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The document provides endorsements from business leaders for the book "The Innovative Leadership Fieldbook". The endorsements praise the book for providing:
1) A comprehensive set of tools and assessments to help leaders develop a balanced integral leadership approach and coach their employees.
2) Insights and a fresh perspective on leadership that helps align organizational culture, systems, and actions to successfully transform organizations.
3) Valuable lessons that would have accelerated the endorsers' own leadership development earlier in their careers to better navigate challenges.
4) A blend of important information and self-exploration exercises to help readers become better leaders and happier people.
The document provides endorsements from business leaders for the book "The Innovative Leadership Fieldbook". The endorsements praise the book for providing:
1) A comprehensive set of tools and assessments to help leaders develop a balanced integral leadership approach and coach their employees.
2) Insights and a fresh perspective on leadership that helps align organizational culture, systems, and actions to successfully transform organizations.
3) Valuable lessons that would have accelerated the endorsers' own leadership development earlier in their careers to better navigate challenges.
4) A blend of important information and self-exploration exercises to help readers become better leaders and happier people.
The document provides endorsements from business leaders for the book "The Innovative Leadership Fieldbook". The endorsements praise the book for providing:
1) A comprehensive set of tools and assessments to help leaders develop a balanced integral leadership approach and coach their employees.
2) Insights and a fresh perspective on leadership that helps align organizational culture, systems, and actions to successfully transform organizations.
3) Valuable lessons that would have accelerated the endorsers' own leadership development earlier in their careers to better navigate challenges.
4) A blend of important information and self-exploration exercises to help readers become better leaders and happier people.
A practical guide using comprehensive assessments and practices that develop a
balanced Integral leadership approach critical for these quickly changing times. Jim Grote, Founder, Donatos and the Grote Companies This Fieldbook takes an insightful journey through the five stages of innovative leadership developmentwith a fresh perspective. eaders will find a comprehensive set of tools to help them both personally develop and also to coach their employees. The insight has helped me dramatically improve productivity and effectiveness among the leaders working for me. Andrew Maner, President and C!" at #$hu%ler &ospital The Innovative Leadership Fieldbook offers a fresh perspective and thoughtful approach on leadership that helps leaders align their actions with the organi!ational culture and systems. This alignment is critical in successfully transforming organi!ations and implementing sustainable change in a comple" environment. Mi$hael 'ills, !(e$utive Dire$tor Innovation Initiative Fisher Colle)e of 'usiness, *he "hio #tate +niversit% As the Innovative Leadership Fieldbook so artfully points out# $true leaders are both born and madeour leadership skills evolve as we grow.% &ad I had insights from this book earlier in my career# including my first '() role# my leadership development would have been significantly accelerated# helping me better navigate new challenges. *evertheless# I%m happy to have it now+ Mike #a%re, President and C"" at ,Che$kout-$om The Innovative Leadership Fieldbook is the perfect blend of important information and personal e"ploration. ,everal times# I put the book aside to take stock of who I am today and who I want to be tomorrow. As a leader or leadership coach# The Innovative Leadership Fieldbook is a -must have. for your personal development and your clients. /eautifully written# academically brilliant# and masterfully designed0 The Innovative Leadership Fieldbook leads readers on a path to become a better leader and a happier person. Mike Morrow.Fo(, /i$e President for &uman 0esour$es and *alent Development at the Great Lakes A1liate of the Ameri$an &eart Asso$iation The Innovative Leadership Fieldbook offers important insight and gives needed information that would be of great help to leaders of every discipline. It offers a comprehensive set of tools and e"tensive case studies and e"amples from real e"ecutives that have applied this program with success. The combination of theory and application make this a must read leadership book. 2amal Aboshamaa, /i$e President, 03D, 'olthouse Farms The Innovative Leadership Fieldbook tackles the comple" topic of leadership and makes it real# practical# and powerful for leaders in all walks of life. I have used elements of this approach in an organi!ational transformation and found it delivered significant positive results. This book e"plains the key domains of leadership required for comple" change and how to build them in yourself and your team. 0ob 0i$hardson, CI" Lar)e Global Manufa$turin) Firm I**)1ATI1( (A2(3,&I4 FI(2/))5 Field6Tested Integral Approaches to 2eveloping eaders# Transforming )rgani!ations and 'reating ,ustainability 7 A83( ( * 7( T' A F 7 A 3 5 4A 7( 3 First Published by Integral Publishers 1418 N. Jefferson Ave. Tucson, A 8!"1# Published in the $nited %tates &ith 'rinting and distribution in the $nited (ingdo), Australia, and the *uro'ean $nion. + #,11 Integral Publishers All rights reserved. No 'art of this boo- )ay be re'rinted or re'roduced or utili.ed in any for) or by electronic, )echanical, or other )eans, no& -no&n or hereafter invented, including 'hotoco'ying and recording, or in any infor)ation storage of retrieval syste), &ithout 'er)ission in &riting fro) the 'ublisher. 4De5ne Personal /ision and Che$klist of /alues6 from Peter #en)e, Charlotte 0oberts, 0i$hard 0oss, 'r%an #mith and Art 2leiner, Fifth Dis$ipline Fieldbook, 7ew 8ork9 Doubleda%, :;;<, used with permission- I%/N0 1"82124!,"211"32# First Printing %e'te)ber #,11 4over 5esign, 6ra'hics and 7ayout by 4reative %'ot 2 &&&.creatives'ot.co) A$knowled)ments 'ontributing Authors9 /elinda :ore and 2ena 4aluck The theoretical giants on whose hard work we built our structure9 Terry )%Fallon# ,usann 'ook6:reuter# 5en ;ilber# /elinda :ore# 'indy ;igglesworth# &ilke 3ichmer# 3o"anne &owe67urphy# and 4eter ,enge# who not only shared their theories but whose ongoing guidance and encouragement helped us create a solid framework that is theoretically grounded and comprehensive. )ur friends and colleagues who served as constant cheerleaders# listened to the stories and dreams about the book# and helped us make it come to fruition. )ur clients who participated as case studies# as well as 7/A students who gave feedback on the book by virtue of doing the graduate work using this Fieldbook. )ur families who inspired us to be thoughtful and dedicated to our work# and to contribute to the world in a meaningful way. )ur 4ublisher# :raphic 2esign and ayout firm# reviewers# editors# endorsers# thought partners including 'had ,tewart# and countless others who spent untold hours making this possible. Table of 'ontents 4reface9 3e61isioning eadership and Innovation < Introduction 6 Innovating eadership == ,ection I 6 Five 2omains of Innovative eadership >? 'hapter =9 eader Type ?= 'hapter >9 2evelopmental 4erspectives @? 'hapter ?9 3esilience A< 'hapter @9 ,ituational Analysis BC 'hapter <9 eadership /ehaviors DB ,ection II 6 /uilding Innovative eadership 'apacity CC 'hapter A9 'reate a 'ompelling 1ision =E= 'hapter B9 Analy!e Four ,ituation and ,trengths =?< 'hapter D9 4lan Four Gourney =<C 'hapter C9 /uild Four Team and 'ommunicate =DC 'hapter =E9 Take Action >=? 'hapter ==9 (mbed Innovation ,ystematically >?= 'hapter =>9 'onclusion >@C ? 43(FA'( 3e61isioning eadership and Innovation 8ou9ve enhanced your 'roductivity by ado'ting ne& technology. 8ou9ve strea)lined your o'erations and aligned your tea)s, )eticulously i)'le)enting the details of your strategic 'lan. 8ou9ve fully invested to better innovate the &ay you run your business. /ut have you invested in the innovation of your leadershi': Are you getting the business results you need to thrive: ;ithout <uestion, today9s organi.ational challenges have )ade recurrent innovation a re<uisite 'art of your business. As you are &ell a&are, a''lying innovative strategies can be e=haustive, s'anning everything fro) 'rocess and 'roducts to )ar-eting, ac<uisitions and custo)er e='erience. 5ecisions involving innovation &ill often be a)ong the )ost influential choices e=ecutive tea)s ulti)ately )a-e to&ard a co)'any9s future outloo-. 8et des'ite its broad a''licability, )ost innovation is largely geared to&ard enhance)ents in technology, such as develo'ing better goods and services or redesigning syste) functionality. Though good )anage)ent tea)s i)'licitly understand the i)'ortance of boosting syste) 'erfor)ance, very fe& of the) co)'rehend the need for innovation &ithin an e<ually crucial yet often overloo-ed di)ension of their core business0 their leadership- >ore s'ecifically, co)'anies often seriously neglect the &ays in &hich their leaders actually relate &ith the organi.ation, envision strategy, and )ost funda)entally, ste&ard their o&n 'ersonal and 'rofessional gro&th. The &ay you, as a leader, 'erceive your business is itself an unta''ed o''ortunity for innovation. %trea)lining the &ay your business &or-s is essential, but )erely innovating the functionality of your syste)s can only address half your issues. *ven &orse, it can blind your strategic vision concerning 'erfor)ance i)'rove)ent and o'erational e=cellence. ?o& did such a broad notion as innovation get reduced to technological advance)ent and 'iece)eal strategies that focus solely on i)'roving functional syste)s: < 43(FA'( 3e61isioning eadership and Innovation An !ver.Chan)in) "r)aniational Climate %i)'ly consider today9s vast o'erating co)'le=ities, as &ell as their egregious by2 'roducts ste))ing fro) t&enty years of accelerated globali.ation, )ar-et volatility and advanced co))oditi.ation. *scalating uncertainty and resulting econo)ic decline have beco)e staggeringly fa)iliar. 4o)'anies struggle to )atch their 'ast 'erfor)ances &ith considerably fe&er resources. *ntire seg)ents, and in so)e cases entire industries, once thriving a )ere decade ago, are no& e='eriencing i))ense decline. In short, the current state of organi.ational cli)ates is &ildly a)bivalent. The assertion of unli)ited gro&th and &ealth a''ears unli-ely, at best. @ese)bling 5ar&in9s Asurvival of the fittest,B )ar-et forces 'ressured the fate of organi.ations, generously re&arding e=ecutive tea)s that ada'ted &hile dis'assionately retiring the less successful. *ven in cases &here business innovations enhance the botto)2line, success is often a short2ter) outloo-. /ut here9s the glaring irony of the situation0 the accelerated gro&th of technological innovation eventually created an increased need for itC never )ind that )ost of those e)erging innovations &ere largely e='eri)ental to begin &ith. The near e='onential drive of tech innovation, fueled largely by a need for co)'etitive relevance, contributed to conditions that 'roduced hostile o'erating environ)ents. Interestingly, it &asn9t a lac- of innovation that fed instability across )ar-ets, since the need for it too- on increased urgency. Though technology innovations, at least in theory, largely i)'roved business efficiency, they also co)'ounded co)'etitive 'ressures, &hich accelerated 'roduction and increased services, &hich further decreased business2ti)e hori.ons, and so on. In su))ary, continual advance)ents in syste)s efficiency, driven by evolving technologies, develo'ed at an un'recedented rate and caused accelerating disru'tions in every sector. The ensuing fallout has 'roved dee'ly 'roble)atic. Innovating functional efficiency has beco)e the sole focus of strategy at the e='ense of leadershi' vision and cultural cohesion. This has created significant dissonance bet&een an organi.ation9s 'ur'ose and day2to2day functioning. 4o)'anies focused their energies and resources on 'erfor)ance training, yet failed to foster so'histicated thin-ing, interaction, and co)'rehensive decision2)a-ing a)ong their leaders. This has fed a co))on yet unso'histicated assu)'tion that technical co)'etency &as so)eho& e<uivalent to strategic vision. A The challenge of e='loring and a''lying innovation is also a challenge to dee'en your leadershi'. 8our 'ers'ective as a leader, along &ith the cultural align)ent of your tea) and organi.ation, )ust -ee' 'ace &ith functional enhance)ents. Accelerated develo')ents in technology e=tended through increased globali.ation created une='ected ano)alies in )ar-et forces, leading to innovative solutions that &ere geared 'ri)arily to&ard strea)lining syste)s. $nbridled gro&th in syste)s technology s'a&ned one2sided innovation, all the &hile cri''ling advance)ents in strategic vision and cultural cohesion. In essence then, conventional innovation has been reduced to )erely i)'roving an organi.ation9s functional 'rocesses. This one2sided version of innovation not only drove )ar-et volatility, it also )arginali.ed ne& organi.ational strategies, 'articularly those e)erging to navigate a recently flattened global econo)y. 4o)'anies &ere a''lying technology innovation to resolve issues that &ere created by 'ri)arily focusing on technological syste)s in the first 'lace. In fact, entering the #1 st century, nearly t&o2thirds of Total Duality >anage)ent ETD>F 'rogra)s re'ortedly failed along &ith ",G of the reengineering initiatives ai)ed at fostering organi.ational stability E%enge, 1111, ''. !23F. 7eaders of the cor'orate reengineering )ove)ent re'ort that the success rate for reengineer efforts for Fortune 1,,, co)'anies is belo& !,G, and 'ossibly only #,G E%trebel, #,,,, '. 83F. 4o)'anies clearly needed innovation to traverse the ne& econo)ic landsca'e, yet e='erienced little success since the solutions they sought &ere inco)'lete to begin &ith. /ased on these failures, today9s organi.ational co)'le=ity re<uires you to seriously consider )ore co)'rehensive a''roaches to innovation and leadershi'. At so)e 'oint, e=clusively focusing on 'erfor)ance analytics concerning syste)s can 'rove costly. The o''ortunity to enhance your innovative ca'acity )ust e=tend beyond increasing functionality, &hich is crucial but inco)'lete &hen i)'le)ented alone. If, in addition to develo'ing better functional 'rocesses, you begin to also clarify your vision, gro&ing your leadershi' ca'acity, and building a cohesive co)'any cultureHyou &ill achieve )uch greater and )ore sustainable success. *he "pportunit% of Innovative Leadership As &e9ve discussed, the over&hel)ing focus of today9s organi.ational solutions are al)ost entirely oriented to&ard syste) functionality. This is foundationally necessary, but only 'art of your total 'icture. /eing guided by )ore strategically B 43(FA'( 3e61isioning eadership and Innovation inclusive decisions )ay be the difference bet&een )anaging failure and creating tangible success. 8our leadershi' )ust be su''orted by )ore balanced innovation, co)'rehensively aligning your vision, tea)s and syste)s by integrating enhanced leadershi' 'ers'ective &ith syste) efficiency. This balanced a''roach to leadershi' and innovation is transfor)ative, for both you and your organi.ation, and can hel' you to res'ond )ore effectively to challenges e=erted &ithin and outside the enter'rise. Innovative 7eadershi' affords you the )eans to successfully ada't in &ays that allo& o'ti)al 'erfor)ance, even &ithin an organi.ational cli)ate fraught &ith continual change and co)'le=ity. 4once'tually, it synthesi.es )odels fro) develo')ental, co))unications and syste)s theory, delivering better insight than singular a''roaches. Innovative 7eadershi' gives you the ca'acity to o'enly recogni.e and critically e=a)ine as'ects of yourself, as &ell as your organi.ation9s culture and syste)s in the )idst of any circu)stance. De5nin) an Innovative Leader ;hat are s'ecific <ualities that differentiate an innovative leader fro) a traditional leader: In our ti)e of ra'id business, social and ecological change, a successful leader is a leader &ho can continually0 4larify and effectively articulate vision 7in- that vision to attainable strategic initiatives 5evelo' the)selves and influence the develo')ent of other leaders /uild effective tea)s by hel'ing colleagues enact their o&n leadershi' strengths 4ultivate alliances and 'artnershi's Antici'ate and res'ond to both challenges and o''ortunities aggressively 5evelo' robust and resilient solutions 5evelo' and test hy'othesis li-e a scientist. %cientifically develo' and test hy'othesis >easure, learn and refine on an ongoing basis D 43(FA'( 3e61isioning eadership and Innovation To further illustrate so)e of the <ualities of innovative leadershi', &e offer this co)'arison bet&een traditional leadershi' and innovative leadershi'0 T3A2ITI)*A (A2(3,&I4 I**)1ATI1( (A2(3,&I4 Leader is )uided primaril% b% desire for personal su$$ess and peripherall% b% or)aniational su$$ess Leader is humbl% )uided b% a more altruisti$ vision of su$$ess based on both performan$e and the value of the $ompan%=s positive impa$t Leadership de$ision st%le 4monar$hi$al>6 Leader levera)es team for answers as an leader has all the answers ad?un$t to de$ision.makin) pro$ess Leader pi$ks a $ourse in 4bla$k@white6 Leader per$eives and behaves like a manner> tends to do)mati$all% sta% s$ientist9 $ontinuall% measurin) and the $ourse testin) for improvement Leader fo$uses on bein) te$hni$all% Leader is $ontinuall% learnin) and $orre$t and in $har)e developin) self and others Leader tends to the numbers and primaril% Auantitative measures that drive those numbers Leader tends to 5nan$ial performan$e, $ustomer satisfa$tion, emplo%ee en)a)ement, $ommunit% impa$t, and $ultural $ohesion ;e invite you to e='lore this fieldboo- as a &ay to innovate your leadershi' in a cli)ate of ve=ing uncertainty and 'artial solutions. ;e introduce you to uni<ue tools designed to hel' leaders and their organi.ations tac-le un'recedented co)'le=ity. 5ra&ing fro) nu)erous case studies and recorded interaction a)ong e=ecutives, )anagers, and consultants, this volu)e is the su))ation of cutting edge insights and )ethods ai)ed at i)'roving 'ersonal and 'rofessional develo')ent. C I*T3)28'TI)* Innovative eadership 7eadershi' and innovation are t&o of the )ost co)'elling to'ics in Irgani.ational 5evelo')ent. *ven so, and des'ite the volu)e of resources e='loring both to'ics, )ost a''roaches 'rovide directional solutions that are )erely anecdotal. ;e -no& that leadershi' 'lays a critical role in a co)'any9s long2ter) success, and that innovation has beco)e a strategic necessity in today9s business environ)ent. /oth leadershi' and innovation are 'erha's )ore i)'actful today than ever before. Technology and increased access to infor)ation continue to accentuate their roles, yet co)'anies are often too overrun &ith change to handle the throng of e)erging de)ands. %till, ensuing <uestions on ho& to lead and &here to innovate re)ain 'u..lingly 'hiloso'hical0 ;hat is the role of leadershi' in a ti)e of loo)ing uncertainty: ?o& &ill co)'anies innovate to overco)e challenges that are largely un'recedented: In a ne& cli)ate of business, &hat is the for)ula for creating success in both areas: This fieldboo- is designed 'recisely to hel' ans&er those <uestions and 'erfor) a critical self2evaluation. Though its 're)ise is funda)entally about leadershi', it is e<ually an account of innovation. 7eadershi' needs innovation the &ay innovation de)ands leadershi', and by )arrying the) &e can i)'rove our ca'acity for gro&th. This boo- e='lores a nu)ber of a''roaches to elaborate on both fields, not Just conce'tually, but tangibly by 'roviding e=ercises designed to enhance your leadershi' s-ills. >ost i)'ortantly, any )eaningful advance)ent concerning both )ust originate fro) the leader. In other &ords, beco)ing a better leader and o'ti)i.ing innovation Jointly hinge on the leader authentically e=a)ining his or her inner )a-eu'. *ven so, you )ust diligently address so)e challenging li)itations. 5es'ite their collective i)'ortance, conventional a''lications of leadershi' and innovation have often 'roved elusive and even 'roble)atic in real2&orld scenarios. For e=a)'le0 if the leadershi' tea) of a struggling organi.ation drives initiatives that focus solely on )a-ing innovative changes to incentives, 'roducts and services, &ithout also advancing strategic 'ur'ose and tea) solidarity, they &ill still )iss the greater == I*T3)28'TI)* Innovative eadership 'otential to create a )eaningful turn2around in co)'any culture. Productivity and syste) i)'rove)ents are undoubtedly critical, but ho& e)'loyees )a-e sense of their &or- e='erience is e<ually vital. I)'le)enting 'roducts and functionality at the e='ense of also creating a better tea) environ)ent or a )ore su''ortive co)'any culture often a''ears as lo'sided decision2)a-ing and shortsighted leadershi'. (no&ing that the future of organi.ations is irreversibly tied to a &orld of erratic change, &e can no longer afford to i)'rove our syste)s and offerings &ithout e<ually advancing our ca'acity for leadershi'. *)'athy and the ability to ins'ire cultural align)ent offer your organi.ation significant )erit, and )ust be i)'le)ented as shre&dly as strategic 'lanning. 4o)bining leadershi' &ith innovation, then, re<uires you to transfor) the &ay you 'erceive yourself, others, and your business. /y vigorously loo-ing into your o&n e='erience, including )otivations, inclinations, inter'ersonal s-ills and 'roficiencies, you can o'ti)i.e your effectiveness in &ays that dee'ly resonate &ith the realities around you. Through dee' e=a)ination and reflective engage)ent, you learn to balance the hard s-ills you have ac<uired &ith )eaningful intros'ection, all the &hile setting the stage for further gro&th. In essence, you discover ho& to strategically and tactically innovate leadershi' the sa)e &ay you innovate in other as'ects of your business. Marr%in) Innovation and Leadership 7et us e='lore innovative leadershi' in a )ore tangible &ay by defining it in 'ractical ter)s. This, of course, begs the obvious <uestion0 &hat does innovative leadershi' really )ean: It is i)'ortant to first understand each to'ic beyond its )ore conventional )eaning. For e=a)'le, )ost definitions of leadershi' alone are al)ost e=clusively fashioned around e)ulating certain -inds of behaviors0 leader K did AthisB to achieve success, and leader 8 did AthatB to enhance co)'any 'erfor)ance. *ven if initially useful, such a''roaches are still essentially for)ulas for i)itating leadershi', and are therefore li-ely ineffectual over the long2ter). Innovative leadershi' cannot be a''lied as a )onolithic theory nor as si)'le 'rescri'tive guidance. @ather, it )ust ta-e 'lace through your o&n native intelligence and ste) fro) your o&n uni<ue sensibilities. => In order to enhance this uni<ue a&areness 'rocess you &ill need a )uch )ore foundational basis fro) &hich to e='lore both to'ics, &hich )eans tal-ing about the) in a different conte=t entirely. 7et9s start by straightfor&ardly defining leadershi'0 eadership is a process of influencing people directionally and tactically# affecting change in intentions# actions# culture and systems. ;ithin this conte=t and above all else, leadershi' is influencing0 directional influence in the sense that it i)'arts ins'iration to&ard othersC tactical influence in the sense of e)'loying functional e=ecution. Put differently0 leadershi' influences an individual9s intentions and cultures by ins'iring 'ur'ose and align)ent. It e<ually influences an individual9s actions and organi.ed syste)s by e=ecuting tactical decision2)a-ing. 7i-e&ise, and as an e=tension of leadershi', innovation refers to the novel &ays in &hich &e advance that influence 'ersonally, culturally, behaviorally and syste)atically. Innovation is a novel advancement that shapes organi!ations9 personally# culturally# behaviorally and systematically. Notice here that in addition to tying the relationshi' of leadershi' to innovation, &e9re also lin-ing the) as an essential 'art of our individual e='erience. 7i-e leadershi' and innovation, the &ay you e='erience and influence the &orld is defined through a )utual inter'lay of 'ersonal, cultural, behavioral and syste)atic events. These core di)ensions &hich ground leadershi' and innovation also 'rovide the conte=tual su))ation of your total e='erience on any given occasion. I'ti)ally then, leadershi' is influencing through an e='licit balancing of those core di)ensions. In res'onse, innovation naturally follo&s as a creative advance)ent of this basic har)ony. Iur 'ersonal e='erience, leadershi' and innovation are all innately connected, and share a dee' conte=tual )a-e2u'. =? I*T3)28'TI)* Innovative eadership Therefore, )arrying leadershi' &ith innovation allo&s you to ground and articulate both in a &ay that can create a conte=t for dyna)ic 'ersonal develo')ent. An Innovative eader influences by engaging self# culture and systems equally. Though &e are, in a sense, defining innovative leadershi' very broadly, &e are also )a-ing a distinct 'oint. ;e are saying that, in actuality, the core as'ects that co)'rise your e='erience, &hether 'ersonal, cultural, behavioral or syste)atic, are never )utually e=clusive. If you affect one, you affect the) all. Innovative leadershi' is based on the recognition that those four as'ects e=ist si)ultaneously in all e='eriences, and already influence every interactive e='erience &e have. %o if, for e=a)'le, you i)'le)ent a strategy to re2align a co)'any9s value syste) over the ne=t five years, you &ill also affect 'ersonal )otivations, co)'any culture, and behavioral outco)es. Influencing one as'ect, in this case, functional syste)s, affects the other as'ects since all four )utually sha'e that given occasion. To deny the )utual inter'lay of any one of the four as'ects is )issing the full 'icture. 8ou can only build innovative leadershi' by addressing reality in the )ost co)'rehensively available fashion. Measurin) Innovative Leadership ;e )easure innovative leadershi' in t&o very distinct &aysC &e call these 'ri)ary <ualities Capa$it% and Competen$%- Capa$it% describes a leader9s ability to ta-e another9s 'oint of vie&, and to co))unicate, influence, and drive the ado'tion of leadershi' 'rinci'les throughout various levels of organi.ational culture. In this conte=t, &e are deliberately giving s'ecial attention to the )ore subJective <ualities of innovative leadershi', such as ta-ing other 'ers'ectives and aligning organi.ational values. ;e are not yet considering as'ects that are action or behavior2oriented, &hich include )easures li-e 'erfor)ance, action or functionality. In essence, ca'acity describes areas li-e the develo')ent of co)'le= thin-ing, the ability to ta-e )ulti'le 'ers'ectives, e)'athy engage)ent, leader ty'e e='ression and 'ersonal resilience. =@ 'apacity describes our ability to introspect# reflect and take the perspective of others. It is subjective. Competen$% accounts for a leader9s overall 'roficiency in hard s-ills, functional e='ertise, and syste)s efficiency. In this case, &e are e='loring innovative leadershi' as a''lied to 'erfor)ance, e=ecution and syste)s. 4o)'etency, in this conte=t, is si)'ly 'roficiency in the business of your organi.ationC it entails all areas of the enter'rise that re<uire s-ills sha'ed by )ostly obJective or <uantitative )easures, such as )anage)ent acu)en and syste)s e=ecution. >ost available resources describing leadershi' address hard s-ills. >uch of this fieldboo- &ill )aintain a )ore focused discussion on ca'acity. 'ompetency describes our ability to organi!e and apply facts# such as tactical skills and functional e"pertise. It is more objective. To su))ari.e0 innovative leadershi' re<uires a funda)ental e=a)ination and balancing of your e='erience along four core as'ects0 'ersonal, cultural, behavioral, and syste)atic, that can be gauged as both $apa$it% EsubJective abilityF and $ompeten$% EobJective 'roficiencyF. Innovative leadershi' gro&s natively fro) your o&n realistic self2e='loration, allo&ing you to authentically engage leadershi' beyond tactical deliberation and syste)s. =< I*T3)28'TI)* Innovative eadership Domains of Innovative Leadership Fi)ure I.: Five Domains of Innovative Leadership The first five cha'ters of this fieldboo- e='lore the five do)ains of innovative leadershi' in )ore de'th 2 reflected in Figure 121 ;hat is truly innovative in this fieldboo- is the overall co)'rehensiveness of the )odel. Theorists have loo-ed at each of these do)ains se'arately over )any years, and have suggested that )astering one or t&o of the) is ty'ically sufficient for effective leaders. ;e sub)it that &hile that )ay have been true in a less co)'le= &orld, it is no longer the case. As the #1st2 century unfolds, the )ost effective leaders &ill have a )uch )ore holistic vie& than any other ti)e in history. In the follo&ing cha'ters, &e &ill define and describe each individual do)ain of innovative leadershi' and ho& they interact. After fully defining innovative leadershi', &e )ove to %ection II0 A/uilding Innovative 7eadershi' 4a'acity,B &here &e offer a si=2ste' 'rocess in a &or-boo- for)at. It includes tools and 'ractices for each ste' in the 'rocess designed to su''ort you in enhancing your 'ractical effectiveness as an Innovative 7eader. The ste's in this 'rocess are0 4reate a co)'elling vision of your future Analy.e your situation and strengths Plan your Journey /uild your tea) and co))unicate Ta-e Action *)bed innovation syste)atically *ach ste' of the 'rocess 'oses <uestions for reflection. It is the co)'rehensiveness of this reflection cou'led &ith the e=ercises that &ill give you insight into yourself and your organi.ation. This insight is re<uired to change yourself and your =A organi.ation concurrently or to )anage your internal change in the conte=t of an organi.ation that you cannot or do not &ant to change. Fi)ure I., Leadership Development Pro$ess = > ? @ < A Gettin) the Most from the Fieldbook /efore you get started, ta-e a )o)ent to thin- about &hy you 'urchased this fieldboo-. %etting goals and understanding your intentions and e='ectations about the e=ercises &ill hel' you focus on identifying and driving your desired results. In order to hel' clarify, consider the follo&ing <uestions0 ;hat are the !2" events andLor choices that brought you to &here you are 'rofessionally and 'ersonally: ?o& did these eventsLchoices contribute to choosing to buy and use this fieldboo-: ;hat stands out in the list you have )ade: Are there any sur'rises or 'atterns: ;hat do you ho'e to gain fro) your invest)ent in leadershi' develo')ent: ;hat )eaningful i)'act &ill it 'roduce in your 'rofessional career and 'ersonal life: In addition to your refection on the above <uestions, here are so)e ideas &e reco))end to hel' you get the )ost out of this e='erience. It is our e='erience that 'eo'le &ho adhere to the follo&ing agree)ents tend to have a dee'er and )ore enriching overall e='erience. /y 'artici'ating in this fashion, you &ill generate a richer evaluation of yourself and )ost effectively ta-e advantage of &hat this fieldboo- has to offer. =B I*T3)28'TI)* Innovative eadership Ta-e a )o)ent to reflect on the guidelines belo&0 Agreement 3elated Action or /ehavior Let )o of thou)hts about other a$tivities :- 'e full% present while %ou read- 'rin) %our full attention to the work- ,- *ake responsibilit% for %our own su$$ess A$t as thou)h %ou are :BBC responsible for the out$ome of %our en)a)ement with this material- Complete all the e(er$ises to the best of %our D- Parti$ipate as full% as possible abilities- Appl% the $on$epts and skills that work best for %ou, and modif% those that do not- Invest time at s$heduled intervals to work <- Pra$ti$e )ood life mana)ement on the materials when %ou are at %our best mentall% and emotionall%- E- Lean into optimal dis$omfort> take 'e $andid, open, and dire$t- Allow %ourself risks without overwhelmin) %ourself- to be $urious and vulnerable- F- *ake the pro$ess seriousl%, and more Allow %ourself balan$e- Find the learnin) importantl% take %ourself li)htl%- Make and humor in both %our su$$esses and this positive and rewardin) e(perien$e- mistakes- Most importantl%, have funG =D &ow to +se the Fieldbook After this introduction, each subse<uent cha'ter builds to for) a co)'lete a''roach to develo'ing innovative leadershi'. The first section of the boo- 'rovides the conce'tual fra)e&or-. The second section guides you through a series of e=ercises to hel' ground those ideas in a )ore 'ractical fashion. ;e reco))end that you use the follo&ing se<uence to hel' efficiently 'rocess the )aterial0 :- 0ead Intentl% @ead the cha'ter through co)'letely, as &e introduce and illustrate an integrated set of conce'ts for each do)ain in building innovative leadershi'. ,- Contemplate $sing a set of carefully chosen a''lications and s'ecifically designed e=ercises &ill hel' you to e)body the &or- and bring the conce'ts to life. Through a 'rocess of dyna)ic e=a)ination and reflection, you &ill be encouraged to conte)'late so)e significant, real2life i)'lications of change. >any of the e=ercises can be done on your o&n, yet others are designed to be conducted &ith in'ut fro) your colleagues such as seeing their 'erce'tion of your strengths and &ea-nesses. D- Link *o)ether 8our !(perien$e As you se<uentially build your understanding, you &ill begin noticing habits and conditioned 'atterns that can 'resent you clear o''ortunities for gro&th. Though you )ay encounter 'ersonal resistance along the &ay, you &ill also discover ne& and e=citing strengths. Ince you have co)'leted the 'rocess, you &ill have created a 'lan to gro& as an innovative leader. $lti)ately, i)'le)enting that 'lan &ill be u' to you and your tea). As you beco)e )ore ade't at using these ideas, you &ill find yourself increasingly ca'able of 'roactive engage)ent &ith the conce'ts along &ith an ability to res'ond to situations re<uiring innovative leadershi' &ith greater ca'acity. =C I*T3)28'TI)* Innovative eadership 3(F('TI)*, ;hat innovative challenges does your organi!ation faceH &ow does your organi!ation support effective leadership for innovationH In what ways would you consider yourself an innovative leaderH &ow do you personally connect with leadership and innovationH ;here are the opportunities for you to be an innovative leaderH ;hat would make you and your organi!ation more effective in leading innovation beyond products# services and systemsH >E ,('TI)* I Five 2omains of Innovative eadership %ection 1 2 AFive do)ains of Innovative 7eadershi'B consists of the first five cha'ters of this Fieldboo- and e='lores the five do)ains of innovative leadershi' in )ore de'th. These do)ains Echa'tersF are reflected in the gra'hic above0 *ach cha'ter offers a definition of the -ey do)ainC e='lains the role it 'lays in innovative leadershi'C gives an e=a)'le of the )odels &e use and 'rovides an e=a)'le or case study to de)onstrate ho& &e have a''lied these do)ains to i)'rove leadershi' and organi.ational 'erfor)ance. These five -ey do)ains are interconnected and )ust be considered as a &hole to build truly innovative leadershi'. This )odel serves as the foundation that you &ill build on in %ection II &here you &ill ta-e action to beco)e an innovative leader. >? Innovative eadership Assessment Follo&ing is a short self assess)ent to hel' you identify your o&n innovative leadershi' scores. It is organi.ed by the five do)ains of innovative leadershi' and &ill give you a general sense of &here you can focus your efforts to i)'rove your innovative leadershi' ca'acity. As you 'rogress through the boo-, you &ill find infor)ation on the full assess)ents if you are interested in )ore in2de'th and thorough analysis of your current ca'acity. ;e encourage you to ta-e this assess)ent as a &ay to get a sna'shot of &here you e=cel and &here you )ay &ant to focus your develo')ental activities and energies. >@ ,core Fourself on Awareness of eader Type and ,elf 7anagement Thin- about your level of res'onse to &or- situations during the 'ast three )onths0 7ever H:I 0arel% H,I #ometimes HDI "ften H<I Almost alwa%s HEI 1. I have ta-en a leadershi' ty'e assess)ent such as the *nneagra), >yers = > ? @ < /riggs Ty'e Indicator or 5I%4, and used this infor)ation about )yself to increase )y effectiveness. #. I use the insight fro) this assess)ent to understand )y ty'e 2 s'ecifically = > ? @ < I understand )y gifts and li)itations and try to leverage )y strengths and )anage )y li)itations. M. I have a reflection 'ractice &here I understand, actively )onitor and &or- = > ? @ < &ith )y Afi=ationsB. Ea fi=ation is a negative thought 'atternF 4. I have a clear sense of &ho I a) and &hat I &ant to contribute in the &orld. = > ? @ < !. I )anage )y e)otional reactions to allo& )e to res'ond &ith socially = > ? @ < a''ro'riate behavior. 3. I a) a&are of &hat causes )e stress and actively )anage it. = > ? @ < ". I have 'ositive co'ing strategies. = > ? @ < 8. I actively see- &ays to feel e)'o&ered even &hen the organi.ation )ay not = > ? @ < e)'o&er )e in a given situation. *otal #$ore If your overall score in this category is #4 or less, it9s ti)e to 'ay attention to your leadershi' ty'e and self )anage)ent. If your overall score is M# or above, 4ongratulationsN 8ou are self a&are and using your leadershi' ty'e to increase your effectiveness. >< ,core Fourself on 2evelopmental 4erspective Aligned with Innovation Thin- about your level of res'onse to &or- situations during the 'ast three )onths0 7ever H:I 0arel% H,I #ometimes HDI "ften H<I Almost alwa%s HEI 1. I have a sense of life 'ur'ose and do &or- that is generally aligned &ith that 'ur'ose. #. I a) )otivated by the i)'act I )a-e on the &orld )ore than on 'ersonal notoriety. M. I try to live )y life according to )y 'ersonal values. 4. I believe that collaboration across grou's and organi.ations is i)'ortant to acco)'lish our goals. !. I believe that getting business results )ust be balanced &ith treating 'eo'le fairly and -indly as &ell as i)'act on our custo)ers and co))unity. 3. I see- in'ut fro) others consistently to test )y thin-ing and e='and )y 'ers'ective. ". I thin- about the i)'act of )y &or- on the )any ele)ents of our co))unity and beyond. 8. I a) o'en and curious, al&ays trying ne& things and learning fro) all of the). 1. I a''reciate the value of rules and a) &illing to <uestion the) in a 'rofessional )anner in service of )eeting our goals and i)'roving the service &e 'rovide to our custo)ers. 7agician ,trategist Ievel <J Individualist Achiever ("pert 2iplomat = > ? @ < = > ? @ < = > ? @ < = > ? @ < = > ? @ < = > ? @ < = > ? @ < = > ? @ < = > ? @ < *otal #$ore If your overall score in this category is #" or less, it9s ti)e to 'ay attention to your develo')ental level including testing your current level and focusing on develo'ing in this area. If your score is M3 or above, congratulationsN 8our develo')ental level a''ears to be aligned &ith innovate leadershi' yet this assess)ent is only a >A subset of a full assess)ent. Fu an In ,core Fourself on 3esilience & Thin- about your level of res'onse to &or- situations during the 'ast three )onths0 g ' 7ever H:I 0arel% H,I #ometimes HDI "ften H<I Almost alwa%s HEI 1. I consistently ta-e care of )y 'hysical needs such as getting enough slee' = > ? @ < and e=ercise. #. I have a sense of 'ur'ose and get to do activities that contribute to that = > ? @ < 'ur'ose daily. M. I have a high degree of self a&areness and )anage )y thoughts actively. = > ? @ < 4. I have a strong su''ort syste) consisting of a healthy )i= of friends, = > ? @ < colleagues, and fa)ily. !. I can refra)e challenges to find so)ething of value in )ost situations. = > ? @ < 3. I build strong trusting relationshi's at &or-. = > ? @ < ". I a) a&are of )y o&n self tal- and actively )anage it. = > ? @ < 8. I have a 'rofessional develo')ent 'lan that includes gaining s-ills and = > ? @ < additional 'ers'ectives. *otal #$ore If your overall score in this category is #4 or less, it9s ti)e to 'ay attention to your resilience. If your score is M# or above, congratulationsN 8ou are li-ely 'erfor)ing &ell in the area of resilience yet this assess)ent is only a subset of the full resilience assess)ent. >B ,core Fourself on 7anaging Alignment of ,elf and )rgani!ation Thin- about your level of res'onse to &or- situations during the 'ast three )onths0 7ever H:I 0arel% H,I #ometimes HDI "ften H<I Almost alwa%s HEI 1. I a) a&are of )y o&n 'assions and values . #. >y behavior reflects )y goals and values consistently. M. I feel safe 'ushing bac- &hen I a) as-ed to do things that are not aligned &ith )y values. 4. I a) a&are that )y behavior and decisions as a leader have a significant i)'act on the organi.ation9s structure and culture. !. I a) deliberate about aligning the organi.ation9s 'ay and 'erfor)ance syste)s &ith the ty'es of behaviors &e &ant to encourage. Eboth results and behaviorsF 3. The organi.ation9s -ey )easures and syste)s encourage the right actions aligned &ith the culture, and discourage actions that &ill da)age the organi.ation or )a-e )e unco)fortable. ". I a) a&are of ho& )y values align &ith those of the organi.ation and &here &e are )isalignedC I ta-e ste's to encourage changes in the culture such as tal-ing about our values and reinforcing &hat &e say &e care about. individual action self Intentional Alignment 1alues Alignment ActionKAlignment ,ystem Alignment culture system = > ? @ < = > ? @ < = > ? @ < = > ? @ < = > ? @ < = > ? @ < = > ? @ < *otal #$ore If your overall score in this category is #1 or less, it9s ti)e to 'ay attention to )y align)ent &ith the organi.ation and also the align)ent &ithin the organi.ation that I a) able to i)'act. If your score is #8 or above, congratulationsN 8ou are &ell aligned &ith the organi.ation and the organi.ation9s culture and syste)s are &ell aligned. >D ,core Fourself on eadership /ehaviors Thin- about your level of res'onse to &or- situations during the 'ast three )onths0 7ever H:I 0arel% H,I #ometimes HDI "ften H<I Almost alwa%s HEI 1. I tend to be 'roactive 2 I antici'ate &hat is co)ing ne=t and actively )anage = > ? @ < it. Ede'ending on role 2 this )ay ha''en 'ri)arily in )y 'ersonal lifeF #. I focus on creating results in a &ay that encourages others to gro& and = > ? @ < develo' &hile acco)'lishing their tas-s. M. I thin- about the i)'act of )y actions on the overall organi.ation rather than = > ? @ < Just getting the Job done. 4. I see ho& )y &or- contributes to the overall organi.ational success and = > ? @ < deliberately try to i)'rove )yself and the organi.ation. !. I ta-e ti)e to )entor others 2 even &hen I a) busy. = > ? @ < 3. I consider )yself a 'ersonal learner because of the ti)e I s'end reading and = > ? @ < trying ne& ideas and activities. I a) curious. ". I have the courage to s'ea- out in a 'rofessional )anner &hen as-ed to do = > ? @ < so)ething I disagree &ith. 8. I acco)'lish results by &or-ing &ith and through others in a 'ositive and = > ? @ < constructive )anner. *otal #$ore If your overall score in this category is #4 or less, it9s ti)e to 'ay attention to your leadershi' behaviors and loo- for &ays to develo' in align)ent &ith your goals. If your score is M# or above, congratulationsN 8ou are li-ely 'erfor)ing &ell in the area of leadershi' behaviors but this assess)ent is only a subset of a full leadershi' behavior assess)ent. >C '&A4T(3 = eader Type Fi)ure :.: Five Domains of Innovative Leadership *he Importan$e of Leader *%pe Part of the challenge in building innovative leadershi' is learning to leverage the clarity of your intros'ection. 7oo-ing inside yourself, e=a)ining the )a-e2u' of your inner being, enables you to function in a highly grounded &ay, rather than o'erating fro) the innate biases of )ore uninfor)ed decision2)a-ing. First and fore)ost, &hen thin-ing about leadershi', start by si)'ly considering your dis'osition, tendencies, inclinations and &ays of being. Innovative leadershi' hinges on understanding the si)'le, native )anner in &hich you sho& u' in your life. Ine &ay to observe is by e=a)ining as'ects of your inner being, often called leader ty'e, &hich reflect the leader9s 'ersonality ty'e. The 7eader Personality Ty'e Ereferred to going for&ard as 7eader Ty'eF has a critical influence on &ho you are as a leader. It is an essential foundation of your 'ersonal )a-e2u' and greatly sha'es the effectiveness of your leadershi'. The ancient adage of A(no& Thyself,B attributed to various 6ree- 'hiloso'hers, holds true as a crucial under'inning in leadershi' 'erfor)ance. 8our ability to use dee' intros'ection relies on your develo')ent of a ca'acity for self2understanding and self2a&areness. /oth allo& you 'rofound o'enness of 'ers'ective as &ell as a greater understanding of others. These critical traits su''ort leaders9 abilities to self2regulate, co))unicate effectively &ith others, and encourage 'ersonal learning. 8ou can e)'loy a 'rofound understanding of leader ty'e for both yourself and others as a 'o&erful tool to 'ro)ote effective leadershi'. ?= '&A4T(3 = eader Type It is i)'ortant to -ee' in )ind that this 'articular notion of ty'e is native to your being and generally does not change significantly over the course of your life. This is an essential 'oint0 by ascertaining the distinct Asha'eB of your ty'e, as &ell as that of others around you, you can begin to see situations &ithout the bias of your o&n 'erce'tions. 8ou are then in a better 'osition to leverage &hat you and others actually de)onstrate, rather than acting fro) naive s'eculation. 8ou learn to dee'ly understand the inner )ove)ents of your strengths, &ea-nesses, and core 'atterns. Ty'ing tools are hel'ful in 'ro)oting this -ind of self2-no&ledge and 'attern recognition. '% learnin) about these patterns, %ou $an )ain perspe$tive on %our life and start $onne$tin) the dots amon) %our diJerent e(perien$es- Most of us have a $on$ept about how we behave, but that idea is likel% $louded and not entirel% true- "ne of the hardest thin)s for most people is to see themselves a$$uratel%- &ow astonishin) it is to see throu)h the $louds and re$o)nie %ourself $learl%- K Deep Livin), 0o(anne &owe Murph% 7earning at this dee'er level22fro) your 'ersonal, inner dyna)ics and i))ediate e='erience22can offer re)ar-able insight into areas of your character you tend to e=aggerate or overe)'hasi.e. %elf2a&areness and the ca'acity for self2)anage)ent are foundational to innovative leadershi' and overall leadershi' effectiveness. /y beco)ing a&are of your inherent gifts as &ell as those of others, you are able to i)'rove your 'ersonal effectiveness and that of the tea)s and de'art)ents &ith &hich you &or-. *he !nnea)ram Model and Leader *%pe There are several credible ty'ing tools, so)e of &hich are used by a &ide range of organi.ations. Pro)inent e=a)'les include0 >yers /riggs Ty'e Indicator, 5I%4, /ig Five Personality Test, and the *nneagra). *ach of these )odels has 'articular strengths in their 'resentations, as &ell as certain &ea-nesses. Their overall 'ur'ose is to hel' you )a-e obJective sense of the thought and behavior 'atterns of yourself and other 'eo'le. ?> #elf.awareness, the pra$ti$e of en)a)in) in self.reLe$tion and a$hievin) $larit% of insi)ht, bein) $ons$ious of one=s own identit%, and the e(tent to whi$h per$eptions about one=s self are a$$urate and $ompatible with others= observations, pla% a pivotal role in leadership- #elf.aware leaders self.re)ulate $o)nitions, emotions, and behavior more eJe$tivel% dependin) on the situation, evaluate their impa$t on others, and possess hi)her levels of emotional intelli)en$e- *hus, the% be$ome more versatile in their leadership and ma% perform better- ConseAuentl%, su$$essful leader development is foremost personal development- *he !nnea)ram, one of the most $omprehensive s%stems for understandin) personalit% Mleader t%peN and human development, oJers $onsiderable merit to support leaders to be$ome more aware of themselves and others- K&ilke 0i$hmer, Do$toral Dissertation- As &e observed through ?il-e @ich)er9s research 'roJect, the *nneagra) can be a very 'o&erful ty'ing )odel. 7et9s continue to e='lore the conce't of ty'e by also using the *nneagra) as our 'ri)ary tool to assess leader ty'e. Fi)ure :., !nnea)ram The *nneagra) can be a dyna)ic )a' of leader ty'e that reveals ho& you organi.e e='erience and find )eaning &ithin it. The *nneagra) describes nine distinct 'atterns of attitude and behavior that hel' to reveal an array of reasons su''orting &hy you thin- and behave in the &ays you do. $sing the -no&ledge of &hat co)'rises the *nneagra)9s nine ty'es can 'rovide you a foundation for better understanding yourself, as &ell as )aintaining healthy relationshi's through understanding the needs and 'ers'ectives of others. The *nneagra) sy)bol is a circle &ith nine 'oints, re'resenting the nine ty'es native &ithin all hu)an e='erience, connected in a distinctive 'attern of intersecting lines. ?? '&A4T(3 = eader Type The *nneagra), li-e other tools, offers you a fra)e&or- and language to discuss &hat you 'erceive about the intentions and see in the behaviors of yourself and others. *ach *nneagra) ty'e is based on a 'attern of &hat you 'ay attention to, or )ore s'ecifically, your naturally occurring 'erce'tions and 'references. /y understanding the ty'es of e='eriences you habitually reinforce and 'ut energy into, you can observe yourself )ore accurately and develo' )ore self2a&areness. /y enhancing self2a&areness, you can e=ercise )ore choice about your o&n actions rather than engaging in 'atterns of thought, e)otion, and behavior in an auto)atic, habitual, unconscious fashion. This insight alone &ill allo& you to tailor 'ersonal and 'rofessional goals to achieve better results. Table =6= (nneagram Types Type = 3eformer9 The 3ational# Idealistic Type I am a prin$ipled, idealisti$ t%pe- I am $ons$ientious and ethi$al with a stron) sense of ri)ht and wron) behavior- I $an be a tea$her, $rusader and advo$ate for $han)e, alwa%s strivin) to improve thin)s, but sometimes afraid of makin) mistakes- Oell. or)anied, orderl% and fastidious, I tr% to maintain hi)h standards but $an slip into bein) $riti$al and perfe$tionisti$- I t%pi$all% have problems with resentment and impatien$e- At 7y /est9 I am wise, dis$ernin), realisti$ and noble- I $an be morall% heroi$- Type > &elper9 The 'aring# Interpersonal Type I am a $arin), interpersonal t%pe- I am empatheti$, sin$ere and warm.hearted- I am friendl%, )enerous and self.sa$ri5$in), but $an also be sentimental, Latterin) and people pleasin)- I am well.meanin) and driven to be $lose to others, but $an slip into doin) thin)s for others in order to be needed- I t%pi$all% have problems with possessiveness and with a$knowled)in) m% own needs- At 7y /est9 I am unsel5sh and altruisti$, and have un$onditional love for others- Type ? Achiever9 The ,uccess6)riented# 4ragmatic Type I am an adaptable, su$$ess.oriented t%pe- I am self.assured, attra$tive and $harmin)- Ambitious, $ompetent and ener)eti$, I $an also be status.$ons$ious and hi)hl% driven for advan$ement- I am diplomati$ and poised, but $an also be overl% $on$erned with m% ima)e and what others think of me- I t%pi$all% have problems with over fo$us on work and $ompetitiveness- At 7y /est9 I am self.a$$eptin), authenti$ and a role model who inspires others- ?@ Type @ Individualist9 The ,ensitive# ;ithdrawn Type I am an introspe$tive, romanti$ t%pe- I am self.aware, sensitive and reserved- I am emotionall% honest, $reative and personal, but $an also be mood% and self. $ons$ious- Oithholdin) m%self from others due to feelin) vulnerable, I $an also feel s$ornful and e(empt from ordinar% wa%s of livin)- I t%pi$all% have problems with melan$hol%, self.indul)en$e and self.pit%- At 7y /est9 I am inspired and hi)hl% $reative and am able to renew m%self and transform m% e(perien$es- Type < Investigator9 The Intense# 'erebral Type I am a per$eptive, $erebral t%pe- I am alert, insi)htful and $urious- I am able to $on$entrate and fo$us on developin) $omple( ideas and skills- Independent, innovative and inventive, I $an also be$ome preo$$upied with m% thou)hts and ima)inar% $onstru$ts- I $an be deta$hed, %et hi)h.strun) and intense- I t%pi$all% have problems with e$$entri$it%, nihilism and isolation- At 7y /est9 I am a visionar% pioneer, often ahead of m% time, and able to see the world in an entirel% new wa%- Type A oyalist9 The 'ommitted# ,ecurity6)riented Type I am reliable, hardworkin), responsible, se$urit% oriented and trustworth%- I am an e($ellent troubleshooter and $an foresee problems and foster $ooperation, but $an also be$ome defensive, evasive and an(ious9 runnin) on stress while $omplainin) about it- I $an be $autious and inde$isive, but also rea$tive, de5ant and rebellious- I t%pi$all% have problems with self.doubt and suspi$ion- At 7y /est9 I am internall% stable and self.reliant, $oura)eousl% $hampionin) m%self and others- Type ,even (nthusiast9 The /usy# Fun6oving Type I am a bus%, out)oin), produ$tive t%pe- I am e(troverted, optimisti$, versatile and spontaneous- Pla%ful, hi)h.spirited and pra$ti$al, I $an also misappl% man% talents, be$omin) over.e(tended, s$attered and undis$iplined- I $onstantl% seek new and e($itin) e(perien$es, but $an be$ome distra$ted and e(hausted b% sta%in) on the )o- I t%pi$all% have problems with impatien$e and impulsiveness- At 7y /est9 I fo$us m% talents on worthwhile )oals, be$omin) appre$iative, ?o%ous and satis5ed- ?< '&A4T(3 = eader Type Type (ight 'hallenger9 The 4owerful# 2ominating Type I am a powerful, a))ressive, self.$on5dent, stron) and assertive- Prote$tive, resour$eful, strai)ht talkin) and de$isive, I $an also be e)o$entri$ and domineerin)- I feel I must $ontrol m% environment, espe$iall% people, sometimes be$omin) $onfrontational and intimidatin)- I t%pi$all% have problems with m% temper and with allowin) m%self to be vulnerable- At 7y /est9 I am self.masterin) and I use m% stren)th to improve others= lives, be$omin) heroi$, ma)nanimous and inspirin)- Type *ine 4eacemaker9 The (asygoing# ,elf6effacing Type I am a$$eptin), trustin), eas% )oin), and stable- I am usuall% )rounded, supportive and often $reative, but $an also be too willin) to )o alon) with others to keep the pea$e- I want ever%thin) to )o smoothl% and be without $onLi$t, but I $an also tend to be $ompla$ent and emotionall% distant, simplif%in) problems and i)norin) an%thin) upsettin)- I t%pi$all% have problems with inertia and stubbornness- At 7y /est9 I am indomitable and all.embra$in) and able to brin) people to)ether to heal $onLi$ts- *he !nnea)ram and *eam !Je$tiveness In addition to building 'ersonal a&areness, &e also use the *nneagra) to i)'rove tea) effectiveness. ;or-ing &ithin natural &or- grou's, &e as- individuals to res'ond to each of the follo&ing <uestions0 ;hat do others a''reciate about your style: ;hat is difficult about &or-ing &ith you: ;hat do you need to re)e)ber &hen &or-ing &ith 'eo'le &ho have other styles: /y using the *nneaty'e structure, 'artici'ants are able to ans&er the <uestions. $sing a )odel can hel' de'ersonali.e the feedbac- and also hel' increase self and other a&areness re<uired to effectively relate to others. $sing this structure o'ens a dialogue about ho& to &or- together effectively. *=ercises li-e the one above are intended to hel' you stay a&are of both strengths and challenges &ithin yourself and others. >oreover, they are designed to hel' you develo' an increased sensitivity to 'eo'le &ith differing styles &ithout ?A being restricted by your o&n biases. As you enhance your ability to res'ectfully relate to 'eo'le of different styles, you are also able to i)'rove their i)'act on sta-eholders both inside and outside the co)'any, i)'roving your organi.ation9s overall effectiveness. *he !nnea)ram and *eam 0oles ;e also use a si)'lified grou'ing of the nine ty'es to tal- about ho& individuals function and influence 'erfor)ance &ithin a tea) environ)ent. The nine ty'es are grou'ed into three tea) roles. ;e are assu)ing that all of these roles are i)'ortant to high functioning tea)s. ;hen assigning 'eo'le to a tea), it is i)'ortant to e='licitly consider ty'e in addition to s'ecific 'rofessional acu)en and s-ills to ensure that the &or- of the tea) &ill be done effectively. Table =6> (nneagram Team 3oles Initiators like to )et started and learn as the% )o alon)- *he% like a$tion, divin) in, )ettin) en)a)ed and involved Ht%pes ei)ht, three and sevenI- !i)ht9 4I=m here, I=ll make thin)s happen-6 *hree9 4Listen to what I have done@a$$omplished-6 #even9 4I=m here, thin)s will )et livel%-6 'ooperators want to take time to 5nd out who the team is, understand the frame. work, what is behind it, and $larif% the e(pe$tations, rules and )uidelines in more detail- *he% have more Auestions about who is in $har)e of what and e(plore potential $onLi$t with diJerin) e(pe$tations Ht%pes one, two, and si(I- "ne9 4I need to or)anie and 5( this-6 *wo9 4&ow $an I helpP6 #i(9 4I=m part of the hi)h impa$t )roup-6 ,oloists want to spend some time independentl%, thinkin) about a situation and feelin) their wa% to an inner understandin) of it- "thers ma% per$eive them as bein) withdrawn, not in$ludin) others, or even bein) aloof Ht%pes four, 5ve, and nineI- Four9 4I like to 5nd an un$onventional, $reative solution-6 Five9 4I like to observe and understand the patterns and theories-6 7ine9 4I like to understand the perspe$tives of all of the stakeholders and build $onsensus-6 ?B '&A4T(3 = eader Type Appli$ation 7et9s e=a)ine a very 'ractical a''lication &ithin an organi.ational setting. ?il-e @ich)er used a ty'ing )odel, s'ecifically the *nneagra), as the foundation to create a leadershi' develo')ent 'rogra) and &rote about the results for her Ph5 dissertation. According to @ich)er0 *he purpose of the resear$h was to assess the eJe$ts of the Personal Awareness and !Je$tive Leadership Pro)ram in a medium.sied utilit% $ompan% in the Midwest +nited #tates- *o provide middle mana)ers with a uniAue development opportunit% to enhan$e their awareness of self and others, the $ompan% had $ustomied the Personal Awareness and !Je$tive Leadership Pro)ram based on the !nnea)ram in ,BB;- *he pro)ram was implemented in ,B:B- %he elaborates0 *he $ompan%Qs or)aniation development team $on$eived a pro)ram that fo$used on stren)thenin) middle mana)ers= interpersonal eJe$tiveness and leadership versatilit%- Considerin) the e(tensive pra$ti$al leadership e(perien$e of most middle mana)ers and the $hallen)e of a$tuall% $han)in) leadership behavior, the team de$ided on a novel approa$h- *eam members identi5ed the !nnea)ram, one of the most $omprehensive models of personalit% Mleader t%peN and human development, as an appropriate instrument for the developmental pro)ram- *he !nnea)ram represented an a$$epted s%stem to support middle mana)ers to develop a better understandin) of themselves and others- *herefore, tea$hin) the !nnea)ram in leader development should foster middle mana)ers= self.awareness and ultimatel% advan$e leadership behavior- *his resear$h evaluated the eJe$ts of the ,B:B Personal Awareness and !Je$tive Leadership Pro)ram for middle mana)ers on enhan$in) self.awareness- As a result of parti$ipatin) in the Personal Awareness and !Je$tive Leadership Pro)ram, the $ompan% e(pe$ted leaders to HaI understand the !nnea)ram and the nine MleaderN personalit% t%pes as identi5ed b% the !nnea)ram, be able to identif% their own t%pe, and realie their ?D developmental path, HbI appl% !nnea)ram and #ituational Leadership knowled)e in their leadership to better re$o)nie motivations and values in themselves and others, and H$I be$ome better eAuipped to $ons$iousl% self.re)ulate behavior in leadership situations and $ommuni$ate more eJe$tivel%- ?er research concluded the follo&ing0 Parti$ipants in both $ohorts Mtrainin) )roupsN found the !nnea)ram valuable to understand the rationale for their own behavior as well as others= a$tions and rea$tions- Parti$ipants a$knowled)ed that the !nnea)ram fostered the understandin) of wh% we behave as we do and also how to best read others- "ne parti$ipant stated that to be an eJe$tive leader in toda%Qs workfor$e, %ou must be able to understand wh% %ou are the wa% %ou are, so that %ou $an improve- @ich)er9s e='eri)ent illustrates a crucial ste' to&ard building innovative leadershi'. To begin increasing your ca'acity for clear decision2)a-ing, you )ust first learn to i)'artially evaluate and e=a)ine the intentional and behavioral 'atterns in yourself as &ell as others. The inherent leverage &ithin this si)'le yet 'o&erful understanding cannot be overstated. It elicits a clarity that &ill hel' you )a-e decisions &ithout being governed by the bias of your o&n 'erce'tions, even as you naturally e='erience the) in any given occasion. This obJectivity is rooted in your ability see your conditioning &ithout 'reference. It is this nonJudg)ental 'ers'ective that allo&s the nuances of e='erience to 'ersist in the interest of gaining real understanding. ;hen you begin seeing in this &ay, you can navigate s-illfully and e=ecute &ithout the baggage of erroneous e='ectations. A''lying a ty'ing )odel can be an e=ce'tionally valuable asset to tea) building and o'ti)i.ation. Ine of the critical challenges in &or-ing &ith tea)s is overco)ing the conflicts of interest based on )ischaracteri.ation of tea) )e)bers. %uch )isconstrued 'erce'tions can drain tea)s of 'recious energy as ti)e is s'ent resolving conflict rather than attending to &or-loads and goals. ?C '&A4T(3 = eader Type ?ere is an e=a)'le of an e=ercise &e as- tea) )e)bers to 'erfor) based on their ty'e and tea) role0 Ohat is %our team $ompositionP &ow man% are InitiatorsP CooperatorsP #oloistsP Is there a prominent t%pe within the teamP Ohi$h tasks are best a$$omplished b% ea$h t%peP Ohat do %ou need from )roup members to be most eJe$tiveP #hare %our needs with the team- Ohat )round rules will promote the most eJe$tive fun$tionin) of this teamP It is i)'ortant to note that &hile assess)ent can be very 'o&erful, in so)e cases it is used ineffectively. ;hatever ty'ing tool is e)'loyed, it should al&ays be used to su''ort and enhance a&areness and a''reciation of yourself and others. It is unethical to use assess)ents to 'igeon2hole, label, discri)inate or disadvantage 'eo'le. Ty'ing assess)ents are offered to benefit the individual and the tea) &ith 'ersonal gro&th and enhanced tea) effectiveness. ;e reco))end that you share your *nneagra) ty'e &ith tea) )e)bers and colleagues to i)'rove tea) and grou' dyna)ics. The *nneagra) is a very effective tool to i)'rove self2a&areness and social interactions. In su))ary, this cha'ter 'rovided a brief introduction and sa)'le of ho& ty'e )odels can be used. /y harnessing the ca'acity to see your leader ty'e and conditioning in an obJective, nonJudg)ental &ay, you are able to foster better insight in relation to your o&n e='erience &ithout the strained effort that can ste) fro) self2bias. 8ou discovered the uni<ue 'atterns that sha'e each ty'e are genuine, natural and generally do not change )uch over ti)e. In the )ost basic &ay, they si)'ly reflect &ho you are )ost innately. The goal &ith leader ty'e is to build self2a&areness and leverage strengths, not try to change &ho you are. $nderstanding the natural conditioning that co)es fro) leader ty'e is a crucial stage in develo'ing leadershi' effectiveness, and co)'rehensive innovation &ithin the entire organi.ation. @E 3(F('TI)*, 8sing the (nneagram number system# where would you place your leader typeH &ow have you used other typing tools in the pastH 2oes this type information help increase your level of awareness regarding your habitual patterns# strengths and growth opportunitiesH 2o you use this type6based information to guide how you interact with othersH ;ould an increased use of type knowledge help improve your team effectiveness by promoting discussion among team members about preferred roles and communication stylesH @= 3esources This section includes additional reco))endations to aug)ent the fieldboo- for those &ho &ant )ore in2de'th infor)ation. 0esour$es Chapter , The theoretical research of %usann 4oo-26reuter and Terri I9Fallon 'rovide the )ost recent and co)'lete references available in su''ort of 5evelo')ental levels and their a''lications. /oth can be found on their &ebsites. &&&.coo-2greuter.co) &&&.'acificintegral.co) 0esour$es Chapter E For )ore infor)ation about The 7eadershi' 4ircle Profile 2 see the study &ritten by /ob Anderson and 'ublished by *he Leadership Cir$le, *he Leadership Cir$le and "r)aniational Performan$e, ,BBR- &&&.theleadershi'circle.co) 0esour$es Chapter F /oo-0 Par-er Pal)er, Let 8our Life #peak . Listen for the /oi$e of /o$ation- %an Francisco0 Jossey /ass, #,,,. 0esour$es Chapter R >ature Adult Profile Assess)ent E>APF &&&.'acificintegral.co) The 7eadershi' 4ircle M3, Assess)ent &&&.theleadershi'circle.co) @esilience Assess)ent &&&.)etcalf2associates.co) *nneagra) &&&.enneagra)institute.co) ><C '&A4T(3 => 'onclusion 0esour$es Chapter S /oo-0 @obert Frit.. ATool0 %tructural Tension,B Path of Least 0esistan$e, Learnin) to 'e$ome the Creative For$e in 8our "wn Life- Ne& 8or-0 @ando) ?ouse, 1181. /oo-0 /ill Torbert and Associates. A$tion InAuir%, *he #e$ret of *imel% and *ransformin) Leadership- %an Francisco0 Jossey2/ass, #,,4. /oo-0 (erry Patterson, Jose'h 6renny, @on >c>illan, Al %&it.ler. 4ru$ial Conversations9 *ools for *alkin) when #takes are &i)h- %an Francisco0 >c6ra&2?ill, #,,#. /oo-0 Art (leiner, Peter %enge, @ichard @oss, /ryan %)ith, 4harlotte @oberts. Fifth Dis$ipline Fieldbook, #trate)ies and *ools for 'uildin) a Learnin) "r)aniation- Ne& 8or-0 4ro&n /usiness /oo-s, 1114. /oo-0 6eorge 7eonard and >ichael >ur'hy. *he Life Oe Are Given, A Lon) *erm Pro)ram for 0ealiin) Potential of 'od%, Mind, &eart and #oul- Ne& 8or-0 TarcherLPutna), 111!. 5O5s0 Integral 7ife Practice %tarter (it. Integral Institute EM2#21 shado& &or-sho' and /ig >indF. Inline resource and tools0 ?eart)ath )editation 'ractices and e);ave to )onitor heart activity. &&&.heart)ath.org. 0esour$es Chapter ; /oo-0 Art (leiner, Peter %enge, @ichard @oss, /ryan %)ith, 4harlotte @oberts. A4onversational @eci'es,B Fifth Dis$ipline Fieldbook, #trate)ies and *ools for 'uildin) a Learnin) "r)aniation- Ne& 8or-0 4ro&n /usiness /oo-s, 1114. /oo-0 (erry Patterson, Jose'h 6renny, @on >c>illan, Al %&it.ler. Cru$ial Conversations9 *ools for *alkin) when #takes are &i)h- %an Francisco0 >c6ra&2?ill, #,,#. 0esour$es Chapter :B /oo-0 /ill Torbert and Associates. A$tion InAuir%, *he #e$ret of *imel% and *ransformin) Leadership-P %an Francisco0 Jossey2/ass, #,,4. /oo-0 @obert (egan and 7isa 7as-o& 7ahey. &ow the Oa% Oe *alk $an Chan)e the Oa% Oe Oork- /oston0 ?arvard /usiness %chool Publishing, #,,1. 5O50 %hado& >odule M2#21 Process &ith 5iane ?a)iltonC Integral 7ife Practice %eries 'roduced by Integral Institute. >AE 3eferences /arrett /ro&n. 4onscious 7eadershi' for %ustainability0 ?o& 7eaders &ith 7ate2%tage Action 7ogic 5esign and *ngage in %ustainability Initiatives. 5octoral 5issertation, Fielding 6raduate $niversity. #,11. Ji) 4ollins. Good to Great9 Oh% some Companies Make the LeapTand "thers Don=t- Ne& 8or-0 ?ar'er4ollins Publishers, Inc., #,,1. %usanne 4oo-26reuter. 4A Detailed Des$ription of 7ine A$tion Lo)i$s in the Leadership Development Framework Adapted from Leadership Development *heor%,6 &&&.coo-2greuter.co). #,,#. >ihaly 4si-s.entihalyi, Flo&0 *he Ps%$holo)% of "ptimal !(perien$e. Ne& 8or-0 ?ar'er Perennial, 111,. 6eoff Fitch, Oenita @a)ire., and Terri I9Fallon. A*nacting 4ontainers for Integral Transfor)ative 5evelo')ent.B Presented July #,1, Integral Theory 4onference. Alain 6authier, A5evelo'ing 6enerative 4hange 7eaders Across %ectors0 An *='loration of Integral A''roachesB, Inte)ral Leadership 0eview, June #,,8. 5aniel 6ole)an, Oorkin) with !motional Intelli)en$e. Ne& 8or-0 /anta) /oo-s, 1118 5aniel 6ole)an, @ichard *. /oyat.is and Annie >c(ee, Primal Leadership9 Learnin) to Lead with !motional Intelli)en$e- /oston0 ?arvard /usiness %chool Press, #,,#. 5aniel 6ole)an, !motional Intelli)en$e- Ne& 8or-0 /anta) /oo-s, 111!. @o=anne ?o&e2>ur'hy, @o=anne, 5on @ichard @iso, and @uss ?udson. Deep Coa$hin)9 +sin) the !nnea)ram as a Catal%st for Profound Chan)e, *l 6ranada0 *nneagra) Press, #,,". >aryanna (latt, Janet /uc-&orth, and ;illia) /. >alar-ey. A*ffects of 7o&25ose >indfulness/ased %tress @eduction E>/%@2ldF on ;or-ing Adults.B ?ealth *ducation and /ehavior. Ool. M3, no. M. #,,10 3,12314. %alvatore @. >addi and 5eborah >. (hoshaba, 0esilien$e at Oork9 &ow to #u$$eed 7o Matter Ohat Life *hrows at 8ou- Ne& 8or-0 >JF /oo-s, #,,!. >aureen >etcalf. A7evel ! 7eadershi'0 7eadershi' that Transfor)s Irgani.ations and 4reates %ustainable @esults.B Inte)ral Leadership 0eview- >arch #,,8. >aureen >etcalf, John For)an, and 5ena Paluc-. AI)'le)enting %ustainable Transfor)ation 2 Theory and A''lication.B Inte)ral Leadership 0eview- June #,,8. >A= '&A4T(3 => 'onclusion >aureen >etcalf and 5ena Paluc-. AThe %tory of Jill2?o& an Individual 7eader 5evelo'ed into a A7evel !B 7eader.B Inte)ral Leadership 0eview- June #,1, Peter 6. Northhouse. Leadership9 *heor% and Pra$ti$e. Thousand Ia-s0 %age Publications, #,1,. Terri I9Fallon, Oenita @a)ire., Jesse >c(ay, (ari >ays. A4ollective Individualis)0 *='eri)ents in %econd Tier 4o))unity.B Presented August, #,,8 at the Integral Theory 4onference Terri I9Fallon. AThe 4olla'se of the ;ilber24o)bs >atri=0 The Inter'enetration of the %tate and %tructure %tages.B Presented July, #,1, at the Integral Theory 4onference E1st 'lace &innerF Terri I9Fallon. AIntegral 7eadershi' 5evelo')ent0 Ivervie& of our 7eadershi' 5evelo')ent A''roach.B &&&.'acificintegral.co), #,11. ?il-e @. @ich)er. An Analysis of the *ffects If *nneagra)2/ased 7eader 5evelo')ent In %elf2 A&areness0 A 4ase %tudy At A >id&est $tility 4o)'any 5octoral 5issertation, %'alding $niversity. #,11. 5on @ichard @iso, and @uss ?udson. *he Oisdom of the !nnea)ram9 *he Complete Guide to Ps%$holo)i$al and #piritual Growth for the 7ine Personalit% *%pes- Ne& 8or-0 /anta), 1111. 5on @ichard @iso and @uss ?udson. Personalit% *%pes9 +sin) the !nnea)ram for #elf. Dis$over%- Ne& 8or-0 ?oughton >ifflin, 1113. 5avid @oo-e and ;illia) @. Torbert, A%even Transfor)ations of 7eadershi', 7eaders are )ade, not born, and ho& they develo' is critical for organi.ational changeB, &arvard 'usiness 0eview, A'ril #,,!. 5avid @oo-e and ;illia) @. Torbert. AIrgani.ational Transfor)ation as a Function of 4*Is9 5evelo')ental %tage.B Irgani.ation 5evelo')ent Journal 13, 1, 11180 112#8. /ill Torbert and Associates. A$tion InAuir% . *he #e$ret of *imel% and *ransformin) Leadership- %an Francisco0 /errett2(oehler Publishing, Inc. #,,4. Peter %enge, Art (leiner, 4harlotte @oberts, @ichard @oss, and /ryan %)ith. *he Fifth Dis$ipline Fieldbook9 #trate)ies and *ools for 'uildin) a Learnin) "r)aniation- Ne& 8or-0 5oubleday, 1114. 4indy ;iggles&orth, A;hy %'iritual Intelligence Is *ssential to >ature 7eadershi'B, Inte)ral Leadership 0eview August, #,,3. (en ;ilber. AIntroduction to Integral Theory and Practice0 II% /asic and ADA7 >a'.B &&&.integralna-ed.org. #,,M. >A> About the Authors Maureen Met$alf >aureen >etcalf is the Founder and 4*I of >etcalf Q Associates, Inc. a )anage)ent consulting and coaching fir) dedicated to hel'ing leaders, their )anage)ent tea)s and organi.ations i)'le)ent the innovative leadershi' 'ractices necessary to thrive in a ra'idly changing environ)ent. >aureen is an acclai)ed thought leader &ho develo'ed, tested, and i)'le)ented e)erging )odels that dra)atically i)'rove leaders and organi.ations success in changing ti)es. %he &or-s &ith leaders to develo' innovative leadershi' ca'acity and &ith organi.ations to further develo' innovative leadershi' <ualities. >aureen is on the forefront of hel'ing organi.ations to e='lore these e)erging solutions for long ter) organi.ational sustainability. As a %enior >anager &ith t&o A/ig FourB >anage)ent consulting fir)s for 1# years, >aureen )anaged and contributed to the successful co)'letion of a &ide array of 'roJects fro) strategy develo')ent and organi.ational design for start2u' co)'anies to large syste) change for &ellestablished organi.ations. %he has &or-ed &ith a nu)ber of Fortune 1,, clients delivering a &ide range of significant business results such as0 increased 'rofitability, cycle ti)e reduction, increased e)'loyee engage)ent and effectiveness, and i)'roved <uality. Mark Palmer >ar- Pal)er is a Princi'al &ith >etcalf Q Associates, Inc., a 'rofessional services fir) s'eciali.ing in leadershi' develo')ent, tea) building, and organi.ational effectiveness. >ar- is a founding )e)ber of the Integral Institute, an international thin-2tan- created to co)bine 'rogressive acade)ic research &ith 'ractical a''lications in the 'ublic and 'rivate sector. ?e is an acco)'lished teacher, has conducted nu)erous se)inars and lectured e=tensively on business leadershi' su''orted by social theory. >ar- has also taught several online courses and served as the institute9s Progra) 5irector for Integral Practice. >ar- Pal)er is a &riter, editor and full2ti)e 'rofessional s'eciali.ing in Irgani.ation and %ocial %cience researchC he is also a 'ioneering e='ert in the design and a''lication of Innovative 7eadershi'. ?is bac-ground includes *cono)ics, %ocial and /ehavioral Theory, 4ultural %tudies, and Anthro'ology. >ar- is an e='ert on the theoretical &or- of A)erican born 'hiloso'her (en ;ilber, and has &ritten e=tensively, for 'rivate circulation, on the a''lication of ;ilber9s &or- to nu)erous disci'lines. ?e &as the senior editor of The %i)'le Feeling of /eing, 'ublished in #,,4 as a co)'ilation of ;ilber9s &or- s'anning #! years. >ar- is also the head of %tore 5evelo')ent @esearch and 6I% %ervices for ;endy9s International, Inc., 'roviding strategic 'lanning to su''ort senior and e=ecutive )anage)ent. >A?