Satinder K. Dhiman is a Professor of Management and Associate Dean, MBA Director, and Chair of the School of Business at Woodbury University, the United States. A recognized leading thinker in the field of workplace spirituality and sustainability, he has also completed advanced Executive Leadership Programs at Harvard, Stanford, and Wharton.

Introduction, Part I: Leadership Theories/Styles/Types: Past and Present, 1. What would Marcus Aurelius Do? The Stoic Art of Leading and Managing Change during Turbulent Times, 2. Servant Leadership and Overcoming Resistance to Change: A Diagnostic Framework, 3. Quite Ego Leadership: Leading Wisely in Times of Change, 4. How Does Responsible Leadership Fit with a Participatory Management Model?, 5. Speaking Truth to Power: The Leader Voice and the Voices they Listen to, 6. New Forms of Self-Actualized Leadership: Leading Organizational Change Back to Human, 7. Q¿bus-n¿ma on Virtuous Leadership: A Medieval Model for Modern Business, 8. Getting to the Essence of Leadership: Yoga as a Foundational Framework, 9. How Culture Influences Leadership Styles in Africa, 10. Exploring the Dark Side of Leadership, 11. Leading Successful Transitioning: Back to Basics of Elizabeth Kubler-Ross' Contribution, Part II: Motivation, Mindfulness, and the Changing Landscape of Leadership, 12. Motivational Strategies of Circular Economy Companies: Five Case Studies from Finland, 13. Why Leaders in the U.S. Build Businesses with Purpose, 14. Mindful Change Management for Disruptive Artificial Intelligence, 15. Shock Leader Mindfulness: An Essential Element for Leading Organizations through Crises, 16. Change Management and Nike's Sustainable Product Innovation, 17. Self-Development: Mapping the Enablers of Personal Growth within Changing Organizations, 18. The Role of Leadership in Delivering Organizational Value through Innovation and Change Management, 19. Prepare for being Unprepared: Learning about Collective Leadership, Change Readiness and Mindful Organizing from an Extreme Case Study of Rowing across the Atlantic, Part III: Emerging Trends in Leadership and Change Management, 20. Leadership for Future: Co-creation in Communities, 21. Indifference, Discernment, and Adaptation: An Ignatian Approach to Leading Change in (Jesuit) Higher Education, 22. New Pathways for Religious Leadership: Change in Highly Traditioned Organizations, 23. Female Global Leadership at the Time of Anthropogenically-Driven Extinction, 24. Beyond Role Expectations: Gender, Leadership Emergence, and the Changing Nature of Work, 25. The Changing Political Landscape: Women in Leadership, 26. Women Leadership in Higher Education: Barriers and Success Factors, Part IV: Leading and Managing Effectively During Uncertain, Disruptive Times, 27. An Integrative Approach to Change: The Role of Responsible Leadership in Taming Wicked Change Paths, 28. Understanding the Potential of Leadership for Change with Empirical Wisdom, 29. Insights from State-Owned Enterprises Transitioning to the Market Mode: Lessons for Organizational Transformations, 30. Another Resilience Test? The Lebanese Leadership and Human Response During COVID 19, 31. An Anatomy of Self Leadership: A Key to Workplace Wellbeing, Growth and Change, 32. Leadership and Change Implications of Freedom in the Age of Artificial Intelligence, 33. Management Strategies for Technology Change