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Rebalancing Leadership for 2020 and Beyond

  • PTS Psychology


The challenges we face in our increasingly complex world require more effective leadership thinking and practices than ever before. This means overcoming our existing personal, institutional, structural and relational barriers, thus being able to facilitate a paradigm shift to advance the leadership we really need.
Rebalancing Leadership for 2020 and Beyond
Sebastian Salicru
PTS PTY LTD, 47 Farran Street, Gungahlin, ACT 2912, Australia
The challenges we face in our increasingly complex world require more effective leadership
thinking and practices than ever before. This means overcoming our existing personal,
institutional, structural and relational barriers, thus being able to facilitate a paradigm shift to
advance the leadership we really need.
Keywords: Leadership; leadership development; paradigm shift; sustainable future; self-
transcendence; self-transformation.
2020 will be a significant landmark for rebalancing and building leadership capacity for societal
change and a sustainable future globally and across the board (politics, business, non-profits,
and communities).
In this context, rebalancing refers to the building and re-building (making and mending)
required to establish a new dialogue and relationships with others, so a renewed type of
leadership can emerge. This includes building or re-building alignment and alliances, and
balance the interests of key stakeholders for the construction, re-construction or re-negotiation
of meaning and purpose, and the maintenance of social networks, to unable new scanning and
unified strategic direction.
“The future is determined by what we do now, and the window of opportunity is closing fast”
(Veglio, 2020, p. 75). The great challenge is to translate the insights from this analysis into
collective, swift, bold, and continuous action.
How to grapple with the complex leadership issues of our times?
The challenges we face in our increasingly complex world require more effective leadership
thinking and practices than ever before. This means overcoming our existing personal,
institutional, structural and relational barriers, thus being able to facilitate a paradigm shift to
advance the leadership we really need.
This new rebalanced leadership goes beyond decisiveness, authoritative action, or trying to
change others. Hence, the best place to begin is not by attempting to change or rebalance others
or society at once; but rather to examine, change or rebalance yourself. In this way, by default,
you’ll be able to positively impact your inner circles of control and influence.
Below, I offer some key questions related to leadership development, you could consider asking
yourself, should you wish to lead more effectively.
Within your circle of influence, are you willing and able to:
Act for others, without bossing them not driving by mandate, but leading by example?
Respect, tolerate, and respond effectively to those who hold different social, political, and
economic perspectives than yours?
Seek advice from others?
Allow others to give you feedback (take your inventory) and learn from them?
Be accountable and accept criticism for your decision?
Surrender your personal ego, power, interests, controversies, and sometimes, ambitions and
deeply held opinions, in order to serve and lead your constituents, stakeholders or team
Develop yourself by enhancing the attributes and capabilities required to improve your
moral imagination and ethical practices, emotionally engaged behaviours, and adaptive
capacity to support the complex challenges faced by those you’re supposed to lead?
Consider engaging in spiritual development? That is, to believe in something beyond the
material universe, and develop the awareness and raise the consciousness that transcends
ordinary existence by connecting with the realities beyond the confines of time and space.
The latest matters because spirituality is an effective (and arguably the only) way to transcend
the greatest barriers to human development (all egocentric, socio-centric, and anthropocentric
forms), and to achieve transformation. Spirituality, then, becomes the source towards healing
and harmonising, and the expression of compassion, wisdom, human connectedness, and
ultimately successful adaptation and sustainability.
The above is in line with constructivist developmental theorists (e.g. Piaget, 1972; Kohlberg,
1971; Loevinger, 1997), which assert that understanding and ethical reasoning change
qualitatively over time by evolving the ways in which humans know and relate to the world.
It is also in line with Maslow’s (1943) hierarchy of needs which, among other things,
encapsulate the following: (1) a more comprehensive understanding of worldviews relating the
meaning of life; (2) greater understanding of the motivational roots of altruism, wisdom, and
social progress; and (3) the integration of the psychology and spirituality. Maslow (1968) also
alerted us to the fact some self-actualizers rarely or never have peak experiences, while for
others these moments are frequent and transformative.
And, like in all hero stories, would say Campbell (1949), the key to achieving transformation is
the discovery that an important inner quality is missing, which is what has up to that time
hindered or delayed personal growth and moral development.
An excerpt of this article was first published in LinkedIn in January 4, 2020.
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ResearchGate has not been able to resolve any citations for this publication.
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Purpose The paper aims to describe the emerging critique of leader development in health care and to describe an alternative approach. Design/methodology/approach The paper explores the growing critique of leader development, highlighting the concentration on the development of individual human capital. The creation of social capital through an emphasis on leadership development is explained. Design principles and potential obstacles are identified. Findings A rebalancing of the field from an over‐concentration on the development of individual leaders to an emphasis on context and relationships is necessary. Practical implications Although the basic building‐blocks of development will remain the same, there is a need to rebalance them towards leadership rather than leaders. Originality/value The paper brings together in one place various strands of concern over leader development in health care and makes a case for change.
Spirituality is an unceasing experiment with self, culture, society and the world for fuller and greater realization of beauty, dignity and dialogues in self, culture, society and the world. This calls for an experimental self and society which has the courage of wondering and wandering and engages itself with creative and transformative action and meditation. In this volume which is a sequel to our first volume, “Practical Spirituality and Human Development: Transformations in Religions and Societies,” we discuss several experiments in practical spirituality and human development for alternative futures where future itself is freed from an apriori closure and bondage which in turn liberates both past and present as well. We discuss movements which bring service, struggle for justice and movements for alternative futures together.
This chapter focuses on the idea of personality stages and types. The structure of personality is based on the idea of personality stages and types. The idea that there are types of people and stages in the development of personality is as old as recorded history, and older than any attempts at measurement. In relation to personality, stage theories of moral judgment are well known for recent years. The distinctive feature of this theory is that knowledge of the highest or end state is used to define previous states. Further, ego-development and its stages are discussed. Major instrument of the study ego development has been the Sentence Completion Test (SCT). The SCT has proven to be well adapted to the task of refining the definition of the stages in accordance with data from thousands of cases. The theory of ego development has been criticized, because it does not present each stage as a logically coherent whole. It does not prescribe higher stages as better, and it “confuses” structure with content. The stages of moral development and the stages of ego development are very similar at the lower stages, but at the higher stages it is harder to draw exact parallels. The same comments hold for many other developmental stage theories propounded in recent years.
Growing out of a child's cognitive developmental history, formal operations become established at about the age of 12-15 years. Reflected in his ability to reason hypothetically and independently on concrete states of affairs, these structures may be represented by reference to combinatorial systems and to 4-groups. The essence of the logic of cultured adults and the basis for elementary scientific thought are thereby provided. The rate at which a child progresses through the developmental succession may vary, especially from one culture to another. Different children also vary in terms of the areas of functioning to which they apply formal operations, according to their aptitudes and their professional specializations. Thus, although formal operations are logically independent of the reality content to which they are applied, it is best to test the young person in a field which is relevant to his career and interests.
The role of spirituality in adult education and adult learning is discussed by defining spirituality and exploring how spiritual experience facilitates spiritual development.
After experiments with various economic systems, we appear to have conceded, to misquote Winston Churchill that “free enterprise is the worst economic system, except all the others that have been tried.” Affirming that conclusion, I shall argue that in today’s expanding global economy, we need to revisit our mind-sets about corporate governance and leadership to fit what will be new kinds of free enterprise. The aim is to develop a values-based model for corporate governance in this age of globalization that will be appropriate in a variety of challenging cultural and economic settings. I shall present an analysis of mental models from a social constructivist perspective. I shall then develop the notion of moral imagination as one way to revisit traditional mind-sets about values-based corporate governance and outline what I mean by systems thinking. I shall conclude with examples for modeling corporate governance in multi-cultural settings and draw tentative conclusions about globalization.