Category Archives: December 2001


Coda / December 2001

Special Follow-up Review: Diversity and Top Management

In the November 2001 issue of LeadershipOpportunity (New Name: Integral Leadership Review) I provided a summary of Kate Sweetman, “don’t Worry, Be Happy,” MIT Sloan Management Review, Fall 2001. That article included a summary of findings from another article (Sigal G. Barsade, et al, “To Your Heart’s Content: A Model of Affective Diversity in Top Management Teams,” Administrative Science Quarterly, December 2000.) A key finding that was reported:

“The success or …

Leadership Coaching Tip

Leadership Coaching Tips / December 2001

Coaching a leader is very much about dealing with the questions and challenges of connectedness. On the one hand, getting at motivation for relationships with others through exploring assumptions, beliefs, values, aspirations and guiding principles leads to more effective formulation of strategy through the development and testing of alternative scenarios. To do so means looking for double and triple loop openings and inviting the client to explore them. Often this can lead to shifts in self-perception, as well as clarification

A Fresh Perspective

Fresh Perspective / December 2001

I recently had the privilege of attending a meeting of the Professional Coaching And Mentoring Association chapter in San Francisco. I attended expressly to hear Agnes Mura, a highly successful executive coach from Los Angeles, do a presentation on paradox in executive coaching. (This report is from my perspective and I hope that Agnes and Bill agree that I got it right.)

She began by sharing something she had learned from Bill Berquist and I share it with you now …

Feature Article: Connected Leadership

Feature Articles / December 2001

It is interesting to me how things seem to come together for this publication. In the last issue I wrote about the leader as entrepreneur in relationships with stakeholders. Fundamentally this means initiating creative acts with stakeholders in the face of change and challenges. The summary article (below) presents one leader’s view of how to do this. He offers interesting propositions about community and connection with customers, employees, other stakeholders and even competitors. Consider his perspective as an affirmation of

Leadership Quote

Leadership Quote / December 2001

“Unless we respect the reality of the inner world, commensurate in importance with that of the external world, we are not equipped to understand the full meaning of leadership nor are we able to improve it dramatically, radically. Seeing only half of reality makes us only half a leader. Acknowledging only fifty percent of what is true, gives us a maximum of fifty percent effectiveness as a leader.
“The answers to leadership questions are in the inner world. But they

Leading Comments

Leading Comments / December 2001


I am grateful to the subscribers to Leadership Opportunity. Your support has meant that we can move closer to a way of viewing and being in the world that is integrating, generative and supports our evolving integrity–learning to align our theory and our action. Also, I am grateful for the many kindnesses, suggestions and offers of support we have received.

The mission of this e-journal has been to be a practical guide to the application of an integral perspective …