The Exercise as Preparation for a Possible Transcendence Experience -- 2.4 Ignatian Spiritual Exercises as a Purgatorial Spiritual Mindfulness Practice -- 2.4.1 ''Spiritual Exercises'': Basic Axioms of the Ignatian Way of Prayer -- 2.5 Transtheoretical Model of Behavior Change in the Meditation Process -- 2.6 Mechanisms of Action of Mindfulness -- 2.7 Current State of Research on Mindfulness -- 2.7.1 Mindfulness and Well-Being, Performance Enhancement -- 2.7.2 Resilience and Stress Resistance as a Resource of Mindfulness -- 2.7.3 Improvement of Learning and Memory Processes and Concentration -- 2.7.4 Emotion Regulation, Self-Awareness and High Compassion -- 2.7.5 Physical and Mental Well-Being -- 2.7.6 Self-Efficacy -- References Chapter 3: Religious Roots of the Concept of Mindfulness as a Reference Point for Ethical Leadership -- 3.1 Introduction -- 3.2 Mindfulness in the Context of Religious Traditions -- 3.3 Mindfulness in the Context of Modern Resilience Research -- 3.4 Leadership in an Economic Context -- 3.5 Ethics and Leadership in the Economic Context of Leadership -- 3.6 Mindfulness as a Reference Point for Ethically Oriented Leadership -- References -- Chapter 4: Ethical Cornerstones of People-Oriented Leadership -- 4.1 Introduction -- 4.2 Human Service as a Practical Attitude of Virtuous Action -- 4.3 Sense of Coherence -- 4.4 Support Self-Esteem in the Individual and Team -- 4.5 Pleasure and Sensuality Through Work -- 4.6 Cardinal Virtues -- 4.6.1 Wisdom -- 4.6.2 Justice -- 4.6.3 Bravery -- 4.6.4 Moderation -- 4.7 Secondary Virtues -- 4.8 Vices -- 4.9 Psychogram of an Immature Leader -- 4.10 Spirituality in Leadership Practice -- 4.11 Mindful Leadership and Complexity -- References -- Chapter 5: Is Mindfulness a Key Characteristic of a Jugaad Leader? -- 5.1 Introduction -- 5.2 Application of Mindfulness -- 5.3 Jugaad: A Way of Thinking -- 5.4 Research Method of the Leadership Study -- 5.5 Results and Discussion of the Leadership Study -- 5.5.1 Characteristics of a Jugaad Leader -- 5.5.2 Mindfulness -- 5.5.3 Creativity -- 5.5.4 Focused: Goal-Oriented -- 5.5.5 Responsibility -- 5.5.6 Intuition -- 5.5.7 Adaptability and Flexibility -- 5.5.8 Efficiency -- 5.5.9 Emotional Intelligence -- 5.5.10 Communication -- 5.5.11 Leading by Example -- 5.5.12 Sustainability -- 5.6 Conclusion -- References -- Chapter 6: The ''Ideal Ruler'' in China: Confucian Tradition and Contemporary Political Practice -- 6.1 Preliminary Remarks -- 6.2 ''Junzi'': The Ideal Figure of a ''Noble'' -- 6.3 Ruling Traditions -- 6.4 Mindfulness and ''Ideal'' Ruler -- 6.5 Characteristics of the ''Junzi'' 6.6 Rule of the Ritual -- 6.7 Formation of the Modern ''Noble'' -- 6.8 Mindfulness of Political Leadership -- 6.9 Culture of Paternalism -- 6.10 State Propaganda of the Image of the ''Noble'' Man -- 6.11 Conclusion -- References -- Part II: Transfer from Theory to Practice -- Chapter 7: Resilience and Mindfulness: Concepts and Interventions for Organizations in Times of Change -- 7.1 Shaping Life in a Changing World -- 7.1.1 Social Change -- 7.1.2 Change in the World of Work -- 7.1.3 Changing Education and Training in Work Contexts -- 7.2 Promoting Resilience: Models as Maps in Difficult Terrain -- 7.2.1 Shaping Self and Environment -- 7.2.2 Understanding Mindfulness -- 7.3 Mindfulness in Organizations -- 7.3.1 Wellbeing in the Workplace -- 7.4 Interventions to Promote Mindfulness -- 7.4.1 Person -- 7.4.2 Team -- 7.4.3 Organization -- 7.5 Mindfulness in Organizations: Connecting the Dots -- References -- Chapter 8: Taming the Mind -- 8.1 Introduction -- 8.2 Changed Work -- 8.3 Attention Economy -- 8.4 Occupational Health -- 8.5 Mindful Leadership to Promote a Healthy Workplace -- 8.6 Conclusion -- References -- Chapter 9: The Role of Ethics in Leadership: A Practical Model for Mindful Ethical Leadership -- 9.1 Good Leaders and ''Good Leadership'' -- 9.1.1 Introduction -- 9.1.2 The Ethical Reality Is Much More Diverse than a Binary Evaluation of Right/Wrong -- 9.1.3 Dilemmas Force Leaders to Get Their Hands Dirty -- 9.1.4 The Need for Action: Courage Is Needed to Be a Good Leader -- 9.1.5 Summary -- 9.2 Authenticity: Clarity About a Leader's Own Values -- 9.2.1 Introduction -- 9.2.2 A Definition of Authenticity: Clear Boundaries, Ideals and Values -- 9.2.3 The Clear Communication of One's Own Values Is Part of Authenticity -- 9.2.4 The Authenticity Multiplier: Charisma -- 9.2.5 Summary 9.3 Realignment of Values Through Openness and Attentiveness to Feedback -- 9.3.1 Introduction: Authenticity as a Balance Between Flexible and Dogmatic Values -- 9.3.2 Organizational Silence as an Obstacle to Change -- 9.3.3 Why Do Managers Fear Negative Feedback? -- 9.3.4 Why Do People in Organizations Give Negative Feedback? -- 9.3.5 How Can Organizational Silence Be Prevented? -- 9.3.6 Active Appreciation of Feedback: Listening -- 9.3.7 Summary -- 9.4 Reconciliation of Different Directions: Dealing with Dilemmas and Different Interests -- 9.4.1 Introduction: Good Leaders Try to Solve Dilemmas -- 9.4.2 What Is a Dilemma? -- 9.4.3 The Different Options for Resolving a Dilemma Through Reconciliation and Feedback -- 9.4.4 Summary -- 9.5 Use Authority as a Leader for the Common Good -- 9.5.1 Introduction: The Role of Managers in Ethical Incidents -- 9.5.2 All Organizations Are Hierarchies with Leaders -- 9.5.3 The Extreme Power of Authority -- 9.5.3.1 Different Forms of Authority -- 9.5.3.2 Obedience to Authority: The Milgram Experiment -- 9.5.4 Summary -- 9.6 Practical Model for Mindful Ethical Leadership: AHRA -- 9.6.1 Introduction: Combining the Concepts into a Practical Model -- 9.6.2 Practical Tips for Developing Authenticity -- 9.6.2.1 Basic Values Exercise -- 9.6.2.2 Communication Tips for Authenticity -- 9.6.3 Practical Tips for Promoting Openness -- 9.6.4 Practical Tips for the Creative Dilemma Reconciliation -- 9.6.5 Practical Tips for Using Authority as a Force for Good -- 9.6.5.1 Practical Tips for Using Authority as a Tool -- 9.6.5.2 Exercising Authority: Dare to Use Your Authority! -- 9.6.6 Summary -- References -- Chapter 10: Digitalization as a Challenge for Mindful Leadership -- 10.1 Introduction -- 10.2 Mindful Leadership Between Psycho-Cliché and Agile Transformation Events -- 10.3 Mindful Leadership: What It Is and What It Is Not 10.4 Mindfulness as a Dialogue Tool -- 10.5 Practical Example of Mindful Leadership: The ''SparX'' Workshop Series -- 10.5.1 Building Block 1: Change Management -- 10.5.2 Building Block 2: Communication -- 10.5.3 Building Block 3: Trust in Technology -- 10.5.4 Building Block 4: Innovation Management -- 10.6 Mindful Leadership also Means: Playing, Traveling, Educating Together -- 10.7 Stakeholder Analysis: Identify Stakeholders and Take a Closer Look at Them -- 10.8 LEGO SERIOUS PLAY: Playfully Developing Digital Strategies -- 10.9 Digitalization Journey: Identifying Your Own Innovation Potential and Developing Digital Innovations -- 10.10 Online Seminars: Sustainable and Effective Qualification -- 10.11 A Methodical and Managerial Understanding of Mindful Leadership -- References -- Chapter 11: Mental Training as a Self-Management Practice at Work -- 11.1 Introduction -- 11.2 Sociohistorical Reasons for the Absence of Mental Training Techniques from Occupational Health Management Programs -- 11.3 Use of Mental Training in Everyday Professional Life -- 11.3.1 More Support Thanks to Self-Talk -- 11.3.2 Strengthening Self-Confidence -- 11.3.3 Increase Motivation -- 11.3.4 Increase in Performance -- 11.3.5 Stress Reduction -- References -- Chapter 12: Leadership and Cooperation: Ethical Considerations and Moral Frameworking -- 12.1 Introduction -- 12.2 Drifts in the Concepts and Practices of Leadership -- 12.2.1 What Is Leadership? -- 12.2.2 Expansion of Leadership Perspectives -- 12.2.3 Leadership and Ethics -- 12.3 Theory and Concepts of Cooperation -- 12.4 Ethics of Cooperation and the Role of Leadership -- 12.4.1 Ethics of Cooperation -- 12.4.2 The Role of Leadership -- 12.5 Pragmatics of an Ethics of Leadership as Facilitating Cooperation (How to Do «It») -- 12.6 Does Cooperation Pay Off? -- References -- Chapter 13: Mindfulness and Technology 13.1 Introduction Leadership-Moral and ethical aspects Mindfulness (Psychology) |
| title | Mindful Leadership in Practice Tradition Leads to the Future |
| title_auth | Mindful Leadership in Practice Tradition Leads to the Future |
| title_exact_search | Mindful Leadership in Practice Tradition Leads to the Future |
| title_exact_search_txtP | Mindful Leadership in Practice Tradition Leads to the Future |
| title_full | Mindful Leadership in Practice Tradition Leads to the Future |
| title_fullStr | Mindful Leadership in Practice Tradition Leads to the Future |
| title_full_unstemmed | Mindful Leadership in Practice Tradition Leads to the Future |
| title_short | Mindful Leadership in Practice |
| title_sort | mindful leadership in practice tradition leads to the future |
| title_sub | Tradition Leads to the Future |
| topic | Leadership-Moral and ethical aspects Mindfulness (Psychology) |
| topic_facet | Leadership-Moral and ethical aspects Mindfulness (Psychology) |
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