In a world rife with disruption leaders are tackling challenges of exponentially growing complexity. Supporting leaders’ capability to lead in disruption requires a radical evolution of leadership education: from knowledge transfer (horizontal development) to fostering psychological maturity (vertical development). This study explored the mechanisms of vertical development at the latest stages of consciousness and their implications for leadership learning and program design.
The study tracked the lived experience of consciousness transformation of 35 senior leaders going through a developmental learning program over six months. The methodology included pre/post vertical development stage assessment, weekly diary entries, researcher observation, in-depth interviews, and peer feedback. Participants were grouped into two main categories according to their vertical progression (labelled ‘developers’), stagnation, or regression (collectively labelled ‘non-developers) post-program.
The most significant finding was that developers were more aware of, and more proactive in responding to, emotional discomfort through the program than non-developers. When faced with disorienting dilemmas that triggered unpleasant 'edge-emotions' – such as fear, anxiety or confusion - developers chose to reframe these emotions as opportunities for growth. Consequently, they welcomed discomfort instead of avoiding it. They purposefully tempered their negative emotions by accessing a contrasting, more positive emotion, such as curiosity. Thus, they built a Contrasting Emotions Space (CES) for themselves, which allowed them to sustain the disequilibrium, actively engage in critical reflection, construct new meaning and experiment with new behaviours outside the program. This in turn allowed developers to not only develop into higher stages of psychological maturity, but to actively change behaviours as a result of the program – they tended to appreciate ELP more than their peers because it was challenging and took them out of their comfort zone.
By contrast, non-developers tended to reject the unpleasantness of edge-emotions and the learning experiences that triggered them. They did not seem to gain the same benefits from critical reflection, nor demonstrate subsequent vertical growth. They tended to judge aspects of the program they didn’t like, finding it more stressful, tiring and overall harder to navigate. They were also much less likely to actively experiment or take risks with new behaviours outside the program.
This finding resulted in the ‘Contrasting Emotions Space’ (CES) Theory of Vertical Development, which expands on previously cognitive-focused theories of consciousness transformation and specifically accounts for the role of emotions in the process of vertical development. This opens the door for a new understanding of the role of discomfort in transformative learning, with implications for leadership development, coaching or training program design.
The study also resulted in an empirical framework of vertical program design principles, which both support and build on previous models. The framework includes: creating psychologically safe holding environments; providing disorienting experiences; purposefully creating and utilising the Contrasting Emotions Space; facilitating inquiry and critical reflection and experimenting with new behaviours in the real world. The study also revealed five key principles for building and fostering developmentally effective peer-learning groups: diversity, similarity, mutual challenge, mutual support, and consistency in engaging with each other.
These findings inform both extant theory and practice and open new avenues for research in the field of vertical development of leaders. From a theoretical perspective, they show that transformative learning could foster vertical development if the complex emotions elicited by disorienting dilemmas are recognised and actively managed. This challenges the strong focus on cognitive processes of extant research and suggests that emotional management plays a key role both in transformative learning and in vertical development. From a practical perspective, this study opens new design opportunities for future leadership programs, including the opportunity to teach participants how to recognise and navigate the contrasting emotions space and how to maximise the developmental impact of their peer-group work. This study also opens new questions, particularly on the mechanisms of fallback that predominantly affect post-conventional leaders and how this phenomenon could be mitigated during an ELP.