Category Archives: August – November 2014

9/24 – Emergence and Leadership – A Report from the Academy of Management Conference

Notes from the Field / August - November 2014

Benyamin Lichtenstein

Each year, scholars from business schools around the world gather to share our research and explore new ideas and approaches in management, leadership, entrepreneurship, strategy, ethics, organizational change, and more. This year the conference hosted over 10,000 academics who attended over 2000 different sessions, representing up to 100 different presentation sessions at each time slot(!). Although such a convocation is impossible to summarize, my particular focus—emergence and leadership—led me to a half dozen panels that were very intriguing. …

9/24 – Bay Area Integral Presents: Bence Ganti: Integral Flow Therapy

Notes from the Field / August - November 2014

In October we have the privilege of hosting Bence Ganti for an evening introduction to his Integral Flow Therapy process. Bence is something of a rising star in the integral community. He was the main organizer of the first Integral Europe conference in May, which drew over 500 people, and has for some years been leading the Integral Academy in Hungary, his homeland.

Bence also lives part time in the Bay Area. Some of you may remember that he gave …

9/24 – An Integral Theory Analysis of Complexity Leadership

Learner Papers / August - November 2014

Jim Best

Background

Purpose

In this paper I provide a description of complexity leadership theory and its antecedents in complexity science, and then use integral theory as a meta-theory to evaluate complexity leadership theory.  I will use Wilber’s AQAL model as interpreted by Forman and Ross, focusing on quadrants, lines, stages, and meaning-making systems.  Complexity leadership is important first because it acknowledges that organizations are complex adaptive systems (CAS) embedded in a complex world, and that the notion of organization …

9/24 – Barbara Kellerman. Hard Times: Leadership in America

Book Reviews / August - November 2014

Barbara Kellerman. Hard Times: Leadership in America (Uncorrected page proofs). Palo Alto: Stanford University Press, 2014.

Russ Volckmann

Hard Times coverRuss VolckmannIn June 2012 we published an interview with Barbara Kellerman, an interview that was prompted by the publication of her important critique of the “leadership industry,” The End of Leadership. (Fresh Perspective: Barbara Kellerman and the Leadership Industry). Kellerman’s interest in context as critical to comprehending leadership was explicit during that interview:

“I have become increasingly convinced that contextual intelligence is

9/24 – Sustainable Cultures, Sustainable Planet: A Values System Perspective on Constructive Dialogue and Cooperative Action

Feature Articles / August - November 2014

Don Edward Beck

Dr. Don Beck
Dr. Don Beck

In the Beginning… 

Still fresh in my mind is a story from my youth, one often told by both teachers and clerics to dramatize the importance of people in whatever kind of world we were able to imagine. A youngster was given a puzzle that had a picture of the earth on one side and was asked to put it together as quickly as possible. The teacher was astounded that the young child completed

9/24 – Integral Foundations for a New Politics

Feature Articles / August - November 2014

Bruce Schuman

One way to understand integral politics involves seeing the world through just a few deeply intuitive principles. These ideas, grounded in wholeness and an instinct for inclusion, are widely understood by leading-edge thinkers and spiritual/ecological communitarians all over the world. Sometimes these ideas are seen as the expression of a universal archetype that is slowly coming into focus.

We have been hearing about the need for dramatic social change for many years, and those of us with philosophical …

9/24 – Building Authentic Leadership by Innovating How You Lead

Feature Articles / August - November 2014

Maureen Metcalf

Abstract

How can leaders be authentic and encourage others to do the same while concurrently meeting the needs of the overall team and organization? This chapter explores the process of becoming a more authentic leader by applying the Innovative Leadership model. It walks through the five elements of the innovative leadership model then explores how each element contributes to the leader’s ability to become authentic, providing action steps and examples. 

Bill is a highly-skilled leader. Self-aware, he makes …

9/24 – Fresh Perspective: Nancy Southern and Transformative Learning

Fresh Perspective / August - November 2014

 

Russ Volckmann

Russ:    Nancy Southern, I want to welcome you to Integral Leadership Review.

Nancy:  Thank you. Good to be here.

Russ:   This is not your first appearance. You were lead author of “Shifting from Knowledge Power to Generative Inquiry: Creating the Field for Transformative Learning in Healthcare and Business” with Jorge Taborga, and Mara Zabari (August-November 2013).

Before we get started talking about transformative learning, I would like to come clean about the background that we share so that …

8/15 — James MacGregor Burns: August 3, 1918 – July 15, 2014

In Memorium / August - November 2014

Richard A. Couto

James MacGregor Burns, Jim to everyone who knew whom outside of the pages of his prodigious scholarship, passed away in his sleep on July 15th, three weeks short of his 96th birthday. He had been in declining health for several years but maintained his scholarly engagement publishing four new books in the past five years!

It is his 1978 work, Leadership¸ that those of us in the field of leadership studies remember him best …

8/15 — Are You Scared Speechless? Learn the Awareness and Control Method

Leadership Coaching Tips / August - November 2014

Bonnie Ellis

More than 2000 years ago, Plutarch records that when Demosthenes, the most famous orator of ancient Greece, first addressed the people that he was afflicted by “weakness in his voice, a perplexed and indistinct utterance and a shortness of breath . . .so that in the end, being quite disheartened, he forsook the assembly” (Dickens, 1974, p. 27).   Cicero, the most famous of the ancient Roman orators, confessed through the words of Crassus: “Assuredly, just as I generally …