Jaume Gallifa, MBA

LinkedIn

The Foundation and Integrative Dimensions of Sustainable Leadership

In this post, we explore the core components of our Strengths to Flourish for Sustainable Leadership mindfulness and character strengths program.

The Flourishing Circle Vision on Sustainability

We believe the transition to an ethical, sustainable, and socially connected world is only possible through a profound, fully conscious, and engaged inner transformation of aspirations, beliefs, and values, along with the competencies and qualities required by individuals, teams, and organizations playing a role in fulfilling sustainable development goals (The Inner Development Goals, 2021).

Such whole flourishing comes hand in hand with thriving, collaborative, fair, and transparent organizations, made possible thanks to creative, inclusive, and harmonious teamwork, as well as sustainable and insightful leadership of everyone at all levels.

Integrative Dimensions of Sustainable Leadership

For The Flourishing Circle, cultivating sustainable leadership in a team encompasses many integrative and creative dimensions:

  • Engaged Universal Ethics: Creative leadership engagement, interdependence, and collective transformation in line with UNESCO’s « Manifesto 2000 for a Culture of Peace and Nonviolence » (UNESCO, 2000, 2010).
  • Self-Leadership: Getting to know own strengths and competencies, aligning unconscious and conscious motives, purpose, values, and beliefs with self-congruence, and engaging with balanced self-endorsed actions towards self-actualization and transcendence (Caillet, 2013; Barrett, 1998; Dweck, 2017; Kaufman, 2018, 2020; Maslow, 1943, 1954, 1962/1968; Neck & Houghton, 2006; Neck, Manz & Houghton, 2020; Quinn, 1996; Ryan, & Deci, 2000, 2017; Wiedemann, 2018).
  • Leadership: Insightful and impactful influence with systems thinking, valid and appealing vision, mission, shared values, strategy, sustained energy, service orientation, and community concern. Demonstrating excellence with courageous self-management (vs. leading by imposing power and authority). Achieving results with effectiveness and decisiveness (Anderson & Adams, 2016; Cameron, 2021; Gill, 2011; George, 2003, 2015).
  • Super-Leadership: Sharing leadership and cultivating leadership in others with trust and empowerment, engaging in development relationships (coaching, mentoring, networking) and practical experience (assignments, new roles, teaching, volunteering) (Lombardo & Eichinger, 2011; Manz & Sims, 1989; Pearce & Manz, 2005).
  • Embodied Emotional Intelligence: Lead from a selfless and humble heart (vs. with ego) cultivating long-term relationships (vs. accumulating transactional relationships) with integrative self-awareness, social and system awareness for gathering information, developing insight, and facilitating well-being and adaptation. Strategic solution focus with self-regulation and a positive outlook (George, 2003, 2015; Goleman, Boyatzis & McKee, 2003/2013; Goleman et al., 2013; Goleman, 2013; Goleman & Senge, 2014; Schein & Schein, 2018).
  • Team Bonding: Teamwork based on the appreciation of the strengths of others with self-confidence, self-esteem, calmness, openness, curiosity, trust, and gratefulness (Cooperrrider, 2012; Cooperrider & Srivastva, 1987; Cooperrider & Whitney, 2005, 2007; Cooperrider, Whitney & Stavros, 2003/2008; Cooperrider, 2012; Goleman et al., 2013; Meier, 2005.)
  • Procedural Lifelong Leading: Resilience through change, risks, challenges, and failures with practical continuous learning, feedback, and innovation (Goleman, Boyatzis & McKee, 2003/2013).
  • Communities of Practice: Engagement in social leadership practice is the fundamental process by which we learn to lead and so become the leaders we already are. Practical and informal learning accounts for 90% of the total development journey of a leader (Wenger, 1998, 2013; Wenger & Snyder 2000).

The Foundation of Sustainable Leadership

Both ancient wisdom and modern leadership science recognize that any sustainable inner transformation and competence development endeavor is based on a few foundational components:

  • Insight into the wholeness of human nature, which includes all character strengths manifested in sustainable leadership practice, like authenticity, humility, perspective, energy, perseverance, courage, and compassion, among others (Laloux, 2014¸Nhat Hanh, 2006; Niemiec, 2018; Sosik & Cameron, 2010; Grahek, Thompson & Toliver, 2010).
  • Integrative awareness and regulation of attention, both known to be the foundation of sustainable leadership and teamwork with self-determined behavior, intrinsic motivation, curiosity, enjoyment, and life satisfaction, as well as the foundation of all emotional intelligence competencies (Ryan, 1995; Ryan & Deci, 2000; Brown & Ryan, 2003; Brown, Ryan, & Creswell, 2007; Brown, Creswell, & Ryan, 2015; Ryan & Deci, 2017).
  • Positive outlook and solution focus, with unconditional positive regard toward oneself and others, an attitude of acceptance and respect without judgment, as well as being friendly, generous, and considerate with oneself and others (Rogers, 1951, 1957, 1961).

We are pleased to offer to leaders and teams a unique Strengths to Flourish for Sustainable Leadership evidence-based mindfulness and character strengths program that includes all the mentioned sustainable leadership dimensions (Niemiec, 2014; Niemiec& McGrath, 2019).

References

null
  • Anderson, Robert J., & Adams, William A. (2016). Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results.
  • Barrett, Richard (1998). Liberating the Corporate Soul: Building a visionary organization.
  • Brown, Kirk W., & Ryan, Richard (2003). The benefits of being present: Mindfulness and its role in psychological well-being. Journal of Personality and Social Psychology 84:822–848.
  • Brown, Kirk W., Ryan, Richard & Creswell, David (2007). Mindfulness: Theoretical Foundations and Evidence for its Salutary Effects. Psychological Inquiry 18:211-237.
  • Brown, Kirk W., Creswell, J. David, & Ryan, Richard M. Ed. (2015). Handbook of Mindfulness: Theory, Research, and Practice.
  • Cameron, Kim (2021). Positively Energizing Leadership: Virtuous Actions and Relationships That Create High Performance.
  • Caillet, Alexander (2013). The Thinking Path. In: Wahl C., Scriber C. & Bloomfield B. (Eds.) On Becoming a Leadership Coach. Chapter 23.
  • Cooperrider, David L., & Srivastva, S. (1987). Appreciative Inquiry in Organizational Life. In Woodman, R. W., & Pasmore, E. (Eds.), Research in Organizational Change and Development, 1:129-169.
  • Cooperrider, David L., & Whitney, Diana (2005). A Positive Revolution in Change: Appreciative Inquiry.
  • Cooperrider, David L., & Whitney, Diana (2007). Appreciative Inquiry: A Positive Revolution in Change. In Holman, P., Devane T., & Cady, S. (Eds.) The Change Handbook: The Definitive Resource on Today’s Best Methods for Engaging Whole Systems, pp. 73-88.
  • Cooperrider, David L., Whitney, Diana, & Stavros, Jacqueline M. (2003/2008). Appreciative Inquiry Handbook: For Leaders of Change.
  • Cooperrider, David L. (2012). The concentration effect of strengths: How the whole system ‘‘AI’’ summit brings out the best in human enterprise. Organizational Dynamics, 41:106—117.
  • Dweck, Carol (2017). Mindset: Changing The Way You Think To Fulfil Your Potential.
  • George, Bill (2003). Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value.
  • George, Bill (2015). Discover Your True North: Becoming an Authentic Leader. Second edition.
  • Gill, Roger (2011). Theory and Practice of Leadership. Second edition.
  • Goleman, Daniel, Boyatzis, Richard & McKee, Annie (2003/2013). Primal Leadership: Unleashing the Power of Emotional Intelligence.
  • Goleman, Daniel et al. (2013). Building Blocks of Emotional Intelligence: 12 Leadership Competency Primers.
  • Goleman, Daniel (2013). Focus: The Hidden Driver of Excellence.
  • Goleman, Daniel & Senge, Peter (2014). The Triple Focus: A New Approach to Education.
  • Grahek, M. S., Thompson, A. D., & Toliver, A. (2010). The character to lead: A closer look at character in leadership. Consulting Psychology Journal: Practice and Research, 62(4), 270–290.
  • Laloux, Frederic (2014). Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness.
  • Lombardo, Michael M., & Eichinger, Robert W. (2011). The Leadership Machine. Architecture to Develop Leaders for Any Future.
  • Kaufman, Scott B. (2018). What Does It Mean to Be Self-Actualized in the 21st Century.
  • Kaufman, Scott B. (2020). Transcend: The New Science of Self-Actualization.
  • Manz, Charles C., & Sims, Henry P. (1989). Superleadership: Leading Others to Lead Themselves.
  • Meier, Daniel (2005). Team Coaching with the Solution Circle: A Practical Guide to Solutions Focused Team Development.
  • Maslow, Abraham H. (1943). A Theory of Human Motivation. Psychological Review, 50:370-396.
  • Maslow, Abraham H. (1954). Motivation and Personality.
  • Maslow, Abraham H. (1962/1968). Toward a Psychology of Being.
  • Nhat Hanh, Thich (2006). Understanding Our Mind: 51 Verses on Buddhist Psychology.
  • Neck, Christopher P., & Houghton, Jeffrey D. (2006). Two decades of self‐leadership theory and research: Past developments, present trends, and future possibilities. Journal of Managerial Psychology, 21(4):270-295.
  • Neck, Christopher P., Manz, Charles C., & Houghton, Jeffrey D. (2020). Self-Leadership: The Definitive Guide to Personal Excellence. Second edition.
  • Niemiec, Ryan M. (2014). Mindfulness and Character Strengths: A Practical Guide to Flourishing.
  • Niemiec, Ryan M. (2018). Character Strengths Interventions: A Field Guide for Practitioners.
  • Niemiec, Ryan M. & McGrath, Robert E. (2019). The Power of Character Strengths. Appreciate and Ignite Your Positive Personality.
  • Pearce, Craig L., & Manz, Charles C. (2005). The New Silver Bullets of Leadership: The Importance of Self and Shared Leadership in Knowledge Work. Organizational Dynamics, 34(2): 130-140.
  • Quinn, Robert E. (1996). Deep Change: Discovering the Leader Within.
  • Rogers, Carl R. (1951). Client-centered therapy; its current practice, implications, and theory.
  • Rogers, Carl R. (1957). The necessary and sufficient conditions of therapeutic personality change. J Consult Psychol. 21(2):95-103.
  • Rogers, Carl R. (1961). On Becoming a Person: A Therapist’s View of Psychotherapy.
  • Ryan, Richard M. (1995). Psychological needs and the facilitation of integrative processes. Journal of Personality, 63, 397–427.
  • Ryan, Richard M. & Deci, Edward L. (2000). Self-determination theory and the facilitation of intrinsic, motivation, social development, and well-being. American Psychologist, 55 (1):68–78.
  • Ryan, Richard M. & Deci, Edward L. (2017). Self-Determination Theory. Basic Psychological Needs in Motivation, Development and Wellness.
  • Schein, Edgar H., & Schein, Peter A. (2018). Humble Leadership: The Power of Relationships, Openness, and Trust.
  • The Inner Development Goals (2021). Inner Development Goals: Background, method and the IDG framework.
  • UNESCO (2000). Manifesto 2000 for a Culture of Peace and Non-Violence.
  • UNESCO (2010). Considerations on a programme of action on a culture of peace. 184 EX/INF.9.
  • Wenger, Etienne (1998). Communities of Practice: Learning, Meaning, and Identity.
  • Wenger, Etienne & Snyder, William M. (2000). Communities of Practice: Learning, Meaning, and Identity. Harvard Business Review.
  • Wenger, Etienne (2013). Leadership groups: distributed leadership in social learning.
  • Wiedemann, Crystal (2018). Theoretical Support for the Barrett Model.