Category Archives: August-November 2017

11/30 – Well here we are…

Leading Comments / August-November 2017

Well here we are, towards the end of another issue of ILR, not to mention another year! This year has certainly not been without its challenges, be they personal, related to Integral Leadership Review, or the world at large. It seems society has reached a transition point, and history is waiting to see in which direction we will collectively move. Will we, as modern humans, grow up, or will we die out; these are two ends of the existential fork …

11/30 – Russ Volckmann

Leadership Quote / August-November 2017

“My aspiration is to bring the voices of integral/developmental/transdisciplinary/complexity oriented thinkers and writers to a larger audience. I seek to bridge the gaps between cultures, domains, worldviews, thinkers and doers…”

Russ Volckmann, Linked In Account…

11/30 – The Pragmatic Impact on Leaders & Organizations Of Interventions Based in the Collaborative Developmental Action Inquiry Approach

Feature Articles / August-November 2017

William R. Torbert*

*With deep thanks for the improvements suggested by Aliki Nicolaides, Mary Stacey, Richard Izard, Nancy Wallis, and Elaine Herdman-Barker.

As shown in this review, fifty years of research on real-world practice, guided by the Collaborative Developmental Action Inquiry (CDAI) paradigm of social science and social action, have documented more powerful impacts than any other research and practice approach on leaders’ and organizations’ transformation (Fisher & Torbert, 1995; Taylor, 2017; Torbert, 1976, 1987, 1991; Torbert & Associates, 2004).  …

 11/30 – Examining Empathy in Team Leader Practices: A Qualitative Case Study

Feature Articles / August-November 2017

Rick Fenwick Jr. 

Abstract

In many organizational settings, companies use the team concept in order to accomplish organizational goals in a timely and efficient manner. In manufacturing settings, organizations use the team concept to complete tasks such as building products in bulk quantities, as well as provide safety to employees. In this type of setting, every team has a team leader who is responsible for providing support to the team members (coworkers) and ensuring that the team accomplishes organizational goals. …

11/30 – Juvenile Leadership: Toward A Theoretical Understanding

Feature Articles / August-November 2017

Mark Bell

Abstract

Movement toward a new theory is framed on distinctions between toxic leadership and juvenile leadership in that toxic leadership cannot fully explain certain aspects, behaviors, and actions of certain negative, dysfunctional, destructive, or otherwise ‘bad’ leadership realities. Juvenile leadership involves four distinct elements including pettiness, emotionalism, connivingness, and dramaturgical activity. Juvenile leadership is proposed as being motivated by certain unmet safety needs including insecurity, feeling threatened, and self-protection coupled with lapses in experiential leadership learning such as …

11/30 – An Everyone Culture: Becoming a Deliberately Developmental Organization

Book Reviews / August-November 2017

Russell Fitzpatrick

Robert Kegan and Lisa Laskow Lahey. An Everyone Culture: Becoming a Deliberately Developmental Organization. (2016). Harvard Business Review Press.

Everyone CultureAn Everyone Culture: Becoming a Deliberately Developmental Organization by Robert Kegan and Lisa Laskow Lahey incorporates decades of personal developmental research into the world of organizational development. Any fan of personal developmental models knows the immense contributions of Kegan to the field, and this book brings personal development into the open, into our organizational lives. Kegan and Lahey remind …

8/31 – Synergise with StAGES!!!

Fresh Perspective / August-November 2017

Robin Lincoln-Wood with Terri O’Fallon

 

In this interview, Robin Lincoln-Wood and Terri O’Fallon discuss how they both became interested in integral leadership and state development, and how it has impacted their professional careers!

RLW:  Welcome to this interview between Terri O’Fallon and Robin Wood for Integral Leadership Review. We’re going to be discussing how Terri and myself got interested in integral leadership in the first place, stage development, and how that might link into the kind of work I’m …

8/31 – From the IP Bookshelf: Shadow Light Workbook by Keith Witt

Integral Publishers' Bookshelf / August-November 2017

Integral Publishers Partner and Chief of Acquisitions and Editorial, Jeannie Carlisle interviews Keith Witt about his latest work,

Jeannie: Thanks for joining us today, Keith. It’s always such a pleasure to speak with you about your work. You are one of the most passionate and joyful authors we have the privileged to publish. Could you describe to the ILR audience the premise of the workbook?

Keith: Absolutely! Shadow Light: Illuminations at the Edge of Darkness was written to help people …

8/31 – Learning to embrace the paradox of leadership

Feature Articles / August-November 2017

Jaap Geerlof 

Abstract

The complexifying world places contemporary leaders for major challenges in leading organizations. The progressive complexity of the organizational and social context often surfaces as paradox. Surprisingly, paradoxes are hardly addressed in leadership epistemology, or in leadership development models. Contrarily, management and organizational science scholars have embraced the necessity to engage paradox in the workplace. The negation of paradoxes in most leadership theories stems from the axiology of positivism in which most traditional leadership theories are grounded. The …