Leadership Coaching Tip: The Availability of a Leader

Source: The Availability of a Leader by Aboodi Shabi

The Drucker Foundation has this to say about leadership – “The only definition of leader is someone who has followers”. In other words, as a leader, it is your capacity to engage with others in such a way that they are willing to follow you that marks you as a leader. For all of us who work as leaders, or who take on a leadership role in life, or work with leaders, that capacity for engagement is an on-going process of learning. At this level, we are talking about the ontology of a leader—what is it in our being that we can work on and develop to make us more available as a leader?

One of the questions I ask leaders with whom I work is “How are you unavailable as a leader?” In other words, what aspects of yourself stand in your way of being someone people will want to follow? For example, it might be that you find it hard to say ‘no’. Or it might be that you need to be liked, or that you are very results-focused, and don’t take time to really connect with others. Or you might find it hard to ask for help, or be uncomfortable with not knowing all the answers.

All of these are aspects of our being that require our attention in our own leadership development.Until we identify those areas where we are unavailable, then we can only produce more … Continue reading

Developing Integral Leadership Down Under: An Interview with Ron Cacioppe

Source: Integral Leadership Review

Russ: I’m very much aware that you’ve been interested in the idea of Integral Leadership for a number of years. I first became aware of your work in publications in the Leadership and Organizational Development Journal and then later in the Journal of Change Management. Your interest at that time seemed to be very much oriented to the subject of organization change from an integral point of view. I’m curious—what brought you to integral theory in the first place?

 

Ron: I did my Ph.D. way back in 1981. Reading Ken Wilber’s work, The Spectrum of Consciousness,studying Jungian psychological types really hooked my interested and motivated to put together frameworks into a comprehensive way of looking leadership and management. I was exploring four quadrants of leadership and management and levels of development in my PhD so when Ken came out with AQAL it was in line with what I had been writing about.

 

Russ: What academic field is your Ph.D. in?

 

Ron: It was in leadership and the management of organisations. My focus was on bringing a theory of consciousness into leadership and management. I received my degree from Macquarie University in Australia.

 

Russ: So you went to Australia quite a few years ago.

 

Ron: I went to Australia in 1971 and worked as a systems engineer. That’s where I first got my interest in leadership. I had completed an MBA in the U.S. and had seen a lot of organizations … Continue reading

It’s Good to be Great – A Global Leadership Study

By Jonah Cacioppe

Jay Davies, Integral Development’s consultant specialising in facilitation and team development, holds both bachelors and masters degrees in science and a postgraduate diploma in human resource management and industrial relations, is an accredited Integral 360° Leadership Coach, and has fifteen years experience in coaching and managing teams in the areas of leadership and facilitation, strategic planning, negotiation and dispute resolution. Additionally, Jay is an accredited administrator of the Myers-Briggs Type Indicator.

Having successfully coached and managed Australian Olympic swimmers, Jay brings to her work a strong emphasis on high performance and strategies for success. During her time with Integral Development Jay has facilitated workshops with the Department of Corrective Services, the Bethanie Group, Clayton Utz, the Department of Health and the Western Australian Institute of Sport.

Currently, Jay is facilitating and conducting, in cooperation with Dr Ron Cacioppe, a research study inspired by Ken Wilber’s Integral Theory and the Jim Collins bestseller Good To Great (New York: HarperCollins, 2001), which explores how businesses make the transition from being good to great and why some fail to achieve ‘greatness’.

Jay will interview individuals in current positions of leadership in the United States and Europe to identify those with a global perspective, whose work vision is beyond self-interest, who are highly developed morally, ethically, emotionally, cognitively and spiritually, who have a strong presence yet humility in their actions, and who work towards a worthwhile global mission.

The aim of the research is to demonstrate a more satisfying, meaningful, fulfilling … Continue reading