Abundance

, 104–107

Abundance-based value

, 101–104

Accommodative stance with high cooperation and low responsiveness

, 159–160

Accountability

, 145, 184

Adaptive challenges

, 71–72, 112, 114

to global goal on adaptation

, 70

and management and leadership

, 116–118

sustainability crisis vs.

, 112–114

Adaptive change

, 44–45

Adaptive leadership

, 50

Altruism

, 24

Analytical thinking to systems thinking

, 84–86

Animated model of organization

, 80–82

Anti-bribery legislation

, 180

‘Assessment and selection’ model

, 114–115

Authentic leadership

, 50

Autocratic corporations

, 81–82

Behaviour approach

, 49

Biological systems

, 85

Blueprint for sustainability & excellence

, 62–64

British Small Firm, business in

, 147–148

Bureaucracy

, 42

Business

, 15, 17, 27, 31

in British Small Firm

, 147–148

perspective on effectiveness and efficiency

, 28–31

success

, 139–140

sustainability

, 142

transformation

, 31, 36

Business ethics

, 135, 137, 178, 180

in compliance

, 181

Business-in-society approach

, 141

Change

, 88–89

Character

, 4

Charity

, 24, 145, 154–155

Chinese Yin-Yang principle

, 78–79

Climate change

, 119–122

Collaboration

, 24

Compassion

, 19, 21, 24, 153

corporate responsiveness to social crisis

, 156–161

philanthropic responsibility

, 153–156

power of compassion in management performance

, 150–153

Compassionate leadership

, 179

Competence

, 4–5

Complex adaptive system (CAS)

, 127–129

Complex environment

adaptive challenges to global goal on adaptation

, 70

adaptive challenges vs. technical challenges

, 71–72

challenges in

, 67–70

wicked problem vs. tame problem

, 72–75

Complex systems

, 68

challenges and solutions in

, 114–116

Complex theory

, 23

Compliance

, 19, 21, 25–26, 145–146, 177–178

in business

, 180–181

harmonious approach

, 180–182

management ethics and Taoist virtue of humility and integrity

, 183–190

synergistic relationship

, 181–182

Taoism and business ethics

, 178–180

Taoism’s ethical principle and responsible management

, 182–183

Complicated systems

, 118

Consciousness of Tao as oneness

, 92–95

Conservation

, 19, 21, 24–25, 164

Diderot effect and sustainable consumption

, 174–176

eco-effectiveness vs. eco-efficiency

, 168–174

Taoism’s ecological wisdom

, 164–167

Contingency theory

, 49

Corporate responsiveness to social crisis

, 156–161

Corporate social responsibility (CSR)

, 9, 16, 35, 135, 137, 140, 142, 146

defence policy

, 157–159

offence policy

, 157

Courage

, 156–161

COVID-19 pandemic

, 1

Cradle to Cradle design

, 168–174

‘passive-positive’ list

, 172–173

personal preferences

, 172

positive list

, 173

reinvention

, 173–174

undesirable substances

, 171–172

Creating shared value (CSV)

, 170–171

Deep ecology

, 164–167

Defensive stance with high responsiveness and low cooperation

, 159

Deontological Model

, 184

Designing services

, 68

Deterministic model of organization

, 79–80

Diderot effect

, 174–176

Discipline of management

, 39–41

Disney

, 160

Distrust

, 6

Doing Well by Doing Good

, 150–153

Eco-action

, 92, 100, 107

eco-action/system

, 90–92

Eco-commerce model

, 171

Eco-effectiveness

, 168–174

Eco-efficiency

, 168–174

Ecological divide

, 98

Ecological wisdom

, 164–167

Ecosophy

, 165

Ecosystem

, 70, 92

stewardship

, 164

Effective leaders

, 3

Effectiveness

, 28, 31, 59

Efficacy

, 60

Efficiency

, 28, 31, 59–60

Ego-action

, 92, 100, 107

Ego-system

, 92

to eco-system

, 95–100

Emerging leadership approaches

, 50

Empathy

, 24

Energy-bonded systems

, 82–83

Environmental change

, 68

Environmental degradation

, 119–122

Environmental stewardship

, 179

Environmental sustainability

, 142

Equity

, 145

Ethical decision-making

, 179–180

Evolution

, 31, 44–45, 50

Excellence

, 50, 56–57, 60

Fealty

, 145

Forward-looking

, 5

Freedom

, 104–107

Friedman Doctrine

, 34–35

Frugality

, 55

Gender-based studies

, 50

Generosity

, 153

Giving

, 154–155

Glasgow-Sharm el Sheikh Work Programme

, 70

Global Goal on Adaptation (GGA)

, 70

Google

, 160

Governmental bureaucracies

, 81–82

Gratitude

, 24–25

‘Great Man’ theories

, 49

Great Resignation

, 1–2

Harmony

, 98–100

Holons

, 90

Honesty

, 5

Horizontal dimension of oneness

, 92–93

Humanocracy

, 42

Humility

, 185–188

Industrial capitalism

, 68

Information technology

, 68

Inspiration

, 5

Integration

, 91

Integrity

, 184, 188, 190

International Life Cycle Partnership

, 144–145

Justice Model

, 185

Kingfisher

, 160–161

Laozi

, 19–21, 23, 61

Leader–member exchange theory (LMX theory)

, 49

Leadership

, 2, 15, 17, 27, 31

evolution

, 31, 44, 50

perspective on effectiveness and efficiency

, 28–31

in tackling wicked problems

, 129–131

in world

, 45–46

‘Lead–Ling Dao’ etymology

, 46–48

Life Cycle Initiative (LCI) (see International Life Cycle Partnership)

Life cycle thinking (LCT)

, 144–145

Love

, 24

Management

, 15, 17, 27, 31, 37, 39

as essential for business and organization

, 37

ethics

, 183–190

perspective on effectiveness and efficiency

, 28–31

revolution

, 31, 36, 41, 44

in tackling wicked problems

, 129–131

Management by Objectives (MBO)

, 41–42

Management shift

paradigm shift in nature of organization and inquiry

, 78–86

Yin-Yang view

, 86–110

Military organizations

, 81–82

Mindless to multi-minded system

, 79–84

Moderation

, 55

Netflix

, 5–6

‘New Leadership’ approach

, 49–50

Nongovernmental organisations (NGOs)

, 100

‘Our Common Agenda’

, 10

Paradigm shift

, 68–70

analytical thinking to systems thinking

, 84–86

mindless to multi-minded system

, 79–84

in nature of organization and inquiry

, 78–86

Paris Agreement

, 70

Patagonia

, 152–153

Paternalism

, 81

Path–goal theory

, 49

People, profit and planet (3P)

, 137

Philanthropic responsibility

, 153–154, 156

Philanthropy

, 154

Polyvinylchloride (PVC)

, 171–172

Poverty

, 119–122

Proactive behaviour

, 160

Proactive stance with high responsiveness and high cooperation

, 160–161

Profit-making activity

, 32–33

Prudence

, 56, 145

Reactive stance with low cooperation and negative responsiveness

, 159

Reinvention

, 173–174

Relational approach

, 49

Respect

, 184

Responsibility

, 184

Responsible business

, 33, 35–36

Responsible leadership

, 44, 48, 50

Responsible management

, 28, 36, 41, 44, 182–183, 185, 188

Reverence

, 24–25

Revolution

, 31, 36, 41, 44

Ronald McDonald House programme

, 160–161

Scarcity-based value

, 101–104

Self-assertion

, 91

Servant leadership

, 50

Servo-mechanisms

, 82

Situational approach

, 49

Social and emotional learning programs (SEL)

, 151

Social divide

, 98–99

Social responsibility

, 150, 180

Social systemic model of organization

, 82–84

Social systems

, 85

Society for Environmental Toxicology and Chemistry (SETAC)

, 144–145

Socio-technical systems

, 68

Spiritual leadership

, 50

Spiritual-cultural divide

, 99–100

Steward

, 145

Stewardship

, 164

Strategic approach

, 141

Sustainability

, 53, 56–57, 60, 93, 122–123, 135, 137–138, 140, 142, 146, 167, 169–170, 184

crisis

, 112–114

in management education

, 9

Sustainability challenges

, 112

adaptive challenge and role of management and leadership

, 116–118

adaptive challenges vs. sustainability crisis

, 112–114

alternative solutions to wicked problems and

, 118–129

challenges and solutions in complex systems

, 114–116

management and leadership in tackling wicked problems

, 129–131

Sustainable business development (SBD)

, 135, 137, 139–140

Sustainable consumption

, 174–176

Sustainable development (SD)

, 23, 141–142

Sustainable development goals (SDGs)

, 8, 35–36

transforming management education for

, 9–11

Systems theory

, 89

Systems thinking

, 23, 127, 129

Tai Chi symbol (see Yin-yang—symbol)

Tame problem

, 72, 75, 114

Tao of leadership

, 46–48

Taoism

, 17–18, 23, 29–30, 178, 180

ecological wisdom

, 164–167

ethical principle and responsible management

, 182–183

in responsible management

, 5–7

view

, 90

wisdom

, 135, 139–140

Taoist Leadership for Sustainability & Excellence

, 1

Taoist principles

, 1

of giving and receiving

, 153–156

Taoist virtue

of humility and integrity

, 183–190

for sustainability & excellence

, 50–56

Technical challenges

, 71–72

Temperance (see Moderation)

Terrorism

, 119–122

3C Model of Taoism

, 8, 19–20, 135–137, 156, 164, 177–178

foundation

, 21–23

systemic view

, 23–26

Three treasures

, 19–21, 23

TOMS Shoes

, 152–153

Toxic environment

, 2

Toxic leaders

, 2

Toxic leadership

, 2

Toxic workplace

, 2

Trait approach

, 49

Transformation

, 31, 36

Trilogy

, 16, 19

call for change in business, management and leadership

, 15–17

rationale for Taoism’s wisdom as guidance

, 17–18

of Taoist leadership

, 57–59

Triple bottom line (TBL)

, 54, 137–138, 142

Trust

, 24

deficit calls for Taoism’s wisdom

, 2–5

in responsible management

, 5–7

‘U’ Model

, 57, 59–60, 62

blueprint for sustainability & excellence

, 62–64

principles for sustainability & excellence

, 57–60

UN Global Compact

, 35–36

Uni-minded systems

, 81

United Nations Environment Programme (UNEP)

, 144–145

Unsustainable to sustainable system

, 108–110

Utilitarian Model

, 184

Vertical dimension of oneness

, 93–95

Vertical dimension of oneness and leadership

, 107

Virtue

, 4, 64

model

, 184

Volatile, uncertain, complex and ambiguous business environment (VUCA business environment)

, 7–8, 70, 124

managing responsibly for sustainable business development in

, 8

VUCA 1.0

, 119–123

VUCA 2.0

, 123–124

Walmart

, 160

Warby Parker

, 152–153

Wicked problems

, 72, 75, 112, 114

alternative solutions to

, 118–129

Wisdom

, 17–18

World Business Council for Sustainable Development (WBCSD)

, 168

World Health Organization (WHO)

, 99

Wu Wei principle

, 90–92

Yin-yang

law

, 86–88

paradigm of yin-yang systems thinking

, 86

symbol

, 87–88

system

, 78–79

view

, 86–110