Mant suggests that in the final analysis, it is the leader’s intellectual ability to make connections that is the central determinant of success (Mant, 1999, p.37). From the perspective of the leader’s responsibility for establishing, monitoring and reviewing organisational structures the focus is on the leader’s intellectual ability to observe and understand the connections and to provide for a structure that connects individuals and teams.
Perhaps more has been written about leadership and spirituality than any other topic related to spirituality in the workplace. The books highlighted here are only a small sampling of what is available, but I believe that they are among the best on the topic. The offerings here include two books that are leadership parables, a book that explore what the new sciences have to teach us about leadership, a book of essays, a workbook, and several books that offer leading-edge concepts on leadership that incorporate body, mind, heart and spirit.
Here is a great way to define leadership provided by McCrimmon, "leadership is not about occupying a role it's about doing something different." (2005)
While being a leader there are some things that you have to look at, and in many cases it is people you are looking forward to hiring, or selecting talent.
It is a real challenge to be authentic and congruent in the workplace. Most people feel that if they are truly themselves and if they say what they are really thinking, it will be the end of their careers. But I believe that if we don’t do this, we sell a little bit of our souls every time we are inauthentic, and that saps our creative energy and our emotional intelligence. It also reduces our sense of commitment to the work we do, and we cannot perform at our highest level. Experiment with greater authenticity and with showing more of your humanness. You will be surprised at how positively people will respond.
This gives rise to eight fundamental perspectives that also involve eight fundamental methodologies. “You can not only take a view you can act from it” (Wilber, 2007, p.35). It will be seen that Integral Methodological Pluralism has direct relevance to a discussion of workplace leadership, particularly to a comprehensive understanding of performance management.
The administration role may now be seen to be the process of formally giving out and tracking the allocation of resources (people and things). Effective administration is therefore contingent on effective organisation and allocation of resources. Effective administration is a whole part of effective management, which in turn is a whole part of effective leadership, a holon-hierarchy, or holarchy.
At the top level, head of organisation job roles are somewhat tautologically labelled the leadership roles. The leadership role may be seen to be that of establishing purpose and priorities for self and others. An effective organisation seeks to ensure maximum alignment of action, and the use of resources in accord with the established organisational purpose and priorities (a comprehensive view of this goal would embrace an all perspectives view, through and from all quadrants).
At the level below the leadership role is the management role. Management may be seen to flow from leadership in the sense that effective management is the process of organising and allocating resources (people and things) in accordance with the established purpose and priorities. Effective management is therefore contingent on effective leadership action. It may be said that that effective management action is a whole part of effective leadership action in a holonic sense.
Third Person – Individual
The third person domain of the upper–right quadrant focuses on the behavioural, performance aspects of leadership. This line picks up one of the themes of this essay and presents the view that individual performance ‘responsibility’ may be seen to accord with ‘generally accepted’ workplace notions of a leadership, management, and administration job role hierarchy. In the upper-right quadrant of the Integral Map the focus in on the exterior behaviour of the individual.
I have been involved with leadership for most of my teaching career but only at the senior level in about the last six years and I was recently involved in working as a team member in a co-principalship model for one year....
It stated that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader (Fiedler, 1967)....
The upper-left quadrant of this AQAL leadership model could include all of the multiple-intelligences that have been identified by Wilber (2006, as listed in the text above) and should form part of a comprehensive consideration of leadership. The purpose of this essay, however, is usefully progressed by looking at decision making intensions as a holon from fixed choice (yes/no and selection) decisions; to more open how decision making; through to open ended decisions about what. It may be seen that the ability to make how decisions, embraces the ability to make fixed choice decisions, and that the ability to make what decisions embraces the ability to make how decisions.
Bass (1985) based on Burn’s concept and deepened his notion with modifications, which stated that one of the best frameworks of leadership is transformational or transactional.