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In this chapter, the author explains the three components of Trilogy of Taoist Leadership – responsible business, responsible management and responsible leadership. The concepts of business, management and leadership are defined from multiple angles, including an etymological perspective. The historical origins and evolution of these three areas are explored to provide a comprehensive understanding. The chapter concludes with a discussion of the interconnections among the trilogy's components and illustrates how the trilogy can contribute to the development of sustainable organizations.

This paper focuses on governance in higher education in China. It sees that governance as distinctive on the world scale and the potential source of distinctiveness in other domains of higher education. By taking an historical approach, reviewing relevant literature and drawing on empirical research on governance at one leading research university, the paper discusses system organisation, government–university relations and the role of the Communist Party (CCP), centralisation and devolution, institutional leadership, interior governance, academic freedom and responsibility, and the relevance of collegial norms. It concludes that the party-state and Chinese higher education will need to find a Way in governance that leads into a fuller space for plural knowledges, ideas and approaches. This would advance both indigenous and global knowledge, so helping global society to also find its Way.

Domestic violence in Hong Kong is understudied in various ways: (a) there is no study about the relationships between restorative justice and domestic violence, (b) women’s resilience in the context of domestic violence is seldom mentioned and (c) practitioners’ perspective is often not voiced. This chapter is an explorative study aiming at finding out the following: (a) the relationships between restorative justice and domestic violence in the context of Hong Kong, (b) the understanding and practical implications of women’s resilience from a cultural perspective and (c) the challenges of social work deliverance to victims of domestic violence in Hong Kong. The research of this chapter has been conducted by in-depth interviews with five social work practitioners who deal with victims of domestic violence daily. Three specific cases of domestic violence have been selected and systematically analysed, and the temporal results are: (a) it is challenging to exercise ‘restorative justice’ in cases of domestic violence; (b) Chinese women have a very different understanding of the ‘western’ concept of ‘women’s resilience’; (c) any social work relating to ‘women’s resilience’ is challenging to apply to Hong Kong and arguably any Asian contexts, and (d) restorative justice is not a widespread practice when it comes to domestic violence in Hong Kong.

In this chapter, the author provides a concise introduction to the 3C Model of Taoism in responsible management. The discussion delves into the fundamental concepts of sustainable development, including the 3P Model (people, profit and planet), which represents the key dimensions of sustainable business development. Additionally, the relationship between the 3C Model and the 3P Model is examined, highlighting the interconnectedness of these frameworks. The 3C Model of Taoism encompasses compassion, conservation and compliance, which are integral components of responsible management. By integrating these principles into management practices, organizations can foster a more sustainable and ethical business environment. The chapter concludes with a compelling business story that demonstrates the application of Taoist principles in the establishment and growth of a successful firm in the United Kingdom. This real-life example illustrates the positive impact of incorporating the 3C Model of Taoism in management practices, leading to a sustainable business.

This chapter introduces the aims, objectives and potential outreach of the handbook. The handbook is both a quest for insights from leadership theory and practice in the contemporary world and a manifesto for leadership training through a value-based approach to authenticity. Contributors in this handbook do not belong to the orthodox authentic leadership community. They offer varied, provocative views and personal case studies of leadership. Some endorse aspects of the concept of authentic leadership while developing new understanding of authenticity, others suggest that it is flawed; others offer fresh, challenging, leadership insights. The chapter concludes with a brief introduction to all chapters in the handbook.