Leadership in a Turbulent Era

Edited by Harry Garretsen, Professor of International Economics and Business and Janka I. Stoker, Professor of Leadership and Organizational Change, Faculty of Economics and Business, University of Groningen, the Netherlands

• Contents1 Introduction on leadership and turbulence 1Harry Garretsen and Janka I. StokerPART I THE LEADERSHIP IMPLICATIONS OF TURBULENCE2 A turbulent era, really? 20Sjoerd Beugelsdijk3 Leadership in turbulent times: How do leaders respond? 41Harry Garretsen and Janka I. Stoker4 The seductive call for ‘new’ leaders 62Harry Garretsen and Janka I. Stoker5 Effective leadership in turbulent times 84Harry Garretsen and Janka I. Stoker6 Why is it so difficult to change? 108Harry Garretsen and Janka I. Stoker7 Ten leadership implications and five pieces of follow-up advice 126Harry Garretsen and Janka I. StokerPART II FIVE PIECES OF ADVICE FOR LEADERS IN ATURBULENT ERA8 Organizational ambidexterity clearly trumps top leadership,and certainly so in turbulent times 133Arjen Van Witteloostuijn9 Leader change visions: Steering collective movement in timesof turbulence 153Jill W. Paine and Sara Soderstrom10 Identity leadership in turbulent times 172Benedikt E. Kratzer and Rolf Van Dick11 Growing in the storm: The mindsets and practices stimulatingleader growth in turbulent times 194Susan Ashford and Katleen De Stobbeleir12 Strategic leader interfaces and power (im)balance in turbulenttimes 222Sarosh Asad13 In the end… as scary as it gets, it’s just turbulence 246Harry Garretsen and Janka I. Stoker

‘In an era of unprecedented turbulence, Garretsen and Stoker reveal how leadership is both a cause and consequence of uncertainty. Drawing on lessons from the past and insights for the future, this book offers a multi-level perspective—equipping leaders with the tools to navigate unpredictability with confidence. Readers will leave both reassured in their instincts and challenged to rethink common leadership assumptions. A must-read for anyone interested in how to lead through complexity and change.’