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…mehr
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 and ethical practice. Addressing the practical challenge of implementing a framework of corporate social responsibility in an organization that may embrace thousands of people, The Responsible Leader sets out what this strategy looks like in practice and advises on creating a new and hopeful narrative for the future. Drawing on in-depth case studies from HSBC, PwC, Oasis and Marks and Spencers that chart the journey to responsible and sustainable management in challenging environments, it presents a fresh vision for leadership success that goes beyond simple compliance.
Tim Richardson is Director of leadership development consulting firms Waverly Learning Ltd. and It's Original Ltd. His clients include HSBC, BBC, Lloyds TSB, Barclays and Unilever. He was previously the Head of Leadership Development and Talent Management at PwC, where he created the firm's Emerging Leaders Program and developed a global talent management strategy. The Responsible Leader includes a foreword from Professor Charles Handy, previously of the London Business School, author of the bestselling The Age of Unreason (Harvard Business Review Press) and named among the Thinkers 50, a private list of the most influential living management thinkers, just behind Peter Drucker.
Inhaltsangabe
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? Summary Part 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 practice Case 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 immediate Scan 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 retailer 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 Orientation Immersion 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 one 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 Restructuring alone will not yield results When growing - consider carefully the drive to add more roles and departments Restructuring to create the illusion of progress Don't just promote the usual suspects Measurement alone will not change behaviour Where measurement apparently conflicts with passion Summary Part Three A visionary narrative 08 Our moments of truth A new way of being - stepping forward for the greater good How can we help ourselves cultivate this different way of being? The rise of social enterprise Learning from and becoming alchemists Organizations and places to look for responsible leadership at work Conclusion References Index
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? Summary Part 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 practice Case 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 immediate Scan 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 retailer 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 Orientation Immersion 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 one 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 Restructuring alone will not yield results When growing - consider carefully the drive to add more roles and departments Restructuring to create the illusion of progress Don't just promote the usual suspects Measurement alone will not change behaviour Where measurement apparently conflicts with passion Summary Part Three A visionary narrative 08 Our moments of truth A new way of being - stepping forward for the greater good How can we help ourselves cultivate this different way of being? The rise of social enterprise Learning from and becoming alchemists Organizations and places to look for responsible leadership at work Conclusion References Index
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