Category Archives: Feature Articles

Feature Article: The Integral Leadership Workshop – 2

Feature Articles / April 2004

Every year my daughter-in-law gives me a Zen Calendar for my desk. I love these calendars for the daily messages that they bring to me, even those that seem a little obscure. After all, they test one’s wits and often stimulate some new synaptic connections.

On Sunday, March 28, 2004 the message was from Hakuin, about whom one website,http://www.ciolek.com/WWWVLPages/ZenPages/Hakuin.html, notes:

HAKUIN Ekaku, also known as Kokurin, Byakuin, Sugiyama Iwagiro, Iwajiro, Jinki Dokumyo, Shoji Kokushi (C. Pai-yin, Po-yin) (19 Jan 1686 …

Feature Article: The Integral Model of Leadership: Integral Leadership – Part 23 Making Integral Leadership Actionable

Feature Articles / March 2004

I was asked recently how I was applying my thinking about Integral Leadership in my coaching with executives and others. Part of my response included the observation that I rarely talk about integral or the idea of Integral Leadership. Rather, I use language that is more connected to the culture I am working in. And I referenced the old saw, “You’ve got to start where the client is at.” I do believe that whether as consultants or coaches, we find

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Featured Article: The Integral Model of Leadership: Making Integral Leadership Actionable, Integral Leadership – Part 23

Feature Articles / March 2003

I was asked recently how I was applying my thinking about Integral Leadership in my coaching with executives and others. Part of my response included the observation that I rarely talk about integral or the idea of Integral Leadership. Rather, I use language that is more connected to the culture I am working in. And I referenced the old saw, “You’ve got to start where the client is at.” I do believe that whether as consultants or coaches, we find

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Feature Article: Afterword: “Things Come Apart…”

Feature Articles / February 2003

I am departing from my habit of writing a short article related to Integral Leadership to share with you the unpublished Afterword from Fons Trompenaars and Charles Hampden-Turner’s recent book, 21 Leaders for the 21st Century. It seems the publisher elected to reduce the book by two pages and these are the pages that were eliminated. It is an even more amusing gaffe since the prior chapter ends with the words, “in conclusion, we claim that we have integrated validity

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Feature Article: The Integral Model of Leadership: Leadership Development, Integral Leadership – Part 21

Feature Articles / January 2003

Leo Burke’s Integral Leadership program at the University of Notre Dame is built around some key integral concepts: quadrants (personal meaning, individual behavior, culture and shared values, and systems and processes), lines (cognitive, emotional, interpersonal, physical, moral and spiritual), and or levels of development. Generally, these are consistent with the approach being explored in this series of articles.

When we look at the list of courses offered in this program here is what we find:

Executive Integral Leadership Program Courses…

Feature Article: The Integral Model of Leadership: The Cultural Imperative Integral Leadership – Part 20

Feature Articles / November 2002

In an earlier edition of Integral Leadership Review (Volume 11, No. 3 – March, 2002), I discussed the notion of attunement, the dynamics of the relationship between the individual leader’s values, beliefs, assumptions and intentions in relation to those held by the collective, that is, within the culture. Since that time interesting work has been done on the use of Ken Wilber’s notion of lines in individual consciousness and development. These are cognitive, emotional, somatic, relational, spiritual, and integrating.

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Feature Article: The Integral Model of Leadership Meaning Making: Integral Leadership – Part 19

Feature Articles / October 2002

In a report on research about leadership, the authors defined their study as “meaning making in a community of practice.” [Ospina, Sonia et al, “Co-producing Knowledge: Practitioners and Scholars Working Together to Understand Leadership,” Building Leadership Bridges 2002, Cherrey and Matusak, eds., International Leadership Association.] They went on to write,

“Leadership is perceived as a process in which people come together to pursue change, and in doing so, collectively develop a shared vision of what the world (or some part …

Feature Article: The Integral Model of Leadership: Integral Leadership, Part 17

Feature Articles / September 2002

As leaders, we are frequently looking for models, methods and perspectives that give us a better handle on the challenges we face. We have a myriad of voices clamoring for our attention, urging this behavior or holding up this standard. We seek the wisdom that helps us choose.

Or do we? Often we are too busy and too challenged to do anything more than just do the best we can – a stance Don Miguel Ruiz (The Four Agreements) suggests …

Feature Article: The Integral Model of Leadership: Integral Leadership, Part 17

Feature Articles / August 2002

As leaders, we are frequently looking for models, methods and perspectives that give us a better handle on the challenges we face. We have a myriad of voices clamoring for our attention, urging this behavior or holding up this standard. We seek the wisdom that helps us choose.

Or do we? Often we are too busy and too challenged to do anything more than just do the best we can – a stance Don Miguel Ruiz (The Four Agreements) suggests …

Feature Article: Filling in the Blanks: The Developmental Challenge – Integral Leadership, Part 16

Feature Articles / July 2002

Our efforts to describe, define and develop leadership in business and other organizations have pretty much focused on the individual as leader. Only in rare cases has leadership been considered a collective phenomenon as well. Consequently, much of the literature on leadership has resulted in a collection of stories, models and guidelines for individual effectiveness.

To this point, the articles in this series have sought to describe a model of leadership that is integral. The model includes four quadrants (individual …