Index

Citation

Park, G. (2022), "Index", Progressive Leadership: Challenging the Theory of the Firm in the 21st Century, Emerald Publishing Limited, Leeds, pp. 281-285. https://doi.org/10.1108/978-1-83867-567-720221011

Publisher

:

Emerald Publishing Limited

Copyright © 2022 Emerald Publishing Limited

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INDEX

A-changing times

, 30–32

Absurdity, glory and complexity of ‘real’ leadership

, 88–92

Act of leadership

, 90

American International Group Inc (AIG)

, 26

Asshole

, 129

Barton, Dominic (Global Managing Director of McKinsey & Company)

, 163–167

Behavioural economics, 96, 103, 106 (see also Classical economics)

pragmatic realities

, 98–99

theories, models and formulae

, 98

Behavioural process

, 142

‘Behavioural’ leadership theory

, 95

Bitten & Mads Clausen Foundation

, 197–199

Blended value proposition

, 117–119, 143

Board in implementing progressive theory of firm

, 144

Body corporate

, 6–7

Bosch GmbH

, 209

long-term firm values, priorities and culture

, 211–213

ownership, priorities and separation of power

, 213–217

progressive leadership logic

, 210–211

Bounded rationality, realities of

, 105

Business firm leaders

, 27

Business leadership logic

, 13

Capitalism

creativity and collaboration

, 52–55

direct leadership priorities

, 41–43

and leadership re-modelled for twenty-first century

, 43–49

optimal decision-making

, 55–61

impact of prevailing form of capitalism on firm priorities

, 44

re-imagining

, 61

values, principles, priorities and practices

, 42

Capitalism

, 38

Catastrophe

, 132

Certainty

, 100

Change

, 7, 132

Chief Human Resources Officer (CHRO)

, 167

Classical economics

, 95

assumptions

, 97

practical inconsistencies

, 96

Code of conduct

, 125

Cognitive limitations

, 29

Cognitive process in face of disadvantageous inequality

, 111–112

Collaboration

, 21, 52–55

Collaborative trust

, 139

Confederation of British Industry (CBI)

, 162

‘Contractarian’ school of corporate law

, 75

Coordination

, 21

Cordant Group

, 185

application of progressive leadership logic

, 185–189

effective progressive leadership

, 185

profile

, 190

Reality Bites

, 189–190

Corporate governance

, 178–179

Corporate law

, 76

Corporate leaders

, 166

Corporate social responsibility

, 35

Corporate system

, 68

Corporations

, 75

Covid-19 vaccine

, 81

Creativity

, 52–55

Credit Lyonnais vs. Pathe Communications Corp

, 76–77

Curiosity

, 110–111

Customer call and service centres

, 33

Danfoss A/S

, 191

Bitten & Mads Clausen Foundation

, 197–199

courage and sustainability for optimal performance

, 191–195

ownership, control and governance

, 195–196

pencil profile

, 191

Day-to-day operational leadership

, 38

Decision theory

, 113–114

Decision-making cognitive process of operational leadership

, 37

Delaware Chancery Court

, 77

Direct leadership priorities

, 41–43

Directors’ safety parachute against shareholders

, 77

Disadvantageous inequality

, 111–112

Discrete structural alternative’

, 47

Dominant Logic ‘Creep’

, 2–4

Dynamic psychological organism

, 102

Ebb and flow of responses at firm’s apex

, 254

Economic theory

, 71–72

Effective business leadership

, 91

Effective leadership

, 8

Effective operational leadership

, 107–114

Effective sense-makers

, 123–125

“Efficiency wage” theory

, 154

Emotional reactions

, 114

Employees

, 80, 104

Enfranchised stakeholders

, 65–66

Enthusiasm without appropriate knowledge and insight equals failure

, 239–241

Ethics

, 23

Experts

, 107–108

Firm business leadership

, 5

Firm compensation schemes

, 82

Firm leaders

, 50, 65

Firm leadership

, 19, 32, 127, 134, 154, 228

cognitive process

, 67

Firm longevity

, 151–153

Framing

, 101

‘Gleichschaltung’

, 23

Governance, time to address issues of

, 65–67

GPS

, 104

Haldane, Andrew (Chief Economist and Executive Director of the Bank of England)

, 160–162

Hays Travel

, 158–159

‘Herd’ approach

, 5

Hierarchical control

, 52

Hierarchical Relations

, 47

Hierarchy

, 69–70

‘Hippocratic Oath’ for leaders

, 125

Hollow Men

, 8–10, 32–34

Homo Economicus

, 105

‘Human relations’ management logic

, 138

Identity as driver of operational effectiveness

, 108–110

Inculcated code of practice

, 125

Individual decision-making

, 103

Industrial foundations

, 175, 182

Industrial Revolution

, 91

Institutional environment (IE)

, 66

Internet of Things (IoT)

, 209

‘Intrinsic commitment’ view

, 75

Investor

, 78

Irrational behaviour

, 112–114

Kakistocracy

, 1

Labour market flexibility

, 154

Leaders

, 10–11, 30, 32, 36, 46, 48, 59, 73

acknowledge

, 49–51

address disparity between dominant principles and operational reality

, 67–70

exhibit progressive and psychologically insightful leadership logic

, 156–172

as moderators

, 49

willing to lose to succeed

, 134–138

Leadership

, 1, 3, 35

code of conduct

, 126

crisis

, 6

decisions

, 55

effectiveness

, 2

enlightenment as bottom/middle–up phenomenon

, 226

‘get real’ view of leadership capabilities

, 105

innovations

, 133

irrelevance

, 19–22

legitimacy

, 120–121

logic

, 36

perspective of risk and recompense

, 122–123

process

, 5

responsibility

, 132

traits

, 41

Licence to lead

, 34–36

Logic of change

, 102

Longevity principles (Funabashi)

, 179–180

Loss Aversion

, 100

Low leadership self-concept

, 140

Malignant normality

, 19

A-changing times

, 30–32

acknowledge

, 22–27

firm leadership

, 19

Hollow Men

, 32–34

irrelevance of leadership

, 19–22

licence to lead

, 34–36

programme

, 37–40

time for leadership reality check

, 27–29

‘Management engineering’ levers of success

, 108

Market Relations

, 47

Marks & Spencer plc

, 139

McCall, Carolyn (Chief Executive of ITV plc)

, 156–157

Megatrends

, 194–195

‘Metanoia’

, 3

Milton Friedman’s Chicago School of economic theory

, 2

Model Business Corporation Act (MBCA)

, 76

Modern property rights theory

, 78

Monetary economics

, 96

Multi-disciplinary, integral leadership logic

, 145–146

Netflix

, 54

New firm dynamic

, 82–85

Non-conformist’ firms

, 55

Novo Nordisk A/S

, 200

history and founder motivations

, 200–201

Novo Nordisk Way

, 201–204

pencil profile

, 200

share and ownership structure

, 204–208

Novo Nordisk Foundation

, 205–206

Novo Nordisk Haemophilia Foundation (NNHF)

, 207

Novo Nordisk Surplus, beneficiaries of

, 207

Nudges

, 104

Operational leaders

, 53, 70

Operational leadership, 9 (see also Progressive leadership)

decision-making cognitive process of

, 37

logic

, 41–43

role and responsibility

, 58

Operational nudges

, 104

Optimal decision-making

, 55–61

Organisational social character

, 142

Ownership

, 78

Personal metanoia

, 228–237

Personal metanoiarequirement for

, 221–222

Phraseology

, 101

Polman, Paul (Former CEO of Unilever 2009–19 and Co-founder of Imagine)

, 168–172

Post-war economics

, 97

Printed circuit board (PCB)

, 52, 61

Proctor & Gamble (P&G)

, 168

Profit optimisation

, 195

Programme

, 37–40, 92–95

Progressive

, 4–5

Progressive beliefs

, 172–173

Progressive capitalism

, 48

Progressive Era, The

, 179

Progressive firm leadership

, 232–237

Progressive firm profiles

, 175

Bosch GmbH

, 209–217

change record

, 178–180

Cordant Group

, 185–190

Danfoss A/S

, 191–199

Novo Nordisk A/S

, 200–208

progressive leadership principles and priorities

, 181–184

pyramid

, 175–178

Progressive indicators

, 181

Progressive leaders

, 101, 239

apply responsible and relationally intelligent perspectives during transition

, 263–264

detailed and phased operational ‘infiltration’

, 258–262

dynamic of progressive leadership paradigm

, 222–224

enthusiasm without appropriate knowledge and insight equals failure

, 239–241

firm and personal implications

, 243–246

firm longevity

, 151–153

genes, experiences and reflections of individual

, 154–156

key insights and responsibilities

, 227

leaders exhibit progressive and psychologically insightful leadership logic

, 156–172

personal metanoia

, 228–237

perspectives and priorities

, 151

progressive beliefs

, 172–173

psychological’ approach to interactions

, 250–253

requirement for personal metanoia

, 221–222

Sober’ Progressive Leadership Realities

, 242–243

structured, ‘rolling’ consultative and collaborative process

, 246–250

synergy through ambition allied to realism

, 224–228

upstairs

, 253–258

Progressive leadership

, 29, 38

apex of firm

, 141–144

blended value proposition

, 117–119

changing firm and leadership dynamic

, 119–128

drill down to substrate

, 119–120

effective sense-makers

, 123–125

leaders willing to lose to succeed

, 134–138

leadership legitimacy

, 120–121

listen to voices

, 138–140

logic

, 87

multi-disciplinary, integral leadership logic

, 145–146

oath and address failure to thrive

, 125–128

operational issues

, 128–140

principles and priorities

, 181–184

psychology

, 117

true leaders

, 121–123

‘wicked’ problems

, 132–134

‘Progressive Leadership ’Grand Challenges’

, 60

Progressive Leadership ‘Recipe’, components of

, 180

Progressive mindset

, 137

Progressive’ theory of firm

, 81

Prospect theory

, 95–101

principles underlying

, 100

Protective individualism

, 138

Psychological approach to leadership

, 94

Psychological drivers

, 107–114

Psychological process

, 142

Psychological’ approach to interactions

, 250–253

Psychology

, 95

Psychology of leadership

absurdity, glory and complexity of ‘real’ leadership

, 88–92

fundamental leadership issues

, 87–88

in nutshell

, 114–115

people

, 101–107

programme

, 92–95

psychological drivers and effective operational leadership

, 107–114

‘utility’ and prospect theory

, 95–101

Pyramid

, 175–178

Real progressive leader, roles and responsibilities of

, 136

‘Real’ leadership, absurdity, glory and complexity of

, 88–92

Recognition of multiplicity of options in face of perceived inequity

, 111

Reflective trust

, 69–70

Relations

, 47

Relative positioning

, 100

Responsible Capitalism

, 183

Robert Bosch Industrietreuhand KG

, 214–215

Robert Bosch Stiftung

, 213–215

Senior officers

, 81

Shareholders

, 81, 83, 182

Short-termism

, 181

Small probabilities

, 100

Sober’ Progressive Leadership Realities

, 242–243

Social capital

, 44

Social character

, 142

Social Relations

, 47

‘Spoke and hub’ approach

, 67

Sustainability

, 35

Sustainable Development Goals (SDGs)

, 192–193

Synchronisation

, 23

Synergy through ambition allied to realism

, 224–228

Team production model

, 82

Theory of firm

, 46, 65, 79–81

fundamental questions

, 74

law and

, 76–79

leaders address disparity between dominant principles and operational reality

, 67–70

new firm dynamic

, 82–85

time to address issues of governance

, 65–67

for today and tomorrow

, 85

unpicking

, 70–76

Time for leadership reality check

, 27–29

Top management

, 8

Total responsibility management

, 126–127

True leaders

, 121–123

True leadership

, 88–89

Trumpism

, 22

Trust

, 47

Twenty20 Capital

, 189

United Nations Sustainable Development Goals

, 171

‘Utility’

, 95–101

Visceral behaviour

, 112–114

‘Western’ capitalist model

, 55

WhatsApp

, 54

‘Wisdom’ of leaders

, 56