Leading Beyond the Ego
Leading Beyond the Ego: How to Become a Transpersonal Leader, by John Knights, Danielle Grant, & Greg Young Routledge, 2018
How good a leader are you?
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Table 3e Characteristics of good and bad leaders
Best leaders Worst leaders
Involvement of people Bullying
Engaging Short attention span
Transparent Fear (ruled by fear)
Listened Aggressive
Encouraging Cold
Supportive Approachable Pretense
Inspirational Chaos
Consistent Threatened
Trustworthy Lack of trust
Shares information and experiences Not trustworthy
Visiionary Blame culture
Poor communication
No vision
Loud and abrupt
self-oriented
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And when you think back on the leaders you've been lucky enough to serve under - for me, Romey Everdell of Rath & Strong, Ken Olsen of Digital Equipment Corporation - no doubt the bad ones will also come to mind immediately - Edson DeCastro, Data General, for example. For those of us in the middle, not yet big leaders, but aspiring, what can we learn and practice that will make the path clearer, the footsteps firmer?
Leading Beyond the Ego's three co-authors offer a variety of approaches to advancing good leadership, from learning how intellectual, especially brain physiology, emotional and spiritual intelligence can be combined and raised to create what they call "transpersonal leadership." We know that the personality and ethics of the leader determines the personality and ethics of the organization, and the book shows with powerful examples and quick questions how companies can alter their leadership style to reach different objective.
The authors divide the leadership population into three stages, using the acronym REAL to illustrate:
Beginning (REAL 1)
Rational
Ego based, As-usual Leaders
Intermediate (REAL 2)
Robust
Emotionally Aware Leaders
Advanced (REAL 3)
Radical
Ethically Authentic Leaders
Turns out the answers lie partly in our own brains. Readers will enjoy Chapter 4, The Neuroscience of Leadership, Default and emotions, for a look at how our brain segments operate in this critical area. According to Knights, "The bad news is that within the hardwired genetic makeup of our brain there is a natural default to behave like someone living in the Stone Age." Boom, quite a challenge! But "the better news is that a certain part of our brain is reconfigurable ." He calls this saving grace "neuro-plasticity," and it allows us the ability to change to focus, and to develop new leadership strengths. Thank goodness.
Great summer read, not recommended for readers looking for quick fixes. This book takes us into the whys as well as the hows of leadership development.
Patricia E. Moody
FORTUNE magazine "Pioneering Woman in Mfg"
IndustryWeek IdeaXchange Xpert
A Mill Girl at Blue Heron Journal, on-line resource for business thought-leaders and decision-makers, pemoody@aol.com, patriciaemoody@gmail.com, tricia@patriciaemoody.com