First James Lovelock, and recently Prince William and David Attenborough believe that we have reached a tipping point in the process of climate change. Whether they are right or not, it is certainly true that the impact of humankind upon the ecology of the earth has reached a point where real changes in human behaviour are required. If managers are to be enablers of planetary survival then we need to develop a new approach to risk, which explicitly includes ecological limits upon economic behaviour. This implies a fundamental reorientation of their role in allocating resources to minimise risk and maximise reward.

This book brings together some of the brightest contemporary thinkers on leadership, complexity and sustainability to consider the big ideas that we will need to make the changes required, and to outline the major themes that can inform a new approach to constructing a green world. It looks at how to ensure that local models of sustainability are able to flourish in the context of global networks and presents specific case studies of markets and organisations that offer insights into the development integrated solutions and the leadership lessons we can learn.

Combining both theory and practice, this book serves to guide business managers and provides deeper insight and critical perspectives on some of the key issues facing leaders moving towards the green economy. It also provides useful supplementary reading for students in business and environmental studies.

chapter 1|10 pages


ByAndrew Taylor

part I|132 pages

Shaping the leadership challenge

chapter 2|27 pages

Speaking truth to power

The perils of (scientific) leadership in the green economy
ByDavid Collins

chapter 3|29 pages

Values and leadership in the Anthropocene

ByChris Rose, Pat Dade

chapter 4|23 pages

What can young social entrepreneurs tell us about environmental leadership?

Perspectives from Brazil and India
ByBharati Singh

chapter 5|28 pages

Frontiers of freedom

US environmental leadership
ByHeather Crawford, Adam Bronstone

chapter 6|23 pages

The weaponisation of climate change

Environmental leadership in the age of Trump
ByElesa Zehndorfer

part II|66 pages

Systems and complexity

chapter 7|31 pages

Complex systems literacy

Social dilemmas – the setup for managerial decision-making in a complex world
ByLigia Cremene

chapter 8|14 pages

Green shoots

Emergent systemic leadership and critical systems practice
ByAmanda J. Gregory, Jonathan P. Atkins

chapter 9|19 pages

Complexity and networks

ByYasmin Merali

part III|132 pages

Looking forward

chapter 10|24 pages

Stewardship and strategy in turbulent times

ByAndrew Taylor

chapter 11|26 pages

The ‘Undergrowth Movement' and the virtues of leadership

ByMargaret Atkins

chapter 12|21 pages

The ‘interesting' case of EU Commission leadership and the emission trading scheme

ByVanessa Oakes, Adam Bronstone

chapter 13|28 pages

Reshaping green retail supply chains in a new world order

ByDavid B. Grant, Dan-Cristian Dabija, Virva Tuomala

chapter 14|31 pages

Climate risk and adaptation in Wales

Leadership for future generations?
ByAlan Netherwood, Andrew Flynn

part IV|64 pages

Further reading

chapter 16|10 pages


ByAndrew Taylor