Organizational Change, Leadership and Ethics

Rune Todnem By is Academic Group Leader (Organizational Behaviour, Leadership and Change) at Staffordshire University Business School, UK. He is the editor of Routledge's Journal of Change Management and co-editor of Managing Organizational Change in Public Services (2009, Routledge). His research interests span organizational behaviour, organizational change, leadership, ethics and public services management. Bernard Burnes is Professor of Organizational Change in the Manchester Business School at the University of Manchester, UK. His teaching and research cover organizational change in its broadest sense. This includes the history, development and current state of organizational change, organizational and inter-organizational behaviour, leadership, strategy and culture. He is co-editor of The Routledge Companion to Organizational Change (2011).

Introduction: Ethical Change Leadership Part I: Context and Theory 1. Leadership Ethics and Organizational Change: Sketching the Field 3. Perceptions and Development of Ethical Change Leadership 3. Justice and the Ethical Quality of Leadership Part II: Ethical Change Leadership: Issues and Challenges 4. Virtuality and Materiality in the Ethics of Storytelling Answerability: Implications for Leadership and Change 5. Mind the Gap: Hypocrisy Monitoring and Integrity Striving as a Source of Ethical Leadership 6. Moral Agency in Strategic Change: Coping with Ethical Tensions through Irony Part III: Change Leadership and Ethics: Success and Failure 7. Incompetent or Immoral Leadership? Why Many Managers and Change Leaders get it Wrong 8. Leadership Narcissism, Ethics and Strategic Change: Is it Time to Revisit our Thinking about the Nature of Effective Leadership? Part IV: Ethical Change Leadership and Organizational Sustainability 9. Leadership for Sustainable Futures 10. Leadership for the Age of Sustainability: A Dualities Approach to Organizational Change Part V: Conclusions 11. Looking Back to Move Forward