Format:
1 Online-Ressource (220 Seiten)
Edition:
1st ed
ISBN:
9783030973117
Note:
Description based on publisher supplied metadata and other sources
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Intro -- Foreword -- Leadership in the 21st century -- Contents -- About the Editors -- Chapter 1: Introduction: Key Elements of Leadership in the Twenty-First Century -- 1.1 Digitalization Under COVID 19 Conditions -- 1.2 The Search for the Self-Meaningful Work, Meaningful Life -- 1.3 Mindfulness as a New Basic Mental Constant for a Successful Life -- 1.4 Building Mindfulness Cultures in Companies -- 1.5 Mindful Leadership -- 1.6 Topic Overview -- References -- Part I: Fundamentals of Mindful Leadership: Philosophy, History and Cultivation -- Chapter 2: Mechanisms of Action of Mindfulness as a Prerequisite for Mindful Leadership -- 2.1 On the Analysis of the Empirical Situation on the Topic of Mindfulness -- 2.2 MBSR as a Secularized Approach to Contemplation -- 2.2.1 Theoretical Background of the MBSR Program -- 2.2.2 Structure and Composition of the MBSR Program -- 2.2.3 Seven-Factor Approach -- 2.3 Zen as a Traditional Asian Mindfulness Practice -- 2.3.1 What Is Zen? -- 2.3.2 Process -- 2.3.2.1 Thinking as Non-thinking -- 2.3.3 The Exercise as Preparation for a Possible Transcendence Experience -- 2.4 Ignatian Spiritual Exercises as a Purgatorial Spiritual Mindfulness Practice -- 2.4.1 ''Spiritual Exercises'': Basic Axioms of the Ignatian Way of Prayer -- 2.5 Transtheoretical Model of Behavior Change in the Meditation Process -- 2.6 Mechanisms of Action of Mindfulness -- 2.7 Current State of Research on Mindfulness -- 2.7.1 Mindfulness and Well-Being, Performance Enhancement -- 2.7.2 Resilience and Stress Resistance as a Resource of Mindfulness -- 2.7.3 Improvement of Learning and Memory Processes and Concentration -- 2.7.4 Emotion Regulation, Self-Awareness and High Compassion -- 2.7.5 Physical and Mental Well-Being -- 2.7.6 Self-Efficacy -- References
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Chapter 3: Religious Roots of the Concept of Mindfulness as a Reference Point for Ethical Leadership -- 3.1 Introduction -- 3.2 Mindfulness in the Context of Religious Traditions -- 3.3 Mindfulness in the Context of Modern Resilience Research -- 3.4 Leadership in an Economic Context -- 3.5 Ethics and Leadership in the Economic Context of Leadership -- 3.6 Mindfulness as a Reference Point for Ethically Oriented Leadership -- References -- Chapter 4: Ethical Cornerstones of People-Oriented Leadership -- 4.1 Introduction -- 4.2 Human Service as a Practical Attitude of Virtuous Action -- 4.3 Sense of Coherence -- 4.4 Support Self-Esteem in the Individual and Team -- 4.5 Pleasure and Sensuality Through Work -- 4.6 Cardinal Virtues -- 4.6.1 Wisdom -- 4.6.2 Justice -- 4.6.3 Bravery -- 4.6.4 Moderation -- 4.7 Secondary Virtues -- 4.8 Vices -- 4.9 Psychogram of an Immature Leader -- 4.10 Spirituality in Leadership Practice -- 4.11 Mindful Leadership and Complexity -- References -- Chapter 5: Is Mindfulness a Key Characteristic of a Jugaad Leader? -- 5.1 Introduction -- 5.2 Application of Mindfulness -- 5.3 Jugaad: A Way of Thinking -- 5.4 Research Method of the Leadership Study -- 5.5 Results and Discussion of the Leadership Study -- 5.5.1 Characteristics of a Jugaad Leader -- 5.5.2 Mindfulness -- 5.5.3 Creativity -- 5.5.4 Focused: Goal-Oriented -- 5.5.5 Responsibility -- 5.5.6 Intuition -- 5.5.7 Adaptability and Flexibility -- 5.5.8 Efficiency -- 5.5.9 Emotional Intelligence -- 5.5.10 Communication -- 5.5.11 Leading by Example -- 5.5.12 Sustainability -- 5.6 Conclusion -- References -- Chapter 6: The ''Ideal Ruler'' in China: Confucian Tradition and Contemporary Political Practice -- 6.1 Preliminary Remarks -- 6.2 ''Junzi'': The Ideal Figure of a ''Noble'' -- 6.3 Ruling Traditions -- 6.4 Mindfulness and ''Ideal'' Ruler -- 6.5 Characteristics of the ''Junzi''
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6.6 Rule of the Ritual -- 6.7 Formation of the Modern ''Noble'' -- 6.8 Mindfulness of Political Leadership -- 6.9 Culture of Paternalism -- 6.10 State Propaganda of the Image of the ''Noble'' Man -- 6.11 Conclusion -- References -- Part II: Transfer from Theory to Practice -- Chapter 7: Resilience and Mindfulness: Concepts and Interventions for Organizations in Times of Change -- 7.1 Shaping Life in a Changing World -- 7.1.1 Social Change -- 7.1.2 Change in the World of Work -- 7.1.3 Changing Education and Training in Work Contexts -- 7.2 Promoting Resilience: Models as Maps in Difficult Terrain -- 7.2.1 Shaping Self and Environment -- 7.2.2 Understanding Mindfulness -- 7.3 Mindfulness in Organizations -- 7.3.1 Wellbeing in the Workplace -- 7.4 Interventions to Promote Mindfulness -- 7.4.1 Person -- 7.4.2 Team -- 7.4.3 Organization -- 7.5 Mindfulness in Organizations: Connecting the Dots -- References -- Chapter 8: Taming the Mind -- 8.1 Introduction -- 8.2 Changed Work -- 8.3 Attention Economy -- 8.4 Occupational Health -- 8.5 Mindful Leadership to Promote a Healthy Workplace -- 8.6 Conclusion -- References -- Chapter 9: The Role of Ethics in Leadership: A Practical Model for Mindful Ethical Leadership -- 9.1 Good Leaders and ''Good Leadership'' -- 9.1.1 Introduction -- 9.1.2 The Ethical Reality Is Much More Diverse than a Binary Evaluation of Right/Wrong -- 9.1.3 Dilemmas Force Leaders to Get Their Hands Dirty -- 9.1.4 The Need for Action: Courage Is Needed to Be a Good Leader -- 9.1.5 Summary -- 9.2 Authenticity: Clarity About a Leader's Own Values -- 9.2.1 Introduction -- 9.2.2 A Definition of Authenticity: Clear Boundaries, Ideals and Values -- 9.2.3 The Clear Communication of One's Own Values Is Part of Authenticity -- 9.2.4 The Authenticity Multiplier: Charisma -- 9.2.5 Summary
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9.3 Realignment of Values Through Openness and Attentiveness to Feedback -- 9.3.1 Introduction: Authenticity as a Balance Between Flexible and Dogmatic Values -- 9.3.2 Organizational Silence as an Obstacle to Change -- 9.3.3 Why Do Managers Fear Negative Feedback? -- 9.3.4 Why Do People in Organizations Give Negative Feedback? -- 9.3.5 How Can Organizational Silence Be Prevented? -- 9.3.6 Active Appreciation of Feedback: Listening -- 9.3.7 Summary -- 9.4 Reconciliation of Different Directions: Dealing with Dilemmas and Different Interests -- 9.4.1 Introduction: Good Leaders Try to Solve Dilemmas -- 9.4.2 What Is a Dilemma? -- 9.4.3 The Different Options for Resolving a Dilemma Through Reconciliation and Feedback -- 9.4.4 Summary -- 9.5 Use Authority as a Leader for the Common Good -- 9.5.1 Introduction: The Role of Managers in Ethical Incidents -- 9.5.2 All Organizations Are Hierarchies with Leaders -- 9.5.3 The Extreme Power of Authority -- 9.5.3.1 Different Forms of Authority -- 9.5.3.2 Obedience to Authority: The Milgram Experiment -- 9.5.4 Summary -- 9.6 Practical Model for Mindful Ethical Leadership: AHRA -- 9.6.1 Introduction: Combining the Concepts into a Practical Model -- 9.6.2 Practical Tips for Developing Authenticity -- 9.6.2.1 Basic Values Exercise -- 9.6.2.2 Communication Tips for Authenticity -- 9.6.3 Practical Tips for Promoting Openness -- 9.6.4 Practical Tips for the Creative Dilemma Reconciliation -- 9.6.5 Practical Tips for Using Authority as a Force for Good -- 9.6.5.1 Practical Tips for Using Authority as a Tool -- 9.6.5.2 Exercising Authority: Dare to Use Your Authority! -- 9.6.6 Summary -- References -- Chapter 10: Digitalization as a Challenge for Mindful Leadership -- 10.1 Introduction -- 10.2 Mindful Leadership Between Psycho-Cliché and Agile Transformation Events -- 10.3 Mindful Leadership: What It Is and What It Is Not
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10.4 Mindfulness as a Dialogue Tool -- 10.5 Practical Example of Mindful Leadership: The ''SparX'' Workshop Series -- 10.5.1 Building Block 1: Change Management -- 10.5.2 Building Block 2: Communication -- 10.5.3 Building Block 3: Trust in Technology -- 10.5.4 Building Block 4: Innovation Management -- 10.6 Mindful Leadership also Means: Playing, Traveling, Educating Together -- 10.7 Stakeholder Analysis: Identify Stakeholders and Take a Closer Look at Them -- 10.8 LEGO SERIOUS PLAY: Playfully Developing Digital Strategies -- 10.9 Digitalization Journey: Identifying Your Own Innovation Potential and Developing Digital Innovations -- 10.10 Online Seminars: Sustainable and Effective Qualification -- 10.11 A Methodical and Managerial Understanding of Mindful Leadership -- References -- Chapter 11: Mental Training as a Self-Management Practice at Work -- 11.1 Introduction -- 11.2 Sociohistorical Reasons for the Absence of Mental Training Techniques from Occupational Health Management Programs -- 11.3 Use of Mental Training in Everyday Professional Life -- 11.3.1 More Support Thanks to Self-Talk -- 11.3.2 Strengthening Self-Confidence -- 11.3.3 Increase Motivation -- 11.3.4 Increase in Performance -- 11.3.5 Stress Reduction -- References -- Chapter 12: Leadership and Cooperation: Ethical Considerations and Moral Frameworking -- 12.1 Introduction -- 12.2 Drifts in the Concepts and Practices of Leadership -- 12.2.1 What Is Leadership? -- 12.2.2 Expansion of Leadership Perspectives -- 12.2.3 Leadership and Ethics -- 12.3 Theory and Concepts of Cooperation -- 12.4 Ethics of Cooperation and the Role of Leadership -- 12.4.1 Ethics of Cooperation -- 12.4.2 The Role of Leadership -- 12.5 Pragmatics of an Ethics of Leadership as Facilitating Cooperation (How to Do «It») -- 12.6 Does Cooperation Pay Off? -- References -- Chapter 13: Mindfulness and Technology
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13.1 Introduction
Additional Edition:
Erscheint auch als Druck-Ausgabe Schulte, Volker Mindful Leadership in Practice Cham : Springer International Publishing AG,c2022 ISBN 9783030973100
Language:
English
