Many managers in the English-speaking world are seeking an alternative to the prevailing business model which promotes a short-term, shareholder-value approach. In this accessible and highly topical book, Gayle Avery argues that this Anglo/US approach to capitalism and business is seriously flawed and does not bring the quality of life to individuals and societies that many people seek. But what is the alternative and do business leaders have a different choice? This book demonstrates alternative ways of leading sustainable organizations. It identifies 19 criteria for sustainable leadership practices that can be found in globally successful enterprises such as Allianz, BMW, Munich Reinsurance, Nokia, Novartis, and Porsche. Sustainable principles include promoting ethical behavior, long-term thinking and innovation, and valuing employees and other stakeholders such as the community, the environment and future generations. The author presents concrete examples of leadership from 28 interesting case studies to illustrate the many different ways in which sustainable leadership principles can be implemented. The book concludes that shifting to sustainable leadership practices may appear difficult for enterprises based in the USA, UK and Australia, but is essential for the long-term survival of these firms. Indeed, several well-known businesses from these countries have already adopted sustainable leadership principles, including Colgate-Palmolive, Continental Airlines, HSBC, IBM, Marriott, Nordstrom and SAS. By highlighting a dramatically different approach to leadership which can prove financially, socially and environmentally successful, this book will have a great appeal to scholars and students with an interest in leadership, strategy, international management and organisational studies. It will also be a valuable and practical aid for managers and consultants looking for new directions and ways of running their businesses.

Many managers in the English-speaking world are seeking an alternative to the prevailing business model which promotes a short-term, shareholder-value approach. In this accessible and highly topical book, Gayle Avery argues that this Anglo/US approach to capitalism and business is seriously flawed and does not bring the quality of life to individuals and societies that many people seek. But what is the alternative and do business leaders have a different choice? This book demonstrates alternative ways of leading sustainable organizations. It identifies 19 criteria for sustainable leadership practices that can be found in globally successful enterprises such as Allianz, BMW, Munich Reinsurance, Nokia, Novartis, and Porsche. Sustainable principles include promoting ethical behavior, long-term thinking and innovation, and valuing employees and other stakeholders such as the community, the environment and future generations. The author presents concrete examples of leadership from 28 interesting case studies to illustrate the many different ways in which sustainable leadership principles can be implemented. The book concludes that shifting to sustainable leadership practices may appear difficult for enterprises based in the USA, UK and Australia, but is essential for the long-term survival of these firms. Indeed, several well-known businesses from these countries have already adopted sustainable leadership principles, including Colgate-Palmolive, Continental Airlines, HSBC, IBM, Marriott, Nordstrom and SAS. By highlighting a dramatically different approach to leadership which can prove financially, socially and environmentally successful, this book will have a great appeal to scholars and students with an interest in leadership, strategy, international management and organisational studies. It will also be a valuable and practical aid for managers and consultants looking for new directions and ways of running their businesses.

Our world is under pressure, with growing inequalities in wealth and access to food and clean water. We depend too heavily on polluting fuels and diminishing natural resources. Traditional cultural practices are being swamped by global popular culture. The Thai model of sufficiency thinking aims to transform the mindset of a whole population to achieve the seemingly impossible: enriching everyone's lives in a truly sustainable way. Innovative management practices developed by King Bhumibol Adulyadej of Thailand have been applied across Thailand in agriculture, education, business, government and community organisations for over two decades. In this book, chapters written by eminent Thai scholars explain sufficiency thinking and review its implementation in different sectors including community development, business, agriculture, health care, schools, and even in prisons. Is Thailand unique in having discovered the holy grail of a more responsible form of capitalism? No, it is not, but it is the first country whose government has adopted this kind of thinking as national policy. '...we obviously need to revise dramatically our thinking about the outlines of a just economy and a decent society in which everyone can lead dignified lives. Sufficiency Thinking provides creative approaches to this quandary and this important volume is a brilliant addition to the growing literature critical of mainstream business-as-usual ideology.' - John Komlos, Professor Emeritus, University of Munich

Are current concepts of leadership appropriate for today's organizations? What will tomorrow's leadership need to be like? Is there a best approach to leadership? With a huge range of definitions and theories of leadership available, the field has become confusing for both students and practitioners alike. This text provides a framework for making sense of the field. In Part One, Gayle C Avery integrates a fragmented field into four broad paradigms or forms of leadership, helping to simplify and clarify the ill-defined field of leadership. The second part provides 10 case studies from leading organizations across Europe, Australia and the United States to illustrate how diverse leadership can be in successful organizations. At the end of each case, specific questions guide the reader in interpreting and analyzing the cases, connecting them to the leadership frameworks and theories in Part One. Written in simple language, Understanding Leadership can be used by readers with no prior knowledge of leadership. With its overview of major theories in the field and presentation of a simple and effective framework for analyzing these theories, the book will be essential reading for advanced undergraduate and MBA students. Avery has devised a set of powerpoint slides to accompany the book and support lecturers. They are available to view under Sample Materials and Chapters or under Links and Resources

Are current concepts of leadership appropriate for today's organizations? What will tomorrow's leadership need to be like? Is there a best approach to leadership? With a huge range of definitions and theories of leadership available, the field has become confusing for both students and practitioners alike. This text provides a framework for making sense of the field. In Part One, Gayle C Avery integrates a fragmented field into four broad paradigms or forms of leadership, helping to simplify and clarify the ill-defined field of leadership. The second part provides 10 case studies from leading organizations across Europe, Australia and the United States to illustrate how diverse leadership can be in successful organizations. At the end of each case, specific questions guide the reader in interpreting and analyzing the cases, connecting them to the leadership frameworks and theories in Part One. Written in simple language, Understanding Leadership can be used by readers with no prior knowledge of leadership. With its overview of major theories in the field and presentation of a simple and effective framework for analyzing these theories, the book will be essential reading for advanced undergraduate and MBA students. Avery has devised a set of powerpoint slides to accompany the book and support lecturers. They are available to view under Sample Materials and Chapters or under Links and Resources