ABSTRACT
Many institutional leaders report having spent significant time and energy on three of these dimensions; the fourth may be the essential requirement for the future. There is much evidence in the literature, and in the experiences that individual leaders bring with them to developmental programmes, to support the notion that people working in organizations find it challenging to deal with conflict. In making a sustained argument for effective leadership for turbulent times, they underline the importance of: reports on the outcomes of facilitating a number of collaborative conversations with business leaders around the topic of the importance of the contribution made by senior private sector executives to huge contemporary societal issues. The University of Bedfordshire took the initiative to set up an Environment Action Team, who produced a detailed picture of the university's carbon footprint, and evaluated suggested means of reducing it.
