June 2019 / Feature Articles
Ray Gehani
Many prominent leaders and major media have almost unanimously acknowledged Mohandas K. Gandhi (1869 – 1948) as one of the 20th Century’s greatest leaders for humankind (Time, 1999). Gandhi is also recognized as a firm believer and practitioner of truth and nonviolence with high integrity. Albert Einstein noted, “Generations to come will scarce believe that such a one as this, ever in flesh and blood, walked upon the earth.” His message …
November 2018 / Fresh Perspective
George: Hello Robin! I’m happy that we have a chance to have this conversation about your work. Especially because in the last years … well I’ve been a great fan of your work and we had a chance to work together as well on certain of your projects. I think this is a great opportunity to take a step back and look at the bigger picture of how your work has evolved and what you have …
November 2018 / Feature Articles
The visionary philosopher Ken Wilber (1974) proposed integral leadership theory while exploring the role of human consciousness at the individual level. Wilber gradually added more richness with complexity, comprehensiveness, trans-disciplinarity, and inclusiveness. In the 1990s, Wilber also noted that the Western empirical orientation of leadership was often rooted in the external and material world, with a heavy reliance on statistical measurement and analysis of behaviorally observable variables. Gardner et al. (2001) and McCall (2004) noted that …
Feature Articles / August-November 2016
Lynn Harrison, PhD
This is a story about how coaching based on integral leadership concepts helped bring about the successful transformation of a leader formerly viewed by coworkers as highly abrasive. For deep and sustained change to occur, the work needed to explore not only externally visible behaviors and practices, but the powerful inner values, attitudes, and beliefs held by the individual and the organization. In the end, the results were indeed impressive.
Integral European Conference #IEC2016 / August-November 2016
Marco Antonio Robledo
Abstract
3D-Management is an integral meta-theory of management that integrates organizational knowledge in an integral, balanced and non-marginalizing framework. It stands for Three-Dimensional Management, in reference to the three fundamental and irreducible dimensions (the Big Three) that integral management should address: science, arts and ethics, which refer respectively to the techno-economical, the aesthetic- emotional and the moral aspects of organizational reality. Those three dimensions combine in a fourth one, the spiritual dimension, which …
Notes from the Field / August-November 2016
Mary Ann Thompson-Frenk
Note to reader: Traditional humanitarianism seeks to alleviate a symptom. Integral humanitarianism views an individual project as a Systemic remedy. Identifying where within the ecological, social, cultural and economic systems one can have the greatest positive impact and what methods should be used is Social Acupuncture. The people’s transformation into conscious cultural creators (people who have become consciously aware of how their choices are creating their current culture, economically, spiritually, environmentally, etc.) and …
Integral European Conference #IEC2016 / August-November 2016
Detlev Bohle
Service excellence, knowledge intensive service development and wisdom based services are discussed. The review of the present of wisdom based services is based on integral theory.
From the complex landscape of needs of companies and individuals alike a new type of services is emerging for which the terminus wisdom based services is proposed. In this paper we look at what makes wisdom based services different from knowledge intensive services, and first principles …
Feature Articles / August-November 2016
Greg Park
Abstract
In today’s successful twenty first century business organisation the operational leader is to be regarded less as the “dinosaur”, to be culled in the interests of efficiency, but rather as the pivotal leadership role in re-defining and effectively implementing an alternative organisational logic. This new leadership logic takes into account, in an integral manner, the dynamic and radical changes within the wider socio-economic context and culture of which the business organisation is but …
Notes from the Field / August-November 2015
Mark McCaslin
Recently, I had the pleasure of representing Integral Leadership Review and the School for Advanced Studies, University of Phoenix, at the International Leadership Associations’ annual conference. Being involved as I am with the Integral Leadership Review I am often questioned by the affiliates of the Center for Leadership Studies and Educational Research, the Center I lead, about the purposes and intentions as well as the meaning of integral leadership. These questions set me to …
Leading Others / January-February 2015
Linda Shore
I am thrilled about the potential that exists in a world that finds us moving from green to integral yellow on the Spiral Dynamic map of human growth, where all four burners of the AQAL map of human possibility are fully ignited. Hail to the 4 voices! And while I am integrally jazzed, I wonder – how do we actually DO integral? More specifically, if I came across integral leadership how would I know …