Business has changed dramatically over the last two decades: Globalization, cross-national strategic alliances and mergers, privatizations, outsourcing, information technology innovations, and the increasing short term contract culture have all influenced this. In turn, the role of managers
has had to adapt and change. The organizations they work in have changed in size and organizational structure. Their management style has had to adapt, as the workforce they manage has become more dispersed and come to live in a state of permanent job insecurity. Moreover, the demands placed on
managers by change seem a prerequisite, as business continues to develop as rapidly as ever.
This volume brings together the thoughts of leading figures from industry, academia, the public sector, professional bodies, and the media, to reflect on what the twenty-first century may mean for businesses and their leaders. The contributors examine what trends the mark the global economy in the
twenty-first century, how this will affect businesses, and what will be required in terms of leadership and management to manage effectively? In doing so they cover such topics as leadership, corporate culture, organizational structures, innovation, working life, and management education and the
business school.

• Introduction


• Section 1: Challenges of the Business Environment


• 1: Bill Starbuck: Four Great Conflicts of the 21st Century


• 2: Andrew Kakabadse: Discretionary Leadership: From Control/Coordination to Value Creation Through Polylogue


• 3: Prabhu Guptara: Managers' Lives, Work, and Careers in the 21st Century


• 4: Ken Starkey: Late 20th Century Management, the Business School, and Social Capital


• Section II: Leadership and Management in the 21st Century: The Academics' View


• 5: Chris Argyris: A Next Challenge in Organizational Leadership


• 6: Gary Latham: Leadership in the Private Sector: Yesterday Versus Tomorrow


• 7: Keith Grint: 21st Century Leadership: The God of Small Things, or Putting the 'Ship' Back Into 'Leadership'


• 8: Fred Fielder and Joseph E. Garcia: Leadership in a Non-Linear World


• 9: Anne Huff: An Agenda for Understanding Individual Leadership in Corporate Leadership Systems


• Section III: Leadership and Management in the 21st Century: The Practitioners' View


• 10: Hamish McRae: Leading Cpaital and the Global Economy


• 11: Howard Davies: Working On (And On And On...)


• 12: Geoff Armstrong: Managing Performance Through People: The Challenge for Tomorrow's Organization


• 13: Michael Bichard: Managing for Creativity


• 14: David Rhind: Herding Cats or Luxuriating in Talent? Leadership and Management of Universities


• 15: Sue Cox and Steve Fox: Management Education and Leadership


• 16: Val Gooding: What will tomorrow's organisation/company look like over the next couple of decades?

Cary L. Cooper, is Professor of Organizational Psychology and Health, Lancaster University Management School and Pro Vice Chancellor (External Relations) at Lancaster University, and formerly Deputy Vice Chancellor (External Relations) of the University of Manchester Institute of Science and Technology (UMIST). He is the author of over 100 books (on occupational stress, women at work and industrial and organizational psychology), has written over 400 scholarly articles for academic journals, and is a frequent contributor to national newspapers, TV and radio.