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2017 | Buch

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Holistic Leadership

A New Paradigm for Today's Leaders

verfasst von: Satinder Dhiman

Verlag: Palgrave Macmillan US

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

This book suggests that the solution to the current leadership crisis lies in leaders' self-cultivation process, emanating from their deepest values and culminating in their contribution to the common good. 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 a level of personal transformation on the continuum of self, spirit, and service.
Synthesizing the best of contemporary approaches to leadership in a holistic manner, this book presents a unique model of leadership that is built on the sound principles of Self-Motivation, Personal Mastery, Creativity and Flow, Emotional Intelligence, Optimal Performance, Appreciative Inquiry, Authentic Leadership, Transformational Leadership, Positive Psychology, Moral Philosophy, and Wisdom Traditions of the world. This broad interdisciplinary approach is well-suited to effectively address the multifaceted issues faced by contemporary organizations and leaders. It will be of great interest to graduate business and organizational leadership students and faculty as well as corporate leaders.

Inhaltsverzeichnis

Frontmatter

Chapter 1. Introduction: On Becoming a Holistic Leader

Abstract

This book suggests that the solution to the current leadership crisis lies in leaders’ self-cultivation process, emanating from their deepest values and culminating in their contribution to the common good. 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 a level of personal transformation on the continuum of self, spirit, and service. Achieving insight into the art and science of exemplary leadership is not as easy as it may seem. While some people may develop personal and professional mastery, many people need specific guidelines. This book provides those guidelines.

Synthesizing the best of contemporary approaches to leadership in a holistic manner, this book presents a unique model of leadership that is built on the sound principles of Self-Motivation, Personal Mastery, Creativity and Flow, Emotional Intelligence, Spiritual Intelligence, Optimal Performance, Appreciative Inquiry, Authentic Leadership, Transformational Leadership, Servant Leadership, Positive Psychology, Moral Philosophy, and Wisdom Traditions of the world. This is a daring thesis but I believe that such a broad interdisciplinary approach is well-suited to effectively address the multifaceted issues faced by contemporary organizations and leaders. The integral nature of the function of leadership vindicates Lao Tzu’s matchless wisdom: to lead, one must follow.

Satinder Dhiman

Chapter 2. Self-Motivation: Motivating the Whole Person

Abstract

Motivation is what energizes, directs, and sustains behavior and includes will, instincts and drives. Holistic leaders pay close attention to motivation in themselves and others. They understand that we all have unused potentialities and that it is certainly possible for most of us to be greater than we are in actuality. Holistic leaders take it as their major goal the discovery and actualization of hidden potential in themselves and others.

Marking the beginning of the holistic leadership journey, this chapter explores the role of self-motivation in leading oneself as well others. It begins with an appraisal of Maslow’s hierarchy of needs theory and Herzberg’s two-factor theory. In critiquing their work, it focuses on the art of realizing one’s total potential as well as the role of intrinsic and extrinsic motivators. As a necessary background, it taps into the findings of positive psychology regarding self-motivation and optimal performance and its implication for workplace motivation. The chapter concludes with holistic leadership lessons of self-motivation and their implication for workplace motivation.

Satinder Dhiman

Chapter 3. Self-Mastery: Mastering the “Me” in Leadership

Abstract

Personal mastery has lately received great attention in the management literature. This chapter recognizes the importance of self-mastery in the development of holistic leadership. Before we can effectively lead others, we must first learn to manage ourselves effectively. It is our common experience that without self-discipline one cannot attain success in any field, whether it is science, sports, or music. Building upon the lessons of self-motivation, this chapter develops the theme of self-mastery as a necessary foundation for achievement in any endeavor including leadership. It discusses the role of self-discipline, self-effort, and self-perseverance in fostering self-development for preparing us for life and leadership.

The key focus of this chapter is the harmonious development of a leader’s personality in all its essential dimensions—psychological, intellectual, emotional, moral, and spiritual. It draws upon the key lessons of personal mastery as presented in the Bhagavad Gītā, the most important paradigmatic spiritual text of Hindus. Focusing especially on psychological and emotional aspects, the theme of self-mastery is developed as integration of personality. The chapter also references Aristotelian theory of the golden mean as the desirable middle between two extremes—one of excess and the other of deficiency. As an added feature, the chapter reviews research on expert performance (the making of champions) to inform the quest for self-mastery.

Satinder Dhiman

Chapter 4. Creativity and Flow: The Art of Mindful Creativity

Abstract

Leaders are increasingly expected to nurture an environment of collaborative innovation. Some of the world’s most iconic companies are embracing creativity as a way of life. Now more than ever organizations must innovate in order to survive and succeed. Treating creativity as a form of competence that can be nurtured, this chapter focuses on the role of creativity and flow in life and leadership. It garners the view that it is leaders’ job to foster creativity. It reviews some of the mounting research that shows that creativity is very much a science. After defining creativity as person, process, and product-based, it provides a brief overview of the experience of flow as observed in the behavior of creative individuals and the anatomy of mindful creativity. It explores the relationship between mindfulness as a creative process and the concept of flow, suggesting that the meditative practice of mindfulness at once contributes to the successful attainment of both of these experiences. It concludes with reviewing the benefits of mindfulness, creativity, and flow.

This chapter utilizes the Buddhist construct of mindfulness as a framework to approach the works of Langer, a Harvard psychologist, and Csikszentmihalyi, who popularized the concept of flow. Over the years, this author has had the honor of interviewing Csikszentmihalyi and Langer. He has also had the privilege of participating in two extended mindfulness meditation retreats. This has brought added clarity to the theoretical concepts and conviction to their practical application.

Satinder Dhiman

Chapter 5. Emotional & Multiple Intelligences: 10 Different Ways of Being Smart

Abstract

The constructs of emotional intelligence and multiple intelligences show that there are more ways to identify human capacities than just through logical and linguistic intelligence, as traditionally measured by I.Q. This chapter explores the role of multiple intelligences in enhancing the effectiveness of holistic leaders. By harnessing rational, emotional, inter/intra personal, and spiritual intelligences, leaders can recognize and nurture the myriad gifts that people bring to work. The concept of multiple intelligences, as propounded by the Harvard Psychologist Howard Gardner, challenges the conventional view of intelligence that focuses on language and mathematical intelligence and recognizes various additional forms of intelligence to account for excellence in music, language, sports, and the like.

The role of emotions in our lives can hardly be overemphasized. To feel emotions is to be human. Emotional intelligence has come to be widely recognized as a key component of effective leadership. It has become an increasingly popular competency recently for identifying and developing effective leaders. Emotional intelligence is about properly managing emotions in oneself and others. The chapter also explores the role of empathy in leadership success. It concludes with reviewing spiritual intelligence and its role in holistic leadership.

Satinder Dhiman

Chapter 6. Appreciative Inquiry: Discovering the Best in People and Organizations

Abstract

Traditional approaches to problem-solving basically focus on what is wrong in a given situation and proceed to “fix” it with all the analytical tools available. We have seen that such approaches can never take us beyond the confines of the dark past. For achieving quantum breakthroughs, we need clear, bright images of the future. We need to create a field of infinite possibilities. Appreciative inquiry is about tapping into the river of positive possibilities, a way of harnessing the untapped creative energies of people and organizations.

This chapter explores role of Appreciative Inquiry (AI) in holistic leadership. Appreciative inquiry is about discovering and nurturing the best in people and organizations by focusing on the possibilities and potential. It is based on the premise that ‘human systems grow and change in the direction in which they ask questions’. If an organization inquires into problems, it will keep finding problems; if an organization seeks to appreciate what is best in itself and its people, it will discover more and more that is good. It can then use these discoveries to envision and create a new future where the best naturally becomes the norm.

Satinder Dhiman

Chapter 7. Spiritual Leadership: A Superior Way to Be and Serve

Abstract

The corporate world is realizing that spiritual values are integral to employee well-being and business success. Organizations are becoming increasingly aware that people seek meaning and purpose in their work and have a deep desire to connect with other human beings as part of a community. This chapter focuses on the moral and spiritual dimensions of holistic leadership. Spiritual leadership is not dependent on your title and you do not have to be at the top of an organization to practice spiritual leadership. It depends upon the self-power and not the position-power. It is about being true to yourself and living your core values. It has been observed that leaders need to follow their internal compass in living out their core values and purpose.

Authentic leadership and servant leadership are primary expressions of spiritual leadership. Authentic leaders are altruistic, honest, trustworthy and principled decision-makers who care about the well-being of their followers, organization and the needs of the broader society. Authenticity is defined as the unity and purity of one’s thoughts, words and deeds. The authenticity of a leader is measured not only in terms of the nature of the values the leader espouses but also by how consistently the leader strives to live up to those values. Servant leadership represents a shift from followers serving leaders to leaders serving followers. It denotes increased service to others, a holistic approach to work, and a greater sense of community. Since leadership is an expression of who we are, in discovering, living, and sharing our deepest values lies the fulfillment of our life and leadership.

Satinder Dhiman

Chapter 8. Meaning & Purpose in Leadership: What Are You Willing to Bet Your Life On?

Abstract

Finding a deeply profound meaning in all we do lends a certain spiritual sanctity to our toils that goes deeper than life’s material ploys. Pursuing meaningful work provides an abiding purpose to our life and redeems our existence through our contribution. It is the quest for meaning that keeps the battle of life going in face of the inevitable. If meaning is about discovering one’s unique gifts, purpose is about sharing those gifts for the good of others. Before one becomes a leader, the focus is on discovering and living the personal meaning. After one becomes a leader, the focus is on helping others discover and live meaning in their lives.

Given the fact that most of us spend majority of our waking hours at work, it is natural to seek meaning and purpose in work and at work. To succeed in the twenty-first century, leaders of organizations must offer a greater sense of meaning and purpose for their workforce. Holistic leaders first seek fulfillment through meaning, purpose and contribution and help others to do the same. This chapter explores how holistic leaders seek and live their highest meaning and purpose. This chapter reviews the work of Victor Frankl and Michael Ray in illustrating how leaders find transcendent meaning in all they do.

Satinder Dhiman

Chapter 9. Find Your Fulfillment: Winning Habits of Highly Fulfilled Leaders

Abstract

Fulfillment is not a place we go to; it is a place we all come from. The image of the path or the journey could be misleading for all paths are paths away from home. The self-discovery of fulfillment is from here to here. Real fulfillment is about transforming our search for success into a discovery of profound meaning and significance for life and leadership. This transition to “significance”, which is nurtured from within, is not about “acquiring” anything new; it is a matter of “re-discovering” what we already have. It is about belonging, not belongings. Significance is defined in terms of finding one’s real place and purpose in life and in terms of one’s contribution to the common good.

A fulfilled life is marked by some key attributes which distinguish a person who is truly awake and the one who is merely sleep-walking. Love, joy and compassion are marks of being awake. Hatred, greed and anger are marks of being asleep. In order to live a fulfilled life—one brimming with Joy, Peace, Harmony and Love—we must resonate with precisely these qualities. This chapter explores the art and science of finding fulfillment in life and leadership. It presents seven habits of highly fulfilled leaders to mark the transition from success to significance. These habits of head and heart are: Pure motivation; Gratitude; Generosity; Harmlessness; Selfless-service; Acceptance; and Mindfulness.

Satinder Dhiman

Chapter 10. Being the Change: A Hero’s Journey and Legacy

Abstract

Holistic leaders lead from their authentic selves and touch the authentic selves of others. They set in motion certain key processes that continue to fructify long after they have passed on. It is their steadfastness and selflessness that bring enduring benevolence and leaves their footprints on the sand of time. Judged by his abiding influence on the future generations, Gandhi emerges as one of the most remarkable leaders of all time. Gandhi’s legendary legacy became the harbinger of freedom to many countries in Southeast Asia and the rest of the world.

We all need heroes who can awaken us to the best in people and who can inspire us to be what we know we can be. Given the current leadership crisis, there is a greater need for the role models that embody and illustrate value-based, holistic leadership. This chapter explores the hero’s journey and enduring legacy of Mahatma Gandhi, the quintessential holistic leader. His life and leadership embody the synergistic energy fashioned by the coming together of the self, spirit and service—the three foundational dimensions of holistic leadership.

Satinder Dhiman

Chapter 11. Epilogue: From Position-Power to Self-Power—Integrating the Lessons of Holistic Leadership

Abstract

Holistic leadership marks the transition from position-power to self-power. This chapter presents the concept of self-leadership and consolidates the key emergent lessons of holistic leadership. Self-leadership 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.

If we want to be effective leaders, we first need to be able to lead ourselves effectively. Self-leadership is 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. Self-leadership fosters the holistic development of a leader’s personality in all its dimensions—physical, psychological, emotional, intellectual, and spiritual. Guided by Self-knowledge, holistic leaders express their authentic self in all that they do and surpass themselves by serving for the good of others.

Satinder Dhiman

Erratum to: Holistic Leadership

Satinder Dhiman

Backmatter

Titel: Holistic Leadership
verfasst von: Satinder Dhiman
Verlag: Palgrave Macmillan US
Electronic ISBN: 978-1-137-55571-7
Print ISBN: 978-1-137-55570-0
DOI: https://doi.org/10.1057/978-1-137-55571-7