The Embodiment of Leadership E-Book

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 420

Veröffentlichungsjahr: 2013

Beschreibung

Covering leadership in the arts and humanities, this volume integrates critical theory with authentic leadership development, exploring the notion that leadership is both a discursive practice and a performative identity. Each year the International Leadership Association publishes a book that captures the best contemporary thinking about leadership from a diverse range of scholars, practitioners, and educators working in the field of leadership studies. In keeping with the mission of the ILA, the International Leadership Series Building Leadership Bridges connects ways of researching, imagining, and experiencing leadership across cultures, over time, and around the world. Praise for The Embodiment of Leadership "Read this book to experience an artistic and more robust sense of leadership; to rise to the challenge to gain alignment in mind, body, and spirit; and to heed the call to heal the shadows we as leaders sometimes cast over our collective humanity. Read this book to become more whole. " --Shann Ray Ferch, professor of leadership studies, Gonzaga University "For once leadership experts consider the mind-body problem from the perspective of the latter--the body. Those with an interest in how the body is brought to bear on the exercise of leadership would do well to explore The Embodiment of Leadership. " --Barbara Kellerman, James MacGregor Burns Lecturer in Public Leadership, John F. Kennedy School of Government, Harvard University "The Embodiment of Leadership goes beyond the banal by using our body experiences as the point of departure in deciphering the leadership conundrum. Anyone interested in the study of leadership would do well to pay attention to this book. " --Manfred F. R. Kets de Vries, Distinguished Clinical Professor of Leadership and Organiza-tional Change, The Raoul de Vitry d'Avaucourt Chaired Professor of Leadership Development, INSEAD "Leadership is a social construction. The Embodiment of Leadership presents a multifaceted approach to understanding how we, as a society, define, create, and contend with leaders and leadership. Serious scholars and students of leadership need to read this." --Ronald E. Riggio, Kravis Leadership Institute, Claremont McKenna College

Leseprobe

Contents

Contributors

Introduction

Part One: Leadership Thresholds

Chapter 1: The Anatomy of Leadership

Metaphor, Embodiment, and Personal Mythology

Dualism and Embodied Metaphor

Embodied Minds, Enminded Bodies, and Many Minds

Heroic Journeys, Toads, and Monsters

The Big Lie: Hero as Leader

The Posturing Imposter

Plunging into the Psyche

Countering the Postmodern Megamyth

References

Chapter 2: Dramatic Leadership

Understanding Disembodiment, or Allopoiesis

Conclusion

Implications for Further Study and Research

References

Chapter 3: Leadership in the Time of Liminality

A New Mind-Set Needed to Address Unprecedented Demands

A Three-Part Conceptual Framework

Thoughts for Practice and Future Consideration

References

Chapter 4: Seeking Alignment in the World Body

The Challenge for Leaders

The Primary Task for Leaders

Seeds of a Shared Vision

Proposal for a Shared Vision

Creating a World That Truly Is a Work of Art

References

Part Two: Leaders Are Their Bodies

Chapter 5: (De/Re)Constructing Leading Bodies

Contemporary Leadership: Promises and Problems

Leadership: Discourse and “Docile” Bodies

Reconceptualizing the Self-Aware Leader

Somaesthetics: Becoming a Self-Aware, Inclusive Leader

Conclusion

References

Chapter 6: Dollmaking as an Expression of Women’s Leadership

The Workshop Project

Discussion

References

Chapter 7: Leadership Embodiment and Resistance

Women Pastors in Latin American Pentecostal Churches

Resistance Leadership

Resisting Pastors

Conclusion

References

Chapter 8: Michelle Obama’s Embodied Authentic Leadership

About Let’s Move!

Authentic Leadership and Body Possibilities

Critical Rhetoric

Michelle Obama’s Authentic Leadership and Enacted Rhetoric

Implications of Rhetoric, Embodiment, and Authentic Leadership

References

Part Three: Leadership By and Through the Body

Chapter 9: Shall I Lead Now?

The Learning Context

It’s All About Mind-Sets and Fuzzy Sets

Shall We Dance?

Embodied Learning

Emerging Themes

Discussion

References

Chapter 10: Embodied Learning Experience in Leadership Development

Leadership Development Research: A Critical Overview

Recent Developments in Leadership Approaches

A Need to Reinvent LD?

Ontology of Leadership Learning

Embodied Experience as an Extension of the Epistemological Stance

Discussion and Implications

References

Chapter 11: Professionals Are Their Bodies

Sharing Stories: About the Methods

The Connection Between the Bodily, Personal, and Professional Dimensions

Leadership and the Magnified Body

Embodied Professional Competence

Leadership and Humility: Holding a Space

Embodied Leadership—with the Body as Sounding Board

The Importance of Embodied Leadership in Modern Society

Future Research: Challenges and Possibilities

References

Chapter 12: From the Ground Up

Theoretical Foundations

Making It Real: Accessing Ourselves Through Movement and Attention

Implications: How Can Recognizing Wisdom Mind and Seeing the Moving Body as a Source of Knowledge Enhance the Study and Practice of Leadership?

Conclusion

References

Name Index

Subject Index

More Praise forThe Embodiment of Leadership

“This path-breaking book extends our view of leadership theory and practice by seeing leadership as ‘performance’ and ‘physicality’ and by doing so provides a new and robust leadership framework for practitioners and scholars alike.”

—Georgia Sorenson, visiting professor of leadership studies, Carey School of Law, University of Maryland

“This book presents unconventional ideas, creatively explored with great sympathy for the subjects of enquiry: quite a unique tone for a book on leadership; something new is happening. Leaders who are fed up with idealised images of what they ought to feel and do will recognise their actual experience here and find words given to what has hitherto been almost improper. It will do more for leadership development than could ever be imagined in any number of competency models.”

—Jonathan Gosling, professor of leadership studies, University of Exeter Business School, United Kingdom

“This timely collection ‘embodies’ the important research and development work that is required to create a more human understanding of leaders and a more humane practice of leadership.”

—Brad Jackson, Fletcher Building Education Trust Chair in Leadership, The University of Auckland Business School

“Between the covers of The Embodiment of Leadership readers will find contributors from around the world who provide an extraordinary synthesis of interdisciplinary concepts to craft a new lens of the body’s place in leadership. With it scholars and practitioners will discover hidden dimensions of the processes, development, and relations of leadership and see anew their familiar dimensions.”

—Richard A. Couto, distinguished senior scholar, Union Institute & University

“From examining the way in which Michelle Obama takes up her role as first lady to what we can learn about leading through attending to dance, this volume offers a much-needed and exciting perspective on leadership as an embodied practice. Its challenge to traditional ideas about what it takes to be a leader literally made my spine tingle!

—Donna Ladkin, professor of leadership and ethics, Cranfield School of Management, Cranfield University, United Kingdom

Cover design by Michael Cook

Cover photo © Andreas Vitting / iStockphoto

Copyright © 2013 by International Leadership Association. All rights reserved.

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Library of Congress Cataloging-in-Publication Data

The embodiment of leadership / edited by Lois Ruskai Melina and Gloria Burgess, Lena Lid Falkman, and Antonio Marturano.

pages cm. — (Building leadership bridges)

Includes index.

ISBN 978-1-118-55161-5 (pbk.); ISBN 978-1-118-61575-1 (pdf); ISBN 978-1-118-61566-9 (epub); ISBN 978-1-118-61565-2 (mobipocket)

1. Leadership. I. Melina, Lois Ruskai.

HM1261.E44 2013

303.3’4—dc23

2013002878

Contributors

Ray Batchelor, PhD, MA (RCA), FRSA, is lead coordinator for teaching and learning at Buckinghamshire New University, High Wycombe, Buckinghamshire, England. A passion for the Argentinean tango has led him to dance it, then teach it, and subsequently explore its wider social and political dimensions. He also teaches the history and theory of design to designers and has written about design and mass production. He has a particular interest in design and human evolution. He promotes effective learning and teaching.

Julie Burge, MPH, MCMI, is senior lecturer and course leader for the academic programs leadership and management in multiagency settings at Buckinghamshire New University, High Wycombe, Buckinghamshire, England. She has twenty years of experience in leading academic programs in the United Kingdom, the United Arab Emirates, and Australia. She is interested in the role of social, organisational, and professional culture on the understanding and embodiment of leadership, and her current role is to design and deliver programmes of learning in leadership development for public sector organisations and enabling skills in evidence-informed practice. She has a particular interest in dialogic approaches to learning engagement.

Gloria J. Burgess is professor of leadership at Seattle University and the University of Washington. Her research arenas include arts and leadership, spirituality and leadership, and intercultural praxis and leadership. Her scholarship includes numerous invited keynotes, journal articles, commissioned poems, and three volumes of poetry. Books include Dare to Wear Your Soul on the Outside, which focuses on legacy-centered leadership (2008). This is Burgess’s second collaboration for the Building Leadership Bridges series.

Skye Burn is director of the Flow Project, which applies principles and practices of art making in resolving social and cultural challenges. An award-winning poet, Skye has also worked professionally as an illustrator and fine woodworker. Her research interests include the relevance of art making to leadership and governance. She is an associate member of the UNESCO Chair in Comparative Studies of Spiritual Traditions, Their Specific Cultures and Interreligious Dialogue; associate member and community board member for the Center for Intercultural Dialogue; and contributes to In Claritas, bringing creativity to governance.

Lionel Cox, MA, BSc (Hons), PGDip Ed, is senior lecturer and course leader for criminology programs at Buckinghamshire New University, High Wycombe, Buckinghamshire, England. He has twenty-five years of experience in operational and project management in dealing room environments and financial institutions. This management background in cutting-edge environments prompted research interests that revolve around the methodological lens and social application of chaos, tipping points, fuzzy logic, and fuzzy sets. This exploration of nonlinear dynamics has led to in-depth study of the leadership and followership dialectic in “occasions of power.”

Kathryn Goldman Schuyler has more than twenty-five years of practice in leadership development, organizational consulting, and somatic learning. Author of Inner Peace—Global Impact: Tibetan Buddhism, Leadership, and Work (2012), she earned a PhD in sociology from Columbia University after a Fulbright Fellowship in Paris. Dr. Goldman Schuyler is a professor at Alliant International University, San Francisco, California, and has years of personal experience with both Buddhist practice and the Feldenkrais Method. She has published widely on leadership and change.

Maylon Hanold teaches in the sport administration and leadership master’s program at Seattle University within the Center for the Study of Sport and Exercise. Her courses include sport sociology, leadership, human resources, and organizational behavior. She holds an EdD from Seattle University and has published in the Sociology of Sport Journal and Advancing Women in Leadership Journal. She is the author of World Sports: A Reference Handbook (2012). She competed for the United States in the 1992 Olympics in Whitewater Slalom.

David Holzmer is a doctoral student at Union Institute & University, Cincinnati, Ohio, where he is pursuing a PhD in interdisciplinary studies with a concentration in leadership. His research examines leadership as a social construct that integrates complexity, relationality, and human development to address challenges in organizations and the world. David lives with his wife in southern New Jersey and works in a position of leadership with a midsized nonprofit organization. He can be reached at [email protected].

Kate Katafiasz is senior lecturer in drama at Newman University in Birmingham, UK. She holds a PhD in drama from the University of Reading and publishes internationally on Lacanian approaches to embodiment, aesthetics, and intermediality in applied drama and theater. She has a particular interest in the collaboration between Big Brum Theatre in Education Company and dramatist Edward Bond, and Dorothy Heathcote’s Mantle of the Expert inquiry-based learning system.

Lena Lid Falkman is a scholar at Stockholm School of Economics, Sweden. She has a Marie Curie Fellowship from the European Commission and will spend 2013 at ESADE, Barcelona, Spain. Lid Falkman’s interests are value-based leadership, global leadership, rhetoric, and communication. Her PhD thesis has received awards in both the United States and Europe. Lid Falkman has fifteen years of experience teaching master and executive education, and she is often an invited lecturer to companies, departments, and NGOs. She can be reached at [email protected].

Stephanie Guastella Lindsay is an educator, performance artist, and choreographer. Her passion, research, and work in the world focus on using personal mythology to help leaders explore the ongoing themes and patterns of their lives. A graduate of Gonzaga University’s doctoral program in leadership studies, she teaches and performs nationally and abroad. She currently teaches in Gonzaga’s Theatre Arts Program.

Antonio Marturano (PhD) is adjunct professor of business ethics at the Sacred Heart Catholic University of Rome, Italy. He researches and teaches on applied ethics and philosophical foundations of leadership. Antonio has published in several international journals (such as Leadership, Philosophy of Management, and others) and in edited collections. He has coedited with Jonathan Gosling the book Leadership: The Key Themes (2008). Antonio is the editor in chief of the journal Leadership and the Humanities.

Lois Ruskai Melina is full-time faculty and chair of the Ethical and Creative Leadership concentration in the PhD program in Interdisciplinary Studies at Union Institute & University, Cincinnati, Ohio. Her research uses performance theory and narrative inquiry to explore both leadership and social movements. As an educator and a leadership consultant, she uses both movement and the arts to explore and understand ideas and ourselves in unique ways. She holds a PhD in leadership studies from Gonzaga University.

Nora Méndez holds a master’s degree in women’s studies from the Universidad Central de Venezuela and currently is pursuing an advanced degree in feminist theology from Escuela Feminista de Teologia de Andalucia in Spain. She worked for many years in community development in impoverished metropolitan areas and was also a pastor in Caracas, Venezuela, in the Vineyard denomination. Her current research interests are in women’s leadership and feminist theology. She can be reached at [email protected].

Fernando Mora has been professor of management at the MBA in International Business and Health Management of St. George’s University, Grenada, since the inception of these programs in 2009. He served on several research commissions for the Venezuelan Ministry of Science and Technology. At St. George’s University he coordinated the creation of the PhD in management. His research interests are in the field of leadership, organizations, and social participation systems. He can be reached at [email protected].

Arja Ropo is professor of management and organization at the School of Management, University of Tampere, Finland. Her research interests include aesthetic approaches to leadership, embodiment in leadership, and leadership in creative organizations. She has widely published in European, North American, and Australasian journals and books. She is an editorial board member of The Leadership Quarterly, Scandinavian Journal of Management, and Organizational Aesthetics.

Perttu Salovaara, PhD, is a researcher at the School of Management, University of Tampere, Finland. With a background in philosophy, his research interests focus on leadership’s epistemological and ontological questions. His recent publications include a documentary film, Leadership in Spaces and Places; a coauthored book on arts and leadership (in Finnish 2010); a dissertation on leadership; and articles on embodiment in leadership research. Prior to his academic pursuits he worked as a management consultant and leadership trainer for fifteen years.

Elizabeth D. Wilhoit is a doctoral student in organizational communication in the Brian Lamb School of Communication at Purdue University. Her research uses a phenomenological approach to understanding the role of the body, material, and space in organizational settings and organizing processes.

Helle Winther, PhD, is a body and dance psychotherapist in the dance therapy form Dansergia and associate professor in the Department of Exercise and Sport Sciences at the University of Copenhagen, where she was Teacher of the Year in 2010. Her research and teaching interests include embodied leadership, the language of the body in professional communication, movement psychology, dance, and dance therapy. She has coauthored and edited six books and anthologies and authored many articles in journals and books.

Kimberly Yost holds a PhD in leadership and change from Antioch University. Her interests include looking at popular culture, particularly film and television, for the ways in which leaders are depicted and how those depictions influence the understanding of leadership.

Introduction

Lois Ruskai Melina

Throughout much of the world, leaders are memorialized as bodies, carved in marble, cast in metal. Some are readily recognizable, a few known only to locals. Words spoken by the leader may be etched at the base of a statue, but the leader’s weight is conveyed primarily through the depiction of the body.

In life, leaders have bodies that think, move, act, have emotions and desires, age, hurt, and sense. This corporality is raced, gendered, cultured, sexual, instinctual, and emotional. Too often, however, in both academic literature and mainstream media, leaders are treated as disembodied, their leadership qualities referred to in ways that not only suggest leadership involves only cerebral functions but fail to recognize that cerebral functions originate and are actualized in the body. Monuments to leaders and their leadership, as well as our desire to pilgrimage to them, remind us that leadership is in the body and known through the body—the bodies of leaders as well as our own.

Ropo and Parviainen (2001) pointed out that leadership practice originates in and is informed by bodily experiences—experiences situated in social, cultural, historical, and deeply personal contexts. This practice is conveyed through the leader’s body and experienced through our own, in a profound exchange of knowledge mediated and informed by, among others, identity, beliefs, fears, race, age, gender, psychology, family dynamics, birth order, language, illness, and appearance. Jemsek (2008), for example, suggested that the experience of disability can contribute to a healthy and much needed awareness of vulnerability in leaders. With this kind of understanding of the role of the body, for example, pregnancy and motherhood are not simply human resource issues that require policies; they contribute to the way some women constitute their leadership. With this acknowledgment, rather than hiding the fatigue felt working sixty-hour weeks and the fear of losing their edge, aging leaders can examine how the existential questions that one of my students has called the “midlife crisis of leaders” (R. Sarver, personal communication) can show up in shadow form or as a new set of life and organizational priorities.

Approaching embodiment as an artist would, through the senses, Springborg (2010) described another important contribution that the body makes to leadership. Springborg challenged the notion of “sense-making” by leaders as something produced through an intellectual analysis of observed and experienced data, arguing instead that meaning is received through the senses, creating what we know as our experience. He suggested that the leadership function that we call sense-making is more accurately depicted as describing the meaning.

The importance of embodiment to leadership is not new. Nearly one hundred years ago, Mary Parker Follett (1924/1930) wrote that reason, wisdom, sense-making, and other essentials of leadership originate in the body and emerge through the activities of our daily lives. Further, she said, the integration of new ideas, particularly those arising from differences, must take place at a bodily level: “The question all leaders, all organizers, should ask is not, how can we bring about the acceptance of this idea, but how can we get that into the experience of the people which will mean the construction of new habits” (p. 200).

This notion of embodiment is not something that can be reduced to a language of gesture, posture, and facial expression, easily learned in a weekend workshop. Nor does the awareness that leadership is embodied knowledge mean that knowledge is readily converted into usable form (Ropo & Parviainen, 2001). This volume presents not only some of the ways to conceptualize the relationship between leadership and the body, but some of the ways to take on the challenge of articulating and translating the embodied knowledge of leadership.

Although the field of leadership may have suffered, as other disciplines have, from a privileging of the realm of the intellect, it would be a mistake to overcorrect and place too much emphasis on the physical aspects of leadership. Indeed, many of the submissions we received for this volume articulated the importance of an integrated mind–body approach to the theory, practice, and development of leadership.

Paradoxically, perhaps, the notion of embodied leadership offers the potential to contribute to an important and overdue direction in leadership studies, that is, the idea that leadership is not something “housed” in an individual (a person with a body) but is a discourse that is performed by a person with a body, in relationship with others who are also performing an embodied discourse that both reveals and constitutes identity. These discourses are informed not only by experiences (Ropo & Parviainen, 2001) but by social, cultural, and personal narratives (see, for example, Shamir, Dayan-Horesh, & Adler, 2005; Shamir & Eilam, 2005; Shaw, 2010; Sparrow, 2005).

The performance of these discourses both reveals and constructs what we know as leadership and followership. In this way, leadership as well as followership are embodied texts that can be “read” (through the senses) for their personal and cultural meanings. Indeed, anthropologist Victor Turner (1986) suggested that it is through performance situated in the body that we not only reveal meaning but reveal ourselves to ourselves and others and acquire wisdom.

We received seventy submissions for this volume, with interpretations of and approaches to the notion of embodiment that ranged from discussions of archetypes and metaphor to leadership lessons learned through physical activity; from broad, theoretical, and abstract conceptualizations to specific activities for leadership development. With the collaboration of the associate editors, these were winnowed to twenty-eight. We then reviewed those before selecting the twelve essays in this book. The range of treatments is broadly captured in the three part headings, introduced by the associate editor for that part: the theory and interdisciplinary studies of “Leadership Thresholds,” Gloria J. Burgess, editor; the relationship of leaders to their bodies in “Leaders Are Their Bodies,” Lena Lid Falkman, editor; and the experiential dimensions of leadership development, “Leadership By and Through the Body,” Antonio Marturano, editor.

I thank the International Leadership Association (ILA), its board of directors, President Cynthia Cherrey, and Director Shelly Wilsey for their commitment to exploring contemporary issues in leadership research and practice through the Building Leadership Bridges series. Debra DeRuyver, ILA’s director of publications and special initiatives, provided gentle guidance and strong support of the process. I am particularly grateful to JoAnn Danelo Barbour, who edited the previous two volumes and generously shared notes and experiences that allowed for a transition that I hope was as smooth for others as it was for me.

I am indebted to Gloria J. Burgess, Lena Lid Falkman, and Antonio Marturano, associate editors, for their collaborative work across the full range of time zones. I also want to thank Jeffrey Zacko-Smith for his contributions early in the selection process.

My thanks also go to the many leadership scholars and practitioners who participated in conference calls outlining the scope of the project—your questions and ideas helped me broaden my thinking. I particularly thank those authors who submitted work for their insightful and often beautiful explorations of the multiple facets of this topic.

References

Follett, M. P. (1924/1930). Creative experience. New York, NY: Longmans, Green, & Co.

Jemsek, G. (2008). Vulnerability and shifting leadership values. Reflections, 8(4), 20–29.

Ropo, A., & Parviainen, J. (2001). Leadership and bodily knowledge in expert organizations: Epistemological rethinking. Scandinavian Journal of Management, 17(1), 1–18. doi:10.1016/S0956-5221(00)00030-0

Shamir, B., Dayan-Horesh, H., & Adler, D. (2005). Leading by biography: Towards a life-story approach to the study of leadership. Leadership, 1(1), 13–29. doi:10.117/1742715005049348

Shamir, B., & Eilam, G. (2005). “What’s your story?” A life-stories approach to authentic leadership development. The Leadership Quarterly, 16(3), 395–417. doi:10.1016/j.leaqua.2005.03.005

Shaw, J. (2010). Papering the cracks with discourse: The narrative identity of the authentic leader. Leadership, 6(1), 89–108. doi:10.1177/1742715009359237

Sparrow, R. T. (2005). Authentic leadership and the narrative self. The Leadership Quarterly, 16(3), 419–439. doi:10.1016/j.leaqua.2005.03.004

Springborg, C. (2010). Leadership as art–leaders coming to their senses. Leadership, 6(3), 243–258. doi:10.1177/1742715010368766

Turner, V. W. (1986). The anthropology of performance (1st ed.). New York, NY: PAJ Publications.

Part One

Leadership Thresholds

Gloria J. Burgess

Now more than ever, leaders stand at the threshold of myriad unknown and unknowable frontiers that can be daunting if not downright terrifying. But when we welcome them, thresholds can be places of allure, hospitality, and companionship. As pioneering scholar and soul curator Thomas Moore (2000) reminded us, there, “in these liminal narrows, a kind of life takes place that is out of the ordinary, creative, and once in a while, genuinely magical” (p. 34).

Part One presents innovative practices, ideas, and insights on embodied leadership from several interdisciplinary thresholds or perspectives. The authors explore ways that leaders might befriend and traverse these thresholds, beginning with reflections on the singularity of the leader’s journey as embodied story and concluding with a summons to leaders everywhere to embrace the world body as a singular collective because our very survival depends on it. In between, the authors invite us to sojourn, offering a way station for beleaguered travelers—leaders in the throes of ever-accelerating change, leaders in search of new maps, new coordinates to navigate pervasive ambiguity, disorientation, and dislocation.

We begin with a chapter by Stephanie Guastella Lindsay, who investigates the interconnections of metaphor, embodiment, and personal mythology. Delving into the heart of these intersectionalities, she invites leaders to embark upon a heroic journey, a voyage inward so that they might discover and reflect on their personal metaphors and how they are expressed through the language and behavior of their personal and professional narratives.

Continuing with a chapter by Kate Katafiasz, we are ushered into the domain of dramatic discourse as she examines the work of actor, educator, and transformational leader Dorothy Heathcote, whose legacy to leadership theorists and practitioners is a vast body of work that suggests how drama can assist leaders in generating the creative flow that is necessary to challenge the status quo and become transformational leaders, equipping teachers and others to become transformational leaders themselves.

In his contribution on the nexus of leadership and performative discourse, David Holzmer reminds us that in a radically destabilized world, leaders must shift their mind-sets and habits to continuously adapt and flourish. To equip them in making and mediating these shifts, Holzmer offers fresh perspectives for leaders on navigating the interlocking thresholds of pervasive uncertainty and disruptive upheaval.

This part concludes with Skye Burn’s chapter, which moves beyond leading in the contexts of corporation, organization, institution, system, and community. With the conjoined sensibility and perspective of creative artist and social artist, Burn’s context, canvas, and corpus is the world. She calls for nothing less than our conscious awareness and aligned stewardship of our precious planet as singular body.

As leaders cultivate the capacity to embrace thresholds not as threat but as opportunity, they prepare themselves for their most significant and enduring act of leadership, that is, being conscious stewards of our organizations, institutions, and communities, for the sake of our children, our children’s children, and the many generations to come.

Reference

Moore, T. (2000). Neither here nor there. Parabola, 25(1), 34–37.

Chapter One

The Anatomy of Leadership

Stephanie Guastella Lindsay

Therefore, if one administers the empire as he cares for his body, he can be entrusted with the empire.