Worldly Leadership Alternative Wisdoms for a Complex World

This book brings together non western, indigenous and eastern perspectives on leadership. Leadership theory has for too long been the exclusive domain of western academics developing leadership theories from the perspective of western institutions. Worldly leadershipcalls for pooling of the combined leadership wisdoms from all parts of the globe.

SHARON TURNBULL Independent academic and Visiting Professor at the University of Gloucestershire Business School and the University of Worcester Business School, USA. Sharon was Director of the Centre for Applied Leadership Research at The Leadership Trust Foundation in Ross-on-Wye, UK, until January 2011. Her current research interests are global and worldly leadership, responsible leadership, and leadership development.
PETER CASE Professor of Organization Studies, Bristol Business School, University of the West of England, and Director of the Bristol Centre for Leadership and Organizational Ethics. His research interests encompass the ethics of leadership, corporate social and environmental responsibility and organization theory.
DORIS SCHEDLITZKI Senior Lecturer in Organisation Studies at Bristol Business School and Programme Manager for the Executive MBA. She holds an MSc and DPhil in Management Studies from the Said Business School, University of Oxford, UK. Her research focuses on organisational leadership with specific interest in leadership identities, leadership discourse and leadership construction, taking a comparative, cultural perspective. Doris has published on the topic of leadership in journals such as Leadership, Scandinavian Journal of Management and Leadership and Organisation Development Journal.
PETER SIMPSON Reader in Organisation Studies at Bristol Business School, University of the West of England. He is Director of MBA and Executive Education and Deputy Director of the Bristol Centre for Leadership and Organisational Ethics. His current areas of interest are spirituality, psychodynamics and complexity applied to issues of organisational leadership and strategic change.

PART I: WORLDLY LEADERSHIP FRAMES
Introduction: The Emerging Case for Worldly Leadership
National Language and its Importance for Worldly Leadership
Leadership Development as a Catalyst for Social Change: Lessons from a Pan-African Programme
The Internationalization of Leadership Development
Using the Worldly Leadership Lens to Approach the Task of Developing Women Leaders
Worldly Leadership and Concepts of Community
PART II: WORLDLY LEADERSHIP RESEARCH
Children's Image of Leadership in China
Implicit Leadership in Iran: Differences Between Leader and Boss and Gender
Leadership in the Arab Middle East: Does the Islamic Tradition Provide a Basis for 'Worldly Leadership'?
Worldly Leadership through Local Knowledge: Discovering Voices of Emirati Women Business Leaders
Worldly Leadership in Pakistan Seth Organizations: An Empirical Challenge to the Concept of Global Leadership
Linking the Worldly Mindset with an Authentic Leadership Approach: an Exploratory Study in a Middle-Eastern Context
The Modern Challenges Facing Traditional Igbo Village Leadership
Influences, Tensions, and Competing Identities in Indian Business Leaders' Stories
The Competing and Paradoxical Identities in the Narratives of 21st
Century Russian Leaders