Learning to Lead in the New Global Environment Step One --Leading the Self Chapter 1 Introduction to Leadership in the New Global Environment This chapter examines: * the unprecedented interest in leadership; * identifies key definitions and distinctions in leadership types; * assists the reader in understanding the evolution of leadership theory in recent years, particularly against the background of the emerging global environment. Chapter 2 Leadership and personal qualities This chapter helps the reader: * understand and evaluate the key personal qualities needed for leadership and potential derailers; * interpret and apply the theory of the leadership lifecycle; * reflect on the key transition moments in a leader''s career; * develop self-reflection on examples of leadership from history, such as Napoleon Bonaparte, and personal experience. Step Two -- Leading Teams Chapter 3 Leadership and coaching This chapter explores: * articulate what coaching means to you; * appreciate how you might use a coaching approach to support the performance and development of people; * make clear choices on when you will operate directively and when you will operate non-directively. Chapter 4 Leadership and communication This chapter assists the reader in: * understanding how communication skills impact your effectiveness and authenticity as a leader; * identifying your strengths and weaknesses as a face-to face communicator; * understanding how relative status and hierarchy affect our ability to communicate; * understanding the elements of live communication at different scales across a social network. Chapter 5 Leadership beyond the individual leader This chapter aims: * identify situations where leadership beyond the individual is possible and beneficial, demonstrating the link between leadership and context; * helps the reader develop leadership agility to work within different configurations of leadership where appropriate; * assists the reader in understanding and exemplifying good practice in individual leadership, leadership outside the individual and fellowship. Step Three -- Leading Organisations Chapter 6 Responsible leadership Through an examination of two case studies, one of the Airbus A380 programme and the other of Paul Polman, the leader of Unilever, this chapter helps the reader: * become familiar with the debate on the limits to corporate social responsibility; * understand some of the current models of responsible leadership; * be able to apply models from the literature to business cases; * develop his or her own view on responsible leadership and how it can be practised. Chapter 7 Leadership and ethics The aim of this chapter is to assist readers in: * developing a critical perspective on ethics in organisations; * understanding why does ethics matter; * discerning the key differences between ethics and reputational damage; * gaining an understanding of why ethical decisions are so difficult; * developing a better understanding about how can theory help us understand better ethic. Chapter 8 Leading organisational change The aim of this lesson is to help readers: * develop ways to make change stick once the project is underway; * understand the actions leaders should take to ensure the adherence of change; * to appreciate the leadership role during periods of complex change; * understand your role, as leader, in the successful execution of change programmes; * become aware of the attributes, skills and experiences needed to lead effective change initiatives.
Chapter 9 Strategic leadership The aim of this chapter is discuss the concept of strategic leadership and the personal attributes which a developing leader needs to be effective. It will help the reader: * understand the essence of strategic leadership and the process senior management teams go through when making strategic decisions; * understand practicalities involved in decision making. III. Conclusion -- Reimagining Leadership and Organisations in the New Global Environment.