Syed Tirmizi

Without urgent, systemic, and collective global interventions to address the emerging climate emergency, we are likely to continue to see a range of increasingly significant adverse impacts globally. Temperatures will continue to increase, ice shelves will melt, seas will rise, crops will fail, water scarcity will increase and spread, wildfires will accelerate, and food and water insecurity, violence, and the largest human migration in history will ensue. According to the Institute for Economics and Peace (IEP), these climate changes will displace over 1.2 billion people by 2050 at a rate currently exceeding 21.5 million people per year. This mass migration will create incredible burdens on political, legal, economic, agricultural, educational, and health infrastructures in future host countries, and we are globally unprepared. It is well-recognized that the solution to these crises lies in our collective awakening by embracing complexity and employing bold and holistic perspectives. However, theoretical and applied advancements that may meaningfully inform practical approaches to urgently address climate related threats remain scattered and insufficient. The purpose of our proposed paper is to advance the concept of adaptive polycentric meta-networks (APMNs) as a partial solution to collectively address climate crises. We draw upon key insights from works on polycentricity, complexity leadership, and meta-networks, to arrive at our integrative framework. We also discuss ways that the proposed framework aligns with the dynamics of collective mindfulness and practical wisdom, particularly to facilitate cross-sector and global collaborations, across cultures and spiritual practices, to achieve the climate change goals at a macro scale. We believe that our framework offers an important conceptual and practical pathway to tackle the complex dynamics of climate change, and to generate the needed collective sensemaking and awareness to awaken, engage, and align collective leadership where it is needed, at global, national, regional and local levels and across governments, NGOs, and corporate interests.

As societal demands to become more human, not less, are growing globally, the case to understand the relevance of humanistic leadership approaches such as values-based leadership (VBL) becomes urgent. While multiple leadership theories offer useful perspectives to inform VBL practice, empirical works - especially those focusing on studying its relevance from a cross-national perspective are significantly lacking. Additionally, little is known about the application of VBL in different work domains. This international study addresses these gaps by reporting on survey research from four different countries and six work domains. Specifically, this paper discusses a multi-country study about the relevance of VBL to the political, non-profit, public, private, religious, and community work domains. In general, our findings suggest that VBL is seen as relevant to highly relevant across the focal countries and six work domains. We also discuss some of the key similarities and differences in how respondents rated the relevance of VBL in different contexts. We conclude that VBL potentially offers a timely and robust vehicle to address some of the urgent aspirations that employees and practitioners are expressing globally.