In today’s episode, we’re unpacking Chapter 10 of Exploring Leadership (2nd edition) written by Richard Bolden, Jonathan Gosling, and Beverly Hawkins. In this final chapter, the authors examine the evolution of responsible leadership practices, the spiritual and ethical dimensions of leadership, and emerging substitutes for leadership such as partnerships and self-organized groups. They emphasize that leadership is relational, contextual, and ongoing, calling leaders to act as stewards who consider the broader impact of their decisions on people, communities, and future generations. The chapter also highlights the importance of purpose, human values, and cultural context in shaping effective leadership practices.Exploring Leadership:Bolden, R., Gosling, J., & Hawkins, B. (2023). Exploring leadership: Individual, organizational and societal perspectives (2nd ed.). Oxford University Press.Triple Bottom Line:Elkington, J. (1998) Cannibals with Forks: The Triple Bottom Line of 21st Century Business. Stony Creek, CT: New Society Publishers.Spiritual Leadership:Fry, L. (2003) Toward a theory of spiritual leadership. The Leadership Quarterly, 14(6), 693-727. https://doi.org/10.1016/j.leaqua.2003.09.001Fry, L., and Cohen, M. (2009), Spiritual leadership as a paradigm for organizational transformation and recovery from extended work hours cultures, Journal of Business Ethics, 84(2), 265-278. https://doi.org/10.1007/s10551-008-9695-2Fry, L., and Slocum, J. (2008) Maximising the triple bottom line through spiritual leadership, Organizational Dynamics, 37(1), 86-96. https://doi.org/10.1016/j.orgdyn.2007.11.004Grint, K. (2010) The sacred in leadership: separation, sacrifice, and silence, Organization Studies, 31(1), 89-107. https://doi.org/10.1177/01708406093470Autonomist Leadership:Western, S. (2014) Autonomist leadership in leaderless movements: Anarchists leading the way, Ephemera, 14(4), 673-69. https://www.ephemerajournal.org/sites/default/files/pdfs/contribution/14-4western_0.pdfLeadership Ontology: Kelly, S. (2014) Towards a negative ontology of leadership, Human Relations, 67(8), 905-922. https://doi.org/10.1177/001872671350317

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