And the lords and knights who formed the cutting edge of the armies knew what they were getting themselves into when they took the cross because they were closely acquainted with war and knew some of the problems of travel in the Middle East. Pilgrimage to Jerusalem was very popular in the eleventh century, and while people of all classes made the journey, nobility and knights were the prime participants. Robert of Normandy’s grandfather died at Nicaea on pilgrimage in 1035, while Robert of Flanders’ father visited Jerusalem in the years 1086–89, and at Constantinople he met Emperor Alexios (1081–1118), to whom he promised and sent 500 knights.

A man to whom God grants that he may return will be greatly honoured in this world. Whoever has loved well in his country should preserve the memory of it wherever he goes. And may God allow me to enjoy the best lady, so that I might find her in life and health, when God has completed his business!

The concept of crusading is inextricably linked with men, both in medieval sources and in modern imaginations. The quote above, from an anonymous twelfth-century Anglo-Norman crusade recruitment song, extols the benefits gained by a returning crusader. It links crusading with the manly pursuit of honour, encouraging men to take the cross as a devotional sacrifice, leaving behind women and love. Returning to ‘the best lady’ was the crusader’s reward for completing ‘God’s business’. The idea that crusades were for men, and not for women, was probably widespread at the end of the twelfth century. Crusading had been conceived of and promoted by the medieval Church as a manly endeavour since the preaching of the First Crusade.

Plutarch in this essay gives advice to a ruler who lacks philosophical training. He suggests that the ruler needs to be aware before all else of the importance of self-control and good character that is the foundation of the effective governance of others. Rulers should fear doing wrong above all. He invokes the example of Epaminondas, who alone kept watch over the walls of Thebes while citizens celebrated at a festival. The broader idea is that the good ruler is one who thinks of the needs and well-being of other citizens first before worrying about their own welfare. In contrast, the tyrant is one whose fear of the subjects increases with their power. Wickedness in power is evident as repeated acts of rage, boastfulness, and vulgarity abound.

Why do individuals embedded in organizations act corruptly? Functionalist and economic approaches to corruption have had limited success in explaining why individuals choose corruption where there are strong institutional constraints, including monitoring systems, high costs, and strong punishments. The persistence of corruption despite such constraints has prompted researchers to consider more seriously the individual psychological drivers of corruption. This chapter reviews evidence on the psychology of corruption, finding that power, ethical leadership, personal gain and self-control, loss aversion and risk acceptance, rationalization, moral ambiguity and disengagement, learning, and emotion all influence an individual’s propensity to act corruptly within an organization. Anti-corruption measures that constrain these drivers include transparency, participation, and accountability measures that reduce incentives and opportunities for corruption. Organizations can also implement ethical measures like codes of conduct, anti-corruption training, attend to cultural dynamics, and use nudging interventions to incentivize clean behavior.

What if change could be planned, managed, and executed like a well-run project? Chapter 2 dives into the managerial perspective — an approach built on structure, strategy, and expertise. It traces how this view came to dominate the change literature and explores the models that continue to shape organisational practice today. But behind the order lies a tension: can complex human systems ever really be engineered? This chapter not only equips readers with powerful tools but also prompts critical reflection on what such tools leave out.

This chapter focuses on how to evaluate and improve the performance of health systems. It frames performance as a relative concept: how well a system attains its goals compared to what is achievable under given circumstances. It examines how health system architecture, including vertical and horizontal integration, influences performance. We also argue that improving performance requires strengthening key system components and propose four priority areas (the “LIST” elements): leadership, institutions, systems design, and technologies. Finally, the chapter argues that health systems must be accountable for determinants they can influence, even if external, and stresses the importance of rigorous assessment methods to inform evidence-based policy and effective reforms.

This chapter underscores the critical role of leadership in driving public health change. There is a rich scholarship on leadership, often organized around three archetypes: transactional, transformative and shared leadership. We define leadership as the ability to mobilize others to achieve change. As such, it is not restricted to those in positions of formal authority but can be exercised by all stakeholders in the health system. Leadership is essential to public health because public health challenges are, by nature, “wicked” problems that are becoming increasingly intersectoral, and that sit at the intersection of science and politics. Five leadership skills are of particular importance for the public health challenges of the twenty-firstst century: societal responsibility, systemic wisdom, comfort with uncertainty, mastery of change management and a focus on execution. Developing leadership skills is essential: without leaders, even the best-designed health systems will fail.

Co-management is in essence about collaboration and participation. In this chapter, definitions are provided for each, with recurring themes identified from definitions of collaboration and collaborative governance. The chapter explores these key themes in relation to the ‘what, who, how and why’ of collaboration, moving to distinguish between cooperation, coordination and collaboration, the nature of leadership in collaboration and the relevance of scale. The chapter then moves on to review the meaning and practice of participation, reflecting on the ‘why, who, how and when’ of participation. Challenges to meaningful participation are identified, noting critique of the adoption of a mechanical, technical approach rather than recognising the political and empowering potential of participation.

This final chapter looks to the future of intergroup theories and research, and to changes that could lead to stronger intergroup theories - remembering that the most practical thing is a good theory. First, closer ties are suggested between intergroup theories and research on (a) feminist theory (b) allyship and (c) intersectionality. Second, it is proposed that intergroup theories pay more attention to (1) integrating individual, group, and societal processes (2) irrationality and emotions (3) rights and duties (4) plasticity in intergroup behavior (5) leadership (6) conflict resolution.

Chapter 12 consolidates the book’s core arguments into managerial and societal implications, showing how mindful marketing can transform contemporary business practice. It conceptualizes mindful marketing as a moral and relational approach that aligns profitability with consumer well-being, social equity, and environmental sustainability. The chapter explains how mindful marketing can embed mindfulness across business functions, fostering collaboration between marketing and other management domains. It articulates the links between mindful marketing and leadership, human resource management, operations and supply chain, finance, and corporate affairs, indicating how mindful principles can guide policies, metrics, and everyday decisions. A structured mindful marketing plan translates these principles into actionable strategic steps for organizations. The chapter concludes by outlining future directions for mindful consumption and marketing, highlighting research priorities, educational applications, and cross-sector collaborations needed to shift markets from continual demand stimulation toward balanced, sustainable development grounded in shared value.