Worldly Leadership

SHARON TURNBULL is an independent academic and Visiting Professor at the University of Gloucestershire Business School and the University of Worcester Business School, UK. Sharon is Associate at the Leadership Trust, UK. Her current research interests are global and worldly leadership, responsible leadership, and leadership development. PETER CASE is Professor of Management and Organisation Studies, at James Cook University, Australia and acting director of theBristol Centre for Leadership and Organizational Ethics, University of the West of England, UK. His research interests encompass the ethics of leadership, corporate social and environmental responsibility and organization theory.GARETH EDWARDS is Senior Lecturer in Organisation Studies at Bristol Business School, University of the West of England, UK. His current interests are in the application of ideas on aesthetics and leadership, community and dispersed theories of leadership. Before entering academia Gareth spent 12 years working for The Leadership Trust Foundation. He is a chartered psychologist. DORIS SCHEDLITZKI is Senior Lecturer in Organisation Studies at Bristol Business School. She holds an MSc and DPhil in Management Studies from the Said Business School, University of Oxford, UK. Her research focuses on organizational leadership with specific interest in leadership identities, leadership discourse and leadership construction.PETER SIMPSON is Reader in Organisation Studies at Bristol Business School and Director of MBA and Executive Education and Deputy Director of the Bristol Centre for Leadership and Organisational Ethics. His current areas of interest are spirituality, psychodynamics and complexity applied to issues of organisational leadership and strategic change.

• PART I: WORLDLY LEADERSHIP FRAMES Introduction: The Emerging Case for Worldly Leadership National Language and its Importance for Worldly Leadership Leadership Development as a Catalyst for Social Change: Lessons from a Pan-African Programme The Internationalization of Leadership Development Using the Worldly Leadership Lens to Approach the Task of Developing Women Leaders Worldly Leadership and Concepts of Community PART II: WORLDLY LEADERSHIP RESEARCH Children's Image of Leadership in China Implicit Leadership in Iran: Differences Between Leader and Boss and Gender Leadership in the Arab Middle East: Does the Islamic Tradition Provide a Basis for 'Worldly Leadership'? Worldly Leadership through Local Knowledge: Discovering Voices of Emirati Women Business Leaders Worldly Leadership in Pakistan Seth Organizations: An Empirical Challenge to the Concept of Global Leadership Linking the Worldly Mindset with an Authentic Leadership Approach: an Exploratory Study in a Middle-Eastern Context The Modern Challenges Facing Traditional Igbo Village Leadership Influences, Tensions, and Competing Identities in Indian Business Leaders' Stories The Competing and Paradoxical Identities in the Narratives of 21st Century Russian Leaders