ABSTRACT
We started this volume with the aim to explore the question of good leadership in liquid times from different angles. The theoretical frameworks were found in Kenneth J. Gergen’s line of thought on relational being and Hubert J.M. Hermans’s dialogical self theory. During our exploration, new questions came to the fore, the most burning one being the paradox between the need for a democratic and tolerant attitude in coping with diversity, and the tendency to opt out in case the other is too different and perceived as a threat for the comfort zone. Throughout all contributions in this volume, the focus is on the dynamic rather than the static and processes instead of procedures and entities. In the complex ‘gridwork’ of ‘good leadership,’ intersectionality is predominant. Positioning, counter- and repositioning, telling and retelling seem to be characteristic in the processes involved in moral and spiritual leadership. The contributions invite us to accept the rhizomatic character of ‘good leadership’ in a globalizing world with plural moralities and its challenges of inclusion, exclusion and expulsion. Imagination is seen a core characteristic of ‘good leadership’ – caring for people and challenging them to get out of their comfort zone to build moral or existential resilience.
Although at first sight the authors seem to follow the same line of thought with regard to the understanding of the core concepts of this volume, a second glance shows interesting differences in articulation. The theoretical explorations and professional ‘examples of good practice’ presented by the authors are meant to inspire the reader to respond to the complexities of leadership in her/his own context of a plural world.
