Category Archives: Feature Articles

Feature Article: Leadership Competence – Part II

Feature Articles / July 2001

This is the fifth in a series of articles on elements of Integral Leadership.

A Leadership Opportunity: An Integral Approach is premised on the idea that heroic ideas of leadership are no longer sufficient to serve the requirements of business in the face of rapid change and complexity. I am always pleased when I find a quotation such as the one by Harlan Cleveland above that supports this point of view. As you read these issues of LeadershipOpportunity you will …

Feature Article: Leadership Competence

Feature Articles / June 2001

(This is the fourth in a series of articles on elements of Integral Leadership.

Business leaders, individually and collectively, clarify the purpose of leadership in relation to business objectives. This sets the context for commitment by individual leaders. It also establishes how leaders can determine what is important about using leadership resources: time, energy, information, access to influence, special skills and knowledge and credibility to support leadership purpose and achieve business objectives. That is a collective challenge.

Individually, leaders have …

Feature Article: Leadership Resources

Feature Articles / May 2001

In the last issue the subject was leadership on purpose. With this issue I continue to unfold some themes about Integral Leadership. This approach builds on the models and theories of Ken Wilber to provide a practical, business-savvy approach to executive leadership.

Leaders need to understand the nature of the resources that they have at their disposal to effectively lead a modern business enterprise faced with turbulence and complexity. We need to understand resources on two levels: the individual leader …

Feature Article: Leadership On Purpose

Feature Articles / April 2001

In the last issue I wrote about our need to transcend and include the limiting model of heroic leadership. It isn’t that we have no reason to value heroic acts of leadership. They continue to be important to us. We need to recognize both the heroic and the collective. In the remarks that follow, I am concerned with business leadership. However, they might apply equally to any context.

One analogy that may make this point clearer is to think of …

Feature Article: Leadership Resources

Feature Articles / March 2001

In the last issue the subject was leadership on purpose. With this issue I continue to unfold some themes about Integral Leadership. This approach builds on the models and theories of Ken Wilber to provide a practical, business-savvy approach to executive leadership.

Leaders need to understand the nature of the resources that they have at their disposal to effectively lead a modern business enterprise faced with turbulence and complexity. We need to understand resources on two levels: the individual leader …

Feature Article: Leadership Resources

Feature Articles / February 2001

As an individual act, leadership is most often seen as heroic in some sense. I describe the models of leadership that prevail in business as heroic, because they treat the leader as the center of their way of thinking with the expectation that the leaders behavior determines the success of any enterprise.

And leadership is heroic. There are situations, moments, events in which heroic leadership crystallizes action on the part of others so that something of value to the leader …