Introduction

The call for ‘strong leaders’ is stimulated by a general feeling of fear for ‘the other, ' the foreigner, the migrant. ‘Us’ and ‘them’ dominate our thinking and divide our social world. This points to the complexity of identification and the uncertainty regarding a sense of belonging. Instead of focusing on the distinctiveness of ‘us’ and ‘them, ' in this volume authors turn to multi-relational thinking and an inclusivist approach. The importance is emphasized of interrelated learning processes about and from each other’s value orientations and positioning. Boundary marking in relation to boundary crossing is one of the main aspects of this learning process. To respond to the challenges and resist ‘easy solutions, ' in this publication the authors explore the question of good leadership in liquid times from different angles. Their theoretical underpinning is founded in Kenneth J. Gergen’s framework of relational being and Hubert J.M. Hermans’s dialogical self theory. Taking into account the interactionality of theoretical approaches, professional practices, and daily issues, this volume offers food for thought for all scholars and practitioners committed to leadership in diversity.