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This professional book examines the concept of engaged leadership. Specifically, it focuses on the need for leaders in personal and professional realms, for-profit and non-profit, to understand the importance of engagement in order to achieve enhanced satisfaction and motivation among stakeholders (including employees, shareholders, investors, supporters, customers, suppliers, the community, competitors, family, and partners), and hence, an augmented level of designed thinking, which leads to increased innovation and on-going leadership development. Divided into three sections—engaged leadership development at the personal level, implementation at the organizational level, and manifestation in practice—this book provides professionals, practitioners and policy makers as well as students with the tools and skills to lead actively and conscientiously and help them understand the importance of creativity and compassion for development.

Engaged leadership operates on the fundamental principle that leaders have to first and foremost perceive themselves as leaders, and then engage in design thinking, as they will need to develop strategies to reach, encourage, and positively appeal to these stakeholder groups. Leadership is neither limited to those holding formal managerial position, nor to any particular setting. Leaders can be found everywhere, in all layers of society. Leadership is only possible, however, if one dares to perceive and define oneself as a leader. And only when leadership is adopted as a reality within one’s personal perception, can engaged leadership be applied.

Featuring contributions from academics, scholars, and professionals from around the world, each providing cases, interactive questions and reflective notes, this book will be of interest to professionals, practitioners, policy makers, students and scholars interested in creative leadership, management, organizational behavior, and governance.



Engaged Leadership Development at the Personal Level


1. Awakened Leadership: A Mindful Roadmap for Perpetual Design Thinking

In this chapter, we present awakened leaders as future-focused individuals who lead from the heart, and with great consideration for the well-being of as many stakeholders as possible. Awakened leaders have experienced their share of mistakes in life but learned from them. They developed a solid value system based on their reflections. They are corporate, community, and household leaders who refuse to put on different hats when it comes to their personality. Awakened leaders practice a holistic and authentic approach in every environment and at every time. While it becomes easier with time to practice awakened leadership, there are easy and difficult sides to this style. Some of the easy elements are authenticity, real freedom, yielding, values, and focus. Some of the difficult issues surrounding awakened leadership are pressure and politics, uncooperativeness and standards, ego management, remaining authentic, and inner-connection. In spite of the challenges, awakened leaders can be found in every segment of society and in every circumstance. Leaders who choose to become awakened will find themselves more in balance with everything around them. They learn to turn inward for solutions, because they know that this is where the answers lie.
Joan Marques

2. Self-Leadership: Journey from Position-Power to Self-Power

Self-leadership marks the transition from position-power to self-power. It is built on the understanding that everybody has two most basic needs—the need to express oneself and the need to surpass oneself. These needs may not always be very well-articulated, but they are there in and through all our strivings and pursuits. Self-leadership accomplishes both in one stroke by inspiring excellence in oneself and others and by enabling people to express and surpass themselves. The chapter offers a unique perspective on self-leadership which is defined as leading from one’s highest authentic self. Leadership is approached as an expression (and as an extension) of who we are. Exemplary leaders recognize that the most important challenges confronting organizations and society at large are so profound and pervasive that they can only be resolved at the fundamental level of the human spirit—at the level of one’s authentic self.
Self-leadership starts with the simple premise that it is hard to lead others if one is not able to manage oneself. If we want to be effective leaders, we first need to be able to lead ourselves effectively. It is all about leading yourself authentically. When as leaders we are in touch with our deeper, truer authentic self, we’re also able to connect with the authentic self of others. In the final reckoning, self-leadership is a self-cultivation process, emanating from leaders’ deepest values and culminating in their contribution to the greater, common good. This chapter also reviews spiritual leadership, authentic leadership, and servant leadership as natural expressions of self-leadership.
Satinder Dhiman

3. The Ego-Soul Dynamics of Leadership Development

No one is born a leader. A leader is someone you become: not in the same way you become an engineer, a businessman, a dentist, or a doctor. It is a role you grow into. Some people naturally grow into leadership roles; some go all out to seek a leadership role, and others have leadership thrust upon them. Some, like me, choose not to be a leader of people but a leader of thoughts. Whatever the case, the journey to becoming a successful leader is the same; there are seven stages of psychological development you must master to become a great leader. If you fail to master a particular stage, you will not become a great leader. You may become a good leader or a recognized leader, but you will not be remembered as a great leader. Becoming a great leader is the journey of evolutionary leadership through ego development to soul activation.
Richard Barrett

4. Visionary Leadership in a Team-Oriented Setting

Team-oriented workplace settings generally operate with one of two driving influences superseding the other: task focus or people focus. A central theme of this chapter is how to become an effective leader and an improved manager through authentic and engaged interactions with others. This requires, first and foremost, being present. A function of a leader’s ability is to create opportunities for others that allow them to produce expanded results. This function is enhanced exponentially when the leader understands the use of transformative technology of interpersonal exchange currencies.
This chapter will focus on three main areas: (1) the distinction between leadership theories, leadership, and leaders, (2) visionary leadership as engaged leadership with team members, and (3) the implementation of engaged visionary leadership at the team and organizational level.
Jody A. Worley

5. Holistic Leadership: A New Paradigm for Fulfilled Leaders

This chapter presents a holistic approach to the art and science of leadership. Traditional approaches to leadership rarely provide any permeating or systematic framework to garner a sense of higher purpose or nurture deeper moral and spiritual dimensions of leaders. Learning to be an effective leader requires an integral transformation on the continuum of self, spirit, and service. Holistic leadership fosters the integral development of a leader’s personality in all its dimensions—physical, psychological, emotional, intellectual, and spiritual. It is a moral and spiritual journey whose guiding compass is found within a leader’s soul. The first step in that journey is marked by self-knowledge. Guided by self-knowledge, holistic leaders express their authentic self in all that they do and attain fulfillment by serving for the good of others.
Synthesizing the best of contemporary approaches to leadership in a holistic manner, this chapter presents an integral model of leadership that is built on the sound principles of self-motivation, creativity and innovation, emotional intelligence, spiritual intelligence, optimal performance, and fulfillment. This is a daring thesis, but we believe that such broad interdisciplinary approach is well suited to effectively address the multifaceted issues faced by contemporary organizations and leaders.
Satinder Dhiman

6. Prosocial Leadership, Religious Motivation, and Global Stewardship

This chapter considers the interconnections between prosocial leadership, religious motivation, and stewardship. Prosocial leaders, as defined by Ewest T (Prosocial leadership: understanding and developing prosocial behavior in individuals and organizations. Palgrave McMillian. Publication Pending, London, 2017b), are servant leaders who are motivated by and respond to their own empathy and, without regard to punishment or reward, act altruistically to improve the welfare of those they serve. Prosocial leaders are central to developing stewards who are holistic leaders that lead themselves, their fellow employees, and their organizations to financial, social, and environmental sustainability. This prosocial orientation sometimes comes at a cost to these leaders as they sacrifice personal goals to enable those they lead to reach new levels of success.
Timothy Ewest, Michael Weeks

7. Leading from the Heart: Lessons from Christian Leadership

This chapter examines the key principles of Christian leadership and how this type of leadership has important lessons in regard to leading from the heart. The chapter first provides an overview of leadership as a historical and prominent phenomenon. Subsequently, an outline is provided of key leadership theories, including trait theory, behavioral theory, contingency and contemporary theories, strategic and supervisory theories, and upper echelon theory; new leadership theories, such as charismatic, transformational, and visionary leadership; and emergent leadership theories, which explore behavioral and cognitive complexity as well as social intelligence. The chapter then focuses on leading from the heart, which involves the choice to be a servant leader. An important aspect discussed therein is Christian leadership as part of religious leadership and based on belief in and reverence for God or a deity. Christian leaders are engaged leaders who are future-focused individuals who lead from the heart.
Peter M. Lewa, Susan K. Lewa, Sarah M. Mutuku

8. Future-Oriented Identity: Necessary Leader Transformation Through Spiritual Engagement

Future-oriented leaders will be called to transition to new, more globally aware, socioculturally sensitive, sustainably focused, justice-oriented roles that stretch beyond current contemporary leadership models. Preparing leaders for such a future will require integrating hard skills traditionally taught in business schools, the soft skills of emotional intelligence, empathy, moral decisiveness, and mindfulness, and spiritual skills that can transform and shape the leaders’ identity. Such an integrated transformational development approach can allow for an authentic “refocusing” of purpose and approach, so leaders can better understand and care for the more diversely motivated constituents in the twenty-first century.
This chapter will examine the criticality of spiritual engagement in reshaping the heart, recasting identity, and preparing the leader to practice leadership and decision-making in the new twenty-first-century role. Spiritual engagement for this examination is defined as the transformative cycle of behaviors, attitudes, expectations, and resulting changes in attitudes and expectations from personal spiritual practices or disciplines. For the leader, the identity transformation allows authenticity in new century roles evidenced by diminished pride, selfishness, greed, and ambition resulting from a changed heart.
Rick A. Roof

9. Stepping Up to the Plate: Facing Up to Your Fear of Assuming a Leadership Role

This chapter first examines the reasons why some people refrain from taking on leadership roles when invited to do so. Fear of failure is considered a critical aspect herein, and overcoming the fear to take on a leadership role is the critical undertone to the rest of the chapter. The chapter presents a case study of an individual who never considered herself fit to take on an official leadership role. The case study serves as a basis for considering how to help individuals manage and overcome anxiety and fear through the use of cognitive behavioral therapy. The chapter subsequently presents three practical exercises intended to address fear (generally as well as the fear of becoming a leader) and the reluctance to assume leadership roles, followed by lessons for engaged leaders and reflection questions.
Céleste Grimard, J. Andrew Morris

Implementation of Engaged Leadership at the Organizational Level


10. Leading with the Spiritual Rule: Collectively Navigating Toward a Morally Sound Future

This chapter offers a moral principle that incorporates the spiritual dimension in every area of decision-making. As workplaces become more diverse in every way, so too do moral standards. Whether based on religious, cultural, theoretical, or practical foundations, perspectives on what is supposed to be the “morally right” thing are divergent. Yet, despite the rich blend of perspectives, there could still be a unified moral code to serve as a collective compass toward a spiritually sound future. The foundation of this moral compass is based on the “Spiritual Rule,” which entails that we should treat others as well as possible considering our best abilities and values, others’ preferences, and the well-being of all life. The chapter will present a brief overview of some of the most common moral principles as they have been developed and adopted over time. The chapter will subsequently use the ancient “Golden Rule” as a catalyst toward the more recently formulated, strongly marketing-based Platinum Rule. Strengths and weaknesses of both theories will be discussed as a foundation for the “Spiritual Rule,” which considers the challenges of increased globalism and ensuing interconnectedness.
Joan Marques

11. Reexamining Transformational Leadership in Complex Systems

We live in an increasingly complex, digitized, and globalized world. The two-dimensional, traditional concept of leaders transforming the organization or the followers is obsolete. Transformational leaders in modern organizations are required to be more cognizant of the power of asymmetric knowledge located in different parts of the organization, design thinking potential, and self-organizing capabilities with a need for urgency. This chapter explores how effective transformational leaders can respond to the challenges of the complexities in the world today through the lens of complex natural systems.
Isaac Wanasika, Keiko Krahnke

12. Engaging Generation Y: The Millennial Challenge

This chapter describes characteristics of the millennial generation and discusses the special circumstances which produced their attitudes and mind sets. Generation Y is compared to the “Xers” and Baby Boomers as it relates to their motivations and engagement in the workplace. Considering the rapidly changing nature of the workplace, the chapter identifies techniques for inspiring and leading the millennials.
Svetlana Holt

13. Millennials in Leadership: An Examination of the Practice-Immediacy Model

Millennials are often tagged as challengers to traditional leadership. The concern for traditional success measures such as money, legacy, or hierarchy tends to be less important or not important at all to Millennials. Like Jacob, they tend to aspire to be collaborative, empowering, and more transformational in their leadership styles. The largest complaint from Millennials is the lack of appropriate training and coaching to get them to the open environment where their leadership style can emerge. The authors of this chapter propose that there is a valuable connection between the Practice-Immediacy Model, Design Thinking concepts, and Engaged Leadership. These three constructs focus on soft skills which Millennials believe will put them on the fast track to leadership success. The Practice-Immediacy Model introduces 4 behavioral modes associated with 12 soft skills. This model is a useful tool for assessing these skills and supporting the needed coaching and leadership development that Millennials may require for their personal success.
Kevin Bottomley, Sylvia Willie Burgess

14. Conscious and Emotionally Intelligent Engaged Leaders Are Key to Enhanced Organizational Performance

Subconscious reactions by individuals in a workplace can be disruptive to organizational performance. For leaders, managers, and supervisors, subconscious reactions to events or people can play out as pain in the body or deep-seated emotions that do not do us justice. Understanding these reactions as not serving us and setting an intention on the way we want to live and act each day can be powerful and allow us more choice. This intention needs to be checked against the body, mind, and spirit in order to shine. In a sense this provides a path to mindfulness in everyone since they are not reacting to events and people. This reduces the impact of egos, competition, rejection, and other negative emotions and allows for the creating of capability in an organization, which can lead to enhanced performance. Everyone can reprogram their subconscious mind by inputting and reinforcing new positive thoughts, positive ideas, and positive actions.
Roger J. Hilton

15. Breaking Habits to Foster Engaged Leadership

This chapter explores some important issues related to the impact of habits on leadership effectiveness. It argues that engaged leaders should consciously adopt a learning stance in order to gain access to information about how their habits are resulting in desirable or undesirable consequences. We consider the challenges to taking on such a learning stance and provide guidance for meeting those challenges. We use Duhigg’s habit loop (2012) as a model to explain how habits operate in the brain. We describe three counterproductive leadership habits – being too decisive, suppressing emotions, and treating everyone the same. Finally, we suggest three engaged leadership habits – pause, slow down, and step back; learn from your emotions; and pay attention to people’s social identities – as replacements for those counterproductive habits.
Wiley C. Davi, Duncan H. Spelman

16. Soft Leadership and Engaged Leadership

The purpose of this chapter is to explore soft leadership to engage employees effectively. It explains engaged leadership and connects with soft leadership. It offers innovative tools and techniques to ensure employee engagement. It outlines the reasons for employee disengagement and enlightens the advantages of employee engagement for both employees and organizations. It unfolds several research findings on employee engagement and illustrates with the examples of global companies including Cummins, DHL Express, Southwest Airlines, Google, and Virgin. It calls for active involvement of senior leaders and CEOs to ensure employee engagement effectively. It advises CEOs to evolve as chief engagement officers. It implores both employers and employees to take ownership of their roles and responsibilities to achieve organizational excellence and effectiveness. It emphasizes the philosophy of “employee first, customer second, and shareholder third.” It concludes that employee engagement is a two-way street.
M. S. Rao

Manifestation of Engaged Leadership in Practice


17. Are “U” Ready for the Future: Design Thinking as a Critical Educational Leadership Skill

This chapter explores how design thinking, integrated with systems thinking and Theory U, is an essential leadership tool for transforming learning spaces from preschool to learning within organizations. This chapter will help educators and those interested in the educational process to learn how generative thinking and leadership lead to designing new learning environs for sustainable living in the twenty-first century and beyond. The chapter starts with a rationale for why design thinking is needed today. The second part of the chapter explores the underlying concepts found in systems thinking, Theory U, and design thinking and how they relate to leadership. The readers will see how these concepts are used in an education leadership development program focused on creating new learning environment in the future. Finally, the reader will interact with the lessons learned to integrate these concepts into their daily routines.
John M. Gould

18. Engaged Leadership in Volunteer Organizations

One of the greatest challenges facing contemporary organizations that rely on volunteer staffing is the successful recruitment and retention of capable, committed volunteers. While volunteer recruitment and retention have traditionally been a challenge for many of these organizations, numerous societal dynamics have impacted the availability of individuals who possess both the time and desire to volunteer their time and talents.
This chapter considers the unique challenges associated with a volunteer staffing model in terms of successful personnel recruitment and retention. The role of leadership in the effective and efficient recruitment, motivation, empowerment, and retention of volunteers is examined. The application of leadership theories in a volunteer setting is discussed.
A central theme of the chapter is the set of unique challenges of volunteer management and the role of sound leadership in managing an organization’s vital resource: its volunteers. The chapter advocates the role of leadership in enhancing the satisfaction, productivity, and contribution of volunteers so as to gain their commitment to an organization and their dedication toward lending their time and talents to fulfilling its mission.
Robert S. Fleming

19. Distributed Leadership: When People Claim Brand Ownership

Current consumer-brand relationship scenario is increasingly characterized by empowered individuals who claim ownership of brands and brand-related contents and manifest leadership in activating, nurturing, and quitting conversations that contribute to brand value creation or destruction beyond the efforts of marketers. When brand actors are only one of the players and not even the most impactful one in generating, modifying, or even overturning brand meanings and values, who does then take the lead in making sense of brands? And how does that happen? This chapter aims at elucidating the concept of distributed leadership of current networked individuals toward their brands and support it with anecdotal evidence of groundbreaking practices of people leadership in brand value creation at the global level.
Silvia Biraghi, Rossella C. Gambetti, Stephen Quigley

20. Engaged Leadership: Experiences and Lessons from the LEAD Research Countries

This chapter addresses the concept of engaged leadership in the under-researched context of African countries. It provides insights on engaged leadership based on the findings from selected Leadership Effectiveness in Africa and the African Diaspora (LEAD) research countries in Africa. The chapter utilizes qualitative data collected from leaders in business and public sector organizations using the Delphi technique, focus groups, and interviews. The findings from the Delphi technique and focus groups show that leaders who are effective are those that are perceived to be engaging, while the results from the interviews show that both local and foreign leaders view current African leadership styles as less engaging and hence ineffective. This has implications for the practice of management in Africa and similar contexts. Leaders in both business and public organizations need to be engaged to be effective in their leadership roles. Organizations, as well as universities that are involved in leadership development, need to incorporate concepts of engaged leadership in their training curricula in order to develop and foster leadership engagement competencies which would positively impact performance.
Lemayon L. Melyoki, Terri R. Lituchy, Bella L. Galperin, Betty Jane Punnett, Vincent Bagire, Thomas A. Senaji, Clive Mukanzi, Elham Metwally, Cynthia A. Bulley, Courtney A. Henderson, Noble Osei-Bonsu
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