Conscious Leadership for Sustainability: A study of how leaders and change agents with postconventional consciousness design and engage in complex change initiatives
Conscious Leadership for Sustainability: A study of how leaders and change agents with postconventional consciousness design and engage in complex change initiatives
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可持续发展的自觉领导力：研究具有后传统意识的领导者和变革推动者如何设计和参与复杂的变革举措
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发表时间：
2011
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通讯作者：
B. Brown
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作者：
B. Brown
本文件最初为2011年阿什里奇国际研究会议“可持续发展挑战：组织变革和转型愿景”撰写。阿什里奇商学院，赫特福德郡，英国它是从以下论文中提取的：布朗，b.c.（2011）可持续发展的有意识领导：具有后期行动逻辑的领导者如何设计和参与可持续发展倡议。人力和组织系统。圣巴巴拉，菲尔丁研究生大学。完整的论文可从作者通过电子邮件barrett.c.brown@gmail.com。关于有意识工作场所相关研究的音频采访可以在这里找到：http://www.wakinguptheworkplace.com/freebarrettbrowndownload/。目的：在可持续发展的背景下，记录具有高度发达的意义制定系统的领导者和变革推动者如何设计和参与复杂的变革举措。方法/方法：使用华盛顿大学句子完成测试的一种变体，对32位可持续发展领导者和变革推动者的意义生成系统或行动逻辑进行了评估。其中13个被确定为拥有迄今为止能够评估的最罕见和最复杂的三种行动逻辑。半结构化的深度访谈探讨了他们如何设计和参与可持续发展倡议。研究发现：这些领导者似乎：(1)从内心深处进行设计，包括将他们的工作建立在超个人意义的基础上；(2)获取非理性的认识方式，运用系统、复杂性和整体性理论；(3)通过与系统、三个不同的角色和发展实践的“对话”进行适应性管理。15个领导能力和发展阶段的区别，在三个维度的领导。研究局限性：样本量导致研究结果是命题，需要进一步验证之前更广泛的推广。实际意义：结果提供了迄今为止最精细的视图，说明具有复杂意义的个体如何考虑和行为复杂的变化计划。这为未来潜在的领导力提供了洞见。社会影响：本研究是对领导者发展项目可能需要关注哪些方面的初步探索，以培养具有解决非常复杂的社会、经济和环境挑战能力的领导者。原创性/价值：本文记录了15种能力：(1)在领导力文献中基本上是新的；(2)代表可持续发展领导者和变革推动者的行动和能力，他们在非常罕见和复杂的意义创造系统中运作。
This document was originally written for the 2011 Ashridge International Research Conference, The sustainability challenge: Organisational change and transformational vision. Ashridge Business School, Hertfordshire, UK. It is extracted from the following dissertation: Brown, B. C. (2011) Conscious leadership for sustainability: How leaders with late-stage action logics design and engage in sustainability initiatives. Human and Organizational Systems. Santa Barbara, Fielding Graduate University. The full dissertation is available from the author by e- mailing barrett.c.brown@gmail.com. An audio interview about the research as related to conscious workplaces can be found here: http://www.wakinguptheworkplace.com/freebarrettbrowndownload/. Abstract Purpose: Document how leaders and change agents with a highly-developed meaning-making system design and engage in complex change initiatives, in the context of sustainability. Methodology/Approach: Thirty-two sustainability leaders and change agents were assessed for their meaning-making system, or action logic, using a variation of the Washington University Sentence Completion Test. Thirteen were identified as holding the three rarest and most complex action logics able to be assessed to date. Semi-structured, in-depth interviews explored how they design and engage in sustainability initiatives. Findings: These leaders appear to: (1) Design from a deep inner foundation, including grounding their work in transpersonal meaning; (2) Access non-rational ways of knowing, and use systems, complexity, and integral theories; and (3) Adaptively manage through "dialogue" with the system, three distinct roles, and developmental practices. 15 leadership competencies and developmental stage distinctions for three dimensions of leadership were identified. Research Limitations: The sample size leads to the findings being propositions that require further validation before broader generalization. Practical Implications: The results provide the most granular view to date of how individuals with complex meaning-making may think and behave with respect to complex change initiatives. This provides insight into the potential future of leadership. Social Implications: This study is an initial exploration of what leader development programs may need to focus on in order to cultivate leadership with the capacity to address very complex social, economic, and environmental challenges. Originality/Value: This paper documents 15 competencies that are: (1) largely new to the leadership literature and (2) that represent the actions and capacities of sustainability leaders and change agents who operate with very rare and complex meaning-making systems.