Integral Development of the Strategic Leader
Integral Development of the Strategic Leader
Donald S. Clarke
A. Introduction
We do not need more maps; we need ways to change the mapmaker. We need new forms of practice, not just new forms of theory. Theoria just isn’t enough; praxis is required.
Ken Wilber, The Eye of Spirit
Strategic leadership is widely seen as vital to organisations who operate (as most of them do) in a diverse and fast changing world, and a capability that is relatively rare in the business environment. The ‘strategic leader’ is an expert professional practice or role with a certain (high) level of managerial competency and complexity in leading others. Two quotes will serve here to give a flavour of the complexity of the role. The first reflects the common, limited view of strategic leadership…,
“… a substantial influence on the effectiveness of an organization.”
Gary Yukl, Leadership in Organizations the second speaks of one specific aspect of wider responsibility…,
“unadulterated commitment to preserving the dignity of others.”
Joe Raelin, Leaderful Practice
Between them, the images indicate a high level and wide perspective of professional development.
This paper seeks to synthesize current understanding of strategic leader development; such a contribution may be significant for it’s input into:
1. Development planning of high potential managers.
2. Provision of an organisational environment that optimises the potential for strategic leadership to arise,
3. Recognition, valuing and support of managers exhibiting strategic leadership qualities,
4. Improving the effectiveness of coaching and mentoring praxis, and thus provides valuable knowledge for human resource development professionals, career development planners, executive mentors and coaches, and management educators.
Concepts and Definitions
Leader Development
Leadership development has been defined as expanding the collective capacity of organisational members to engage effectively in leadership roles and
Donald S. Clarke
A. Introduction
We do not need more maps; we need ways to change the mapmaker. We need new forms of practice, not just new forms of theory. Theoria just isn’t enough; praxis is required.
Ken Wilber, The Eye of Spirit
Strategic leadership is widely seen as vital to organisations who operate (as most of them do) in a diverse and fast changing world, and a capability that is relatively rare in the business environment. The ‘strategic leader’ is an expert professional practice or role with a certain (high) level of managerial competency and complexity in leading others. Two quotes will serve here to give a flavour of the complexity of the role. The first reflects the common, limited view of strategic leadership…,
“… a substantial influence on the effectiveness of an organization.”
Gary Yukl, Leadership in Organizations the second speaks of one specific aspect of wider responsibility…,
“unadulterated commitment to preserving the dignity of others.”
Joe Raelin, Leaderful Practice
Between them, the images indicate a high level and wide perspective of professional development.
This paper seeks to synthesize current understanding of strategic leader development; such a contribution may be significant for it’s input into:
1. Development planning of high potential managers.
2. Provision of an organisational environment that optimises the potential for strategic leadership to arise,
3. Recognition, valuing and support of managers exhibiting strategic leadership qualities,
4. Improving the effectiveness of coaching and mentoring praxis, and thus provides valuable knowledge for human resource development professionals, career development planners, executive mentors and coaches, and management educators.
Concepts and Definitions
Leader Development
Leadership development has been defined as expanding the collective capacity of organisational members to engage effectively in leadership roles and