spontaneity and motivation.

In the past we have focused on the choices of individual leaders. In today's highly complex organizations we are now coming to understand the nature of leadership as self-organizing and, as such, closely linked to ethics. This means that we can no longer understand ethics simply as centered rational choice in planning and action.

28:T464,

Part of the Complexity as the Experience of Organizing series, this book applies complex responsiveness theory to real-life leadership experiences. It features contributions from and details the experience of organizational practitioners, leaders, consultants and managers from various organizations through narrative accounts. It addresses questions such as:

How do widespread or global patterns emerge and evolve in the local interactions between people?
What actually happens in global change programmes?
What does this imply about the relationship between the local and the global?

Exploring the perspective of complex responsive processes, the book’s contributors examine how this assists them in making sense of their experience, and how this awareness then leads to their development.

This book is a valuable study for academics, business school students and practitioners, as rather than offering mere descriptions of organizational life, it provides reflective accounts of real-life experiences of researching in organizations.

29:T427,

Complexity theory is generating increasing interest amongst strategic thinkers. This fascinating book covers issues such as predictability, creativity and relationships as it considers how complexity, and its central principles of emergence and self-organization, are being used to understand organizations. The book:

introduces the variety of views put forward by different writers on complexity and management
outlines and critiques the way that complexity theory is frequently int