Integral Leadership Review-2

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.

At the beginning of this third millennium AD, the world has achieved remarkable developments in global and instantaneous communication. Yet, in spite of these achievements, terrible human issues still persist due in large part to the darker side of cultural and individual diversity. In some way, these issues are always concerned with managing personal relationships and communication. Thus, all our individual and social problems share one common challenge:

Integration is the most pressing issue facing today's leaders. Integration is the ability to see the interrelatedness and interconnectedness of seemingly disparate aspects of life and to connect these parts together in a meaningful and accurate picture of reality in order to make appropriate and wise decisions. Thomas Friedman points out "the traditional boundaries between politics, culture, technology, finance, national security and ecology are disappearing.

Journal of Integral Theory and Practice, 2012

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.

Family and consumer sciences tends to embrace new theoretical innovations every 15 years or so, often with continuity and overlap. The time is right for the next innovation-a movement from integrated to integral practice. After setting out the evolution of the profession's theoretical innovations based on the ideas of balance, holism, harmony, and integration (systems, ecosystems, and human ecosystems), this article introduces integral practice, an idea that moves beyond integration toward a respect for the tension that emerges from the convergence of ideas, people, and events.

Journal of Leadership Studies, 2012

The connection between leadership, communication, and human experience has been well established. As Hackman and Johnson (2000) write, "One reason for the fascination with this subject [leadership] lies in the very nature of the human experience" (p. 2) and explain that "where society exists, leadership exists" (p. 5). In many ways, leadership and being human are linked.

This paper presents a perspective of global leadership and how to develop it in higher education. It tells the story of how the experiences of teaching a course entitled: Global Context for 21st Century Leadership in a Master of Arts in Leadership program, which is oriented around Joseph Rost's (1991) " Post-industrial Paradigm of Leadership, " contributed to the development of a global leadership perspective and a planned global leadership program. The paper asserts that leadership in a global context must have both an inner and outer orientation. It describes how complex systems theory and constructive development theory provide two generative maps to guide people in their understanding and development of global leadership. The paper concludes with a sketch of the planned program in global leadership in partnership between Saint Mary's College and the Global Leadership Institute in Beijing, China. In this paper I present a global perspective of leadership and some ideas of how to develop it. To begin, I provide some background on how this perspective took shape. In early 2002, I was asked to teach a course entitled " Global Context for 21st Century Leadership " to a group of students who entered a newly formed master's program in leadership for working professionals from public, private, and

Election of President Obama as the forty-four President of the United States of America in 2008 marked a crucial moment in history that calls for a new kind of leadership, capable of addressing complex, global challenges while holding fast to the timeless values that are essential to working of a good society. As the global civilisation develops, it is facing changes and novel challenges, so there is a need to hold to the imperatives that do not change, the foundations on which humans can build their lives despite the uncertainty of the future. Good, inspirational leadership can be compared to a lighthouse because it acts as a guiding light directing or navigating advanced societies to ensure survival, progress and prosperity. Such leadership requires the strength of character to rise above political divisions, conflicts and societal pressures in order to serve the common good of humanity. What we need most is to restore and revive our faith in humanity. We must create a society where people can live with dignity, a society where people can live in peace and happiness. Why America should be at the forefront of these actions. Because American power provides the indispensable basis for global stability today. The only alternative to it is global chaos. Therefore, the United States of America needs prudent, intelligent stewardship, or some kind of enlightened direction. One part of this type of guidance may be having an individual, possibly the President, who ingeniously solves problems, the so-called ‘transformational leader’. The scale of difficulty facing the President and his team is extremely high, because, from a global perspective, there are some serious, structural constraints on what actually President Obama can do. The idea introduced by Constructivism is that agency shapes and shoves the structure, so a capable leader could, first - attempt to convince the global public opinion of the scale of novel, global challenges, and then - attempt to solve them by enacting consequential policies that at its heart have the preservation of common global good. For our civilisation on Earth protecting the global commons must become the number one priority. The megatrends where civilisation needs immediate action are energy, food production, urbanisation, consumption and production. What civilisation needs is even more than that, we need science-based targets to support the global commons. And we need a new narrative for humanity as a global species in control of its long-term destiny, that is preservation of the global - common, public goods. Hope is that the worldview is shifting perceptibly towards planetary stewardship and responsible management of the global commons. To do that global leadership needs to recognise and accept the three essentials of leadership: 1) Humanity; 2) Clarity and 3) Courage. Humanely practising the virtues of the way promotes the influence of the teaching, pacifies this of both high and low positions and elites those who pass by. Someone with clarity follows proper behaviour and just duty, recognises what is safe and what is dangerous, examines people to see whether they are wise or foolish and distinguishes right and wrong. The courageous see things through to their conclusion settling them without doubt, they get rid of whatever is wrong or false. Humanity without clarity is like having a field, but not ploughing it, clarity without courage is like having sprouts but not weeding them, courage without humanity is like knowing how to reap but not how to sow. When all these are present the community thrives. When one is lacking the community deteriorates. When two are lacking the community is in peril. And when there is none of the three the way of leadership is in ruins. And reassuming and based on the above arguments, there is a role for capable global leaders. That is to say, ‘transformational’ leaders can change reality into positive outcomes. This can be accomplished through the ​normative power and the ability to change long-held identities and embedded practices thanks to their self-knowledge and thanks to a deep understanding of fellow civilisations. Ancient sages have provided many interesting maxims to guide peoples, nations and also organised humanity how to live in peace and harmony, how to build dialogue and cherish the value of peace. When leaders look carefully and study these guidelines they could find a common denominator. They could find a great way among the teachings of the sages, learn and practice civilisational understanding based on them. Clarity, humanity and courage are needed for any community to stay strong including the emerging climate community. In addition, as Israel (2018) noticed, "Every community needs to have values, and the world community is no exception to this rule." These values of the world community reflect the moral framework of our civilisation that most of us believe in and consider as the basis for human existence. These included human rights, religious pluralism, participatory governance, protection of the environment, poverty reduction, sustainable economic growth, elimination of weapons of mass destruction, prevention and cessation of conflict between countries, humanitarian assistance, and the preservation of the world’s cultural diversity (Israel, 2018). Doing what is right means protecting these values. Actions align with purpose, as opposed to doing what is desired, is a courageous act because global leaders need to exercise an enlightened interest in building a shared global community. When any individual or leader rises above circumstances by the power of courage, all conditions of life, however dark or grim become like the blanket of mist that disappears with the warm glance of the sun. The sorrows of the normal man are not inherent in the conditions of life. They are born out of the weaknesses of the human mind. So our global leaders must remember a ceaseless motto: "Try to awaken the sleeping hero in yourself, and no sorrow will defeat you and the world will open more windows of opportunity for you." For, example, as Nilsson (2016: 271) noted, "There is widespread agreement that science, technology and innovation (STI) have a role in helping countries tackle social challenges such as climate change, pollution and public health." Providing comprehensive solutions for these global and interconnected problems, however, exceeds the capacity of single states or market forces alone. There is a need to move beyond just governmental cooperation. As Nilsson continues, "By definition, Grand Challenges involve “a need to cooperate worldwide to create public goods (mitigation of climate change, health), or protect the global commons (the environment, fisheries)” (OECD, 2010: 165), calling for action that goes beyond the conventional role played by governments. For policy-makers, thus, the task is how to develop and align new policies and practices to address shared societal problems and enhance the impact of solutions to the problems of tomorrow. However, to do that our global leaders have to abandon egoism and abort luxury and materialism connected with their offices. Instead, they could focus on a bigger picture, on building a sustainable, modernising and vibrant civilisation. Their focus could be appreciating the needs of the younger generation which is evidently stirring. The last and catalytic step in the process of bottom-up climate diplomacy and the vision for building 'a whole earth economy' is the igniting of a broader, social movement of non-violent action that changes hearts, minds, and finally policies toward the right, symbiotic relationship between humanity and the Earth. Young people from all corners of the globe can feel more empowered and show an example of climate diplomacy. Any young leader who would like to implement wider, social change must be a champion of it. If you would like change to be successful, you must lead people towards it. Intelligent leadership is hard to execute because everyone likes progress but no one likes change. ''The global economy today is overwhelming the ability of the earth to maintain life’s abundance.'' (Garver and Brown, 2009). A new mass movement is needed that bears witness to a right way of living on our finite, life-giving planet. The key is giving the world hope that generational challenges such as climate change are no match for people who believe there is no problem we cannot solve together. Think about how our civilisation would look like when next generation of leaders such as Greta Thunberg would become more empowered? Older leaders would have to abort low politics, tribalism and putting their nations first. These are the values reminiscent of the era of rivalry and colonisation. But these long-held identities can be changed thanks to diplomacy, charisma, heroic, ethical and ‘transformational’ leadership that acts primarily through the smart power of dialogue, exchanging ideas, respect and kindness.