Integration and Leadership in the 21st Century

2018

The integral model of leadership-core dimension 1: Four quadrants/perspectives So what is leadership in and beyond organizations in the context of the integral model? And how does it go beyond the concepts of holism in leadership and management which have been outlined before? After having framed the integral approach conceptually, this and the following chapter will present two core dimensions of the integral model, which appear to be particularly important to leadership theory and practice. This chapter presents and discusses the concept of four quadrants. Chapter 5 will highlight how perspectives, behaviors and modes of reasoning can develop in complexity as people grow and mature, and what implications this has in all of these quadrants or dimensions. 4.1 Structural foundations As the overview of leadership research in chapter 1 has shown, the ways in which leadership has been understood, perceived and analyzed have changed over time, and have generally become more differentiated, integrating more and more dimensions of the phenomenon. The integral model of leadership is the most differentiated model available so far and provides a number of conceptual tools for mapping this complexity in a comprehensive, structured way. 4.1.1 Four dimensions of reality and its cognitive perception The integral model holds that what we call "reality", no matter in what domain, can be looked at from four basic analytical perspectives, each of which explores one specific dimension of reality. The concept of four quadrants, modelling the dimensions of reality and the typical perspectives of looking at them goes back to Ken Wilber's "Theory of Everything" (2000) which has been spelled out first in 1995. When putting together his synthesis of global knowledge and wisdom, Wilber (1995, 2000, 2001a and 2001b) found that all of the approaches he found could be attributed to either of the four quadrants. This distinction of four quadrants (realms or dimensions of reality) has later been further developed by Wilber, holding that each of them, again, has an inside and outside "zone" to it. It has also been taken up in multiple areas and fields, among these also in leadership theory (see Laske/Meister-Scheytt/Küpers, 2006, p. 77ff. and Deeg/Küpers/Weibler 2010, p. 121ff.). The model will be presented as such first, before looking at how it applies to leadership challenges in and beyond organizations. Wilber's model has emerged based on long-standing epistemological studies, in which he investigated and compared a variety of scientific disciplines, theories, epistemologies, methodologies and heuristics in view of their way of accessing reality and of the definition of their respective subject area. The development of the model also included an analysis of numerous Eastern and Western wisdom traditions, which also claim to make valid statements about "the world" and use certain methods and methodologies for doing that. Wilber's overall aim was to represent and summarize the essence of all these theories and teachings in one model, in an as simple way as possible. This brought Wilber to the conclusion that all the theories of knowledge he considered, as well as the theories about the world based on or derived from them can essentially be assigned to one of four LiFT Foundations & Resources Book http://leadership-for-transition.eu/ 102 fundamental perspectives on reality. He also found that this is true no matter whether they are scientific in the narrow (science) or broad sense (wisdom), no matter in which discipline, what their core questions are and which methods they choose for their process of inquiry.

2005

This article provides an introduction to the idea of integral leadership. It describes the basic premises of integral theory, focusing on the four quadrants, levels or stages of development, and lines or streams of development. It briefly examines the relationship of consciousness to leadership, and then provides an overview of the history of leadership theory from an integral perspective. It then suggests a distinction between an integrally informed approach to leadership and integral leadership, and closes with questions deserving further inquiry.

, a community of scholars and practitioners gathered in Berlin for the SIETAR 2012+38 forum. What drew them together was their strong desire to help bring about Global Integral Competence and Cosmopolitan Communication. To invite the leading edge of practice and thought to become present, we imagined a world, in 2050, where integral consciousness had become the average level of development of individuals throughout all cultures, and where integral competence had found its way into our brain, mind, culture and systems. We imagined that people would be versed in cosmopolitan communication practices, which ""enables coordination among groups with different, even incommensurate, social realities."(Pearce, 1989, p. 169

2017

In his article, the author argues that in the contemporary complex our organizational and leadership methods are quickly becoming obsolete. He takes us through the leadership theory development of the last century and focuses on the newest leadership trends, where every organization has to make sure to treat all personnel as potential leaders and provide them opportunities to grow and learn. Such circumstances preclude direct hierarchicalbureaucratic supervision, and leadership must rely on the expertise of employees with selective skill-sets and experiences. The author presents an integrated approach to leadership, and suggests that understanding, developing and practicing integrated leadership will better prepare all leaders to handle difficult situations under pressure.

2012

While Scott uses practical examples of change management to show why it is so important to do our inner work, the next essay in this section, by Jonathan Reams, provides research fi ndings from integral psychology and neuroscience that can help you recognize, name, and utilize the toolbox of inner resources we all have that can support your efforts to become a more transforming leader. Reams shows how an enhanced understanding of the function of the soul in its psychological meaning, the importance of intuition, and the neuroscience of the heart fosters a quality of consciousness that others can sense in you. It also can help you become open to more expansive options and increased opportunities.

2010

Leadership’ , 2008

The paper provides meta-paradigmatic perspectives on an integral understanding of leadership. In view of the various shortcomings of conventional leadership discourse, an integral orientation considers that leadership research demands a comprehensive framework and multi-level approach suited for investigating the complex, inter-related processes involved. Correspondingly, the outlined integral framework of leadership covers the interdependent dimensions and subjective, inter-subjective and objective dimensions of leaders and leadership. Furthermore, developmental stages and levels - classified in a dynamic cycle – open up a processual understanding of leadership. Finally, theoretical and methodological implications are discussed and some avenues for future research and perspectives of integral leadership presented.

Business Strategy Review, 2008

Most of the research on leadership in organisations draws on one of several basic conceptualisations each of which derive from a single aspect of organisational behaviour. Leadership theories typically describe the styles leaders use on only one behavioural dimension, for example, whether their managerial focus is more on task issues or people issues. However, managerial practice requires the simultaneous exercise of leadership behaviour across many dimensions. This chapter outlines Integrated Leadership, a conceptual model which reflects the complexity of the multiple styles used by leader-managers in organisations. The Integrated Multi-Style Model posits that effectiveness results from the combined effect of the leader-manager's behaviour across multiple dimensions. The model points to a need for empirical investigation of the various style patterns across multiple behavioural dimensions, and of the comparative effectiveness of the different combinations of leadership styles used by leader-managers in practice.

Universidad & Empresa, 2013

Leaders have the task of developing future strategy while being consciously engaged in executing current strategy and mapping landmarks, pathways and obstacles which they meet as they endeavor to traverse challenging, rapidly evolving terrain. In an era in which there is a global leadership credibility crisis, business as usual is no longer an option in the pursuit of the longer-term survival of any organization. The leadership approach to complexity outlined here is based on learning to achieve results through experimentation, learning, and reflection.