Self-Deception in Leadership from a Developmental Perspective

June 2013 / Feature Articles

Tatiana Bachkirova

Tatiana Bachkirova

Nick Shannon

Nick Shannon

“A fool thinks himself to be wise, but a wise man knows himself to be a fool”
– William Shakespeare, “As You Like It”, Act 5 scene 1

As we ponder the possibility of a recovery from the recent economic slowdown and other political and economic uncertainties it is easy to think that this century and millennium, whose birth was celebrated so enthusiastically thirteen years ago, has not got off to the most auspicious start. It

09/17 – An Integral Catholic Leader: Father Anthony de Mello, SJ

August-November 2013 / Feature Articles

Giorgio Piacenza Cabrera

Giorgio-Piacenza-Cabrera

Giorgio Piacenza Cabrera

Introduction     

Father Anthony de Mello SJ is considered one of the foremost mystical theologians of the late Twentieth Century. His simple and direct approach to life continues to untie all kinds of blockages preventing man’s acceptance of his spiritual nature, even decades after his unexpected death. De Mello’s radiated authenticity, love for all and his characteristic laughter tended to disarm any negative preconceived notions against his ideas. As far as my research goes, I’d …

Leading Comments

June 2013 / Leading Comments

Mark McCaslin

Mark McCaslin

Mark McCaslin

What a pleasure it is to present the June issue of the Integral Leadership Review. This issue is packed with quality contributions and discussion concerning the nature of integral leadership. Be sure to check out Elza Maalouf’s and Russ Volckmann’s conversation in Fresh Perspectives. I think you will enjoy their discussion concerning Elza’s activities in the Middle East with Don Beck as they introduced spiral dynamics to Palestine. In addition, make sure you take a …

Living, Learning, and Leading within the Integral Space: Energizing Integral Leadership through Experiential Learning

March 2013 / Feature Articles

Mark McCaslin and Jason Flora

Mark McCaslin

Mark McCaslin

Jason Flora

Jason Flora

There is an important relationship at work concerning integral leadership and the notion of the leader in a teaching and learning role. Integral leadership positions itself at the intersections of potential and therefore seeks the ability to use multiple approaches, multiple lenses, and to fashion the wide-reaching theoretical aims of leadership studies towards addressing existing problems and emergent opportunities. Integral Leadership illuminates the interrelationships occurring within this intersectional space, this transdisciplinary …

Integral North: The Alchemy of Potential

August 2012 / Column

Mark McCaslin

Nature strives towards perfection.
– Aristotle

Mark McCaslin

Mark McCaslin

I originally began this issue’s column with quite a different idea. I had purposed myself to delve into the notion of Integral Leadership as a philosophy over a defined field. A recent conversation with Russ Volckmann was the catalyst for that idea. Then I learned that one of my early potentiators, Stephen R. Covey, had recently died from injuries he had sustained in a biking accident and that topic was …

Transdisciplinary Reflections

August 2012 / Column

Five Dimensions of Applied Transdisciplinarity

Alfonso Montuori

Alfonso Montuori

Alfonso Montuori

There’s an emerging literature arguing for the importance of a transdisciplinary approach, outlining its philosophical roots, and articulating the need for transdisciplinarity in our present situation. Transdisciplinarity is already branching out in many different forms and on many different levels, from the highly theoretical to the more applied. In the following pages I’d like to explore an over-arching framework for applied transdisciplinarity. In other words, it’s one way to get started …

Consciousness Models in Action: Comparisons

June 2012 / Feature Articles

 Maretha Prinsloo

Maretha Prinsloo

Maretha Prinsloo

Abstract

This paper discusses various theoretical models of the evolution of consciousness as well as critically evaluates and integrates the models into a single organising framework, which is then applied to leadership theory.

The construct of consciousness as described by the Spiral Dynamics (SD) model of Clare Graves is linked to the work of other developmental and consciousness theorists, namely Wilber, Gebser, Piaget, May, Kohlberg, Perry, Loevinger, Maslow and Kegan. The spiritual perspectives of Wilber, Myss, …

Feature Article: What is Second Tier: Powers and Perspectives Available to Leaders at Second Tier

June 2011 / Feature Articles

Wayne Carr, Ph.D.

Wayne Carr

Introduction

My intenIion is to bring forth some different perspectives on second tier (see my definition of second tier under the next heading). I will tap into a fountain and share some water with you. I intend to look around and fine some elephants that might be in the room.

I want to clarify distinctions between first, second and third tier. I will look at the roles of stuckness, pathology, authority, contactfulness, non-local …

Leadership Emerging

March 2010 / Leadership Emerging

arbingerThe Arbinger Institute. Leadership and Self-Deception. San Francisco: Berrett-Koehler 2010.

Self-deception shapes our experiences of life. This book seeks to determine the extent and implications of how it blinds us to seeing the true causes of our problems. The work of the Institute in teaching people about self-deception and how to address it is that it “sharpens vision, reduces feelings of conflict, enlivens the desire for teamwork, redoubles accountability, magnifies the capacity to achieve results and deepens satisfaction and …

Feature Article: Integral Top Team Alignment

March 2009 / Feature Articles

Pleuntje van MeerIt is possible to evolve top-teams for the twenty-first century, even in today’s turbulent and challenging times. Achieving high performance at the most senior executive level of company divisions and business units requires a team to engage in an alignment process that takes time, focus and personal commitment. The task is not an onerous one, though it does require a clear mindset and a sharpening of skills and capabilities that go beyond many executives’ previous individual business achievements.

We have …