Conscious Leadership Research Articles

El Moderno Prometeo: El Director Escolar como Líder Mediador para la Justicia Social y el Desarrollo Sostenible

In the present investigation, we propose to problematize the characterization of the directive leadership in the school surroundings from the theoretical contributions of social justice, which we define as a broad spectrum with three main edges around the construction of the notion of the good and the means to achieve it: as equity by Rawls, the capabilities approach of Sen and the critical social of Pereira. At the same time, we propose to identify how these edges operate as an axiological framework that guides the Sustainable Development Goals of the 2030 Agenda and, in turn, how these objectives contribute to delimit the indeterminate series of capacities pursued by comprehensive moral doctrines, in a framework of substantive freedom. From this theoretical discussion, we approach the role of the director as a conscious leader of the mediation that exerts between the school and social environment capable of upsetting injustices, from an ethical horizon that refers to the agent of justice of Pereira. In view of the challenge posed by this task, we return to the Promethean figure in its tragic-heroic character, in order to warn about the structure and the necessary support strategies in the impulse of all transformative work. In this sense, it is argued that Education for Sustainable Development (EDS) offers a frame of reference at a cognitive, socio-emotional and behavioral level to address cross-cutting issues that affect the classroom from a social and sustainable leadership perspective.

Pursuing triple bottom line sustainability through conscious corporate governance

The role of leaders in the pursuit of business sustainability has grown in relevance since the reported corporate scandals and the global financial crisis of 2008. This study suggests that conscious leadership, which differs from current leadership styles, is needed in order to achieve business sustainability. Using a sample of 371 directors and senior managers from 167 JSE-listed and 54 unlisted companies, the study investigated the role of conscious leadership in the achievement of sustainable business practices. Regression analyses and Pearson correlation coefficients, as well as Cohen’s d effect sizes, were calculated in order to analyse the data.The empirical results revealed that the respondents regarded conscious leadership as an important part of corporate governance, which led the present study to coin the phrase “conscious corporate governance”. The results also showed that conscious corporate governance is positively related to healthy employee relations, and to the achievement of equal opportunities and workforce diversity, but that this kind of governance is negatively related to company profitability. The study explores the implications of these results.

Relationship Between Advocacy, Leadership and Administrative Behavior in Good Governance: An Analytical Study of the Treaty of Hudaibiyya

A good ruler is the basis of good governance, and the Prophet of Islam is the example and ideal of the good Islamic ruler throughout the ages. The problem of research lies in how to combine Islamic missionary behavior, conscious leadership, and management of political positions to achieve the desired goals. The research aims to show the relationship in the behavior of the Muslim ruler between advocacy, leadership and management in political positions through the study of the Treaty of Hudaibiyyah peace model to provide a practical model for our time. The researcher uses the analytical method through studying the Prophetic biographical books and the Hadiths in examining some of the positions of the Prophet and his companions in the Peace Treaty of Hudaibiyyah. The research finds that many lessons of good behavior and governance can be had from the Treaty of Hudaibiyyah.

Conscious Leaders Practicing Conscious Capitalism: Developing Conscious Leadership in Business

This paper summarized the findings of a qualitative study that investigates the developmental journeys of conscious leaders practicing conscious capitalism. Emphasis was placed on outlining the dev...

Pentecostal power: discipleship as political engagement

ABSTRACTPentecostalism has often been accused of being withdrawn from social and political concerns due to, amongst other things, a dual emphasis on personal salvation and individual discipleship. In this paper, I suggest that far from simply being an inwardly ecclesial occupation, the process of ‘making disciples’ is a political activity that impacts public life, that is the life of communities and nations. While some Pentecostals may be reluctant to see discipleship in political terms, I will argue that the history of the movement testifies to the work of the Spirit as being political. I will suggest that in Pentecostalism we see a political movement of the Spirit that opposes unjust structures within the church in order to usher in spiritual, social and political liberation for those beyond the church. I will consider the unique contributions Pentecostalism makes to political engagement through its development of conscious leaders and disciples from typically underprivileged communities. I will end with a reflection on facing conflict particularly in the area of ethnic and cultural difference which continues to be a theological and political challenge for Pentecostals and churches more broadly.

Effects of Conscious Leadership on Peace Building in Mogadishu – Somalia

Effects of Conscious Leadership on Peace Building in Mogadishu – Somalia

Konceptualizacija svesnog liderstva

Konceptualizacija svesnog liderstva

From ‘unofficial militants’ to de facto joint workplace control: the development of the shop steward system at the port of Liverpool, 1967–1972

Prior to 1967, labour relations in the British dock industry had been characterised by casual employment, inter and intra-union conflict, frequent unofficial action and high strike occurrence. The Devlin Report and subsequent legislation decasualised employment in the industry and introduced official local shop steward systems. This article charts the evolution of local, post-Devlin, Registered Dock Worker (RDW) labour organisation at the port of Liverpool. A chronological approach to the major strikes and flash points will be accompanied by reflection on the historiography and theoretical perspectives relating to the form and nature of workplace mobilisation, ‘shop stewardism’ and labour organisation. The existing literature in this area focuses almost entirely on shop steward organisation in the manufacturing sector and emphasises the key role of leadership in the creation and maintenance of effective workplace organisation. However, the development of the shop steward movement at Liverpool docks was heavily contingent on historical traditions and conditions and was therefore not necessarily reliant on an elite stratum of politically conscious leader stewards to frame and direct grievance. The article concludes by comparing the existing literature with the evidence presented and questions whether those theoretical suppositions synonymous with shop floor and shop steward organisation in other industries are appropriate to the docks.

Shelley Reciniello. The conscious leader: 9 principles and practices to create a wide‐awake and productive workplace. Greenwich, CT: LID Publishing, 2014, 184 pages, $24.99, hardcover.

Shelley Reciniello. The conscious leader: 9 principles and practices to create a wide‐awake and productive workplace. Greenwich, CT: LID Publishing, 2014, 184 pages, $24.99, hardcover.

The Imperative of the Corporation and Socially Conscious Leadership

The word <em>corporation </em>and the activities of corporations around the world are no longer a mystery to many. Laws create corporations as persons, independent of the owners. There have been widespread debates about the propensity of corporations to harm others while trying to maximize profits, as well as the arguments that corporations should not delve into corporate social responsibility unless it directly enhances the bottom line. Nevertheless, individuals run corporations. I posit from a synthesis of literature that such individuals, if socially conscious, could institute the right governance mechanisms for driving corporate social responsibility and balancing multistakeholder interests.

Conscious Leadership

Health care leaders need to use leadership methodologies that support safe patient care, satisfy employees, and improve the bottom line. Conscious leaders help create desirable personal and professional life experiences for themselves using specific tools that include mindfulness, context, and the observer-self, and they strive to help their employees learn to use these tools as well. In perioperative nursing, conscious leaders create an environment in which nurses are supported in their aim to provide the highest level of patient care and in which transformations are encouraged to take place; this environment ultimately promotes safety, contributes to fulfilling and meaningful work, and enhances a facility’s financial viability. This article discusses some of the key concepts behind conscious leadership, how perioperative leaders can reach and maintain expanded consciousness, and how they can best assist their staff members in their own evolution to a more mindful state.

Physician as a Conscious Leader

Surgical practice requires the mastery of modern leadership principles and skills in addition to the acquisition of medical knowledge and technical skills. Previously, there was no formal leadership training in graduate medical education at the David Geffen School of Medicine, Los Angeles, California, and resident physicians identified a lack of leadership skills training as an area of weakness. Leadership education for surgeons can improve the perioperative atmosphere and positively affect interpersonal collaboration with perioperative nurse colleagues. Physicians are leaders in daily patient care, and they need leadership training with an emphasis on consciousness to be successful leaders. This article reviews a leadership program that I instituted at the David Geffen School of Medicine, which teaches leadership skills and techniques that emphasize consciousness as a physician leader. This patient-based leadership program demonstrates the tools, methods, and techniques that physicians need to be successful as conscious leaders.

Why personal change is important for a conscious leader

Purpose – The purpose of this paper is to demonstrate why personal change is important for a conscious leader and provide four actionable traits a leader can implement to make a greater impact with the people they lead. The model is to become aware, make changes and see if those changes make the difference you want in your life. If not take different actions until you get the results you want. As this action model becomes a habit, this drives more and more confidence and courage in the leader as they are seeing the positive changes manifest in their life. Design/methodology/approach – The approach I used for the paper is to layout real examples that show the negative impact leaders are causing to their people and organisations. I then use a client example and how she was able to make a personal change using four conscious traits. The work represented in this paper is through first-hand experience and client stories from my coaching. Survey information provided is subjective through informal questioning. Findings – The majority of people (∼73 per cent) who I have queried about leaders they have worked for highlight they were unmemorable and made no impact on inspiring them. Through my coaching I have found leaders who commit and follow through with making the personal change to be a conscious leader and use the four traits the paper highlights, see positive impacts in their own life and in the people they lead. Originality/value – Being a conscious leader is a new emerging area in leadership and those leaders who make it part of their leadership are seeing the positive impacts it is creating with their people and teams. The payoff is the leader becomes an example for others of what personal change can achieve and they become conscious of their behaviours. This awareness allows them to decide is this how I want to be and what I want to be remembered for. This transformation then drives great confidence and courage to be a better leader that benefits everyone in their network.

Eric Voegelin, Reflexive Distance, and Harnessing the Benefits of Metaxy: The Leader's Imperative to Participate in History and Becoming

AbstractThe capacity to lead consciously is connected to the leader's knowledge of the self and one's environment. Eric Voegelin stipulated that gaining reflexive distance through comparative historical knowledge allowed for a deeper understanding of an individual's place in society. Citing his works, the current article explains the utility to leaders in understanding historiography, confronting narratives of the past, and criticizing previous normative structures. Leaders come to understand their place in the process of “becoming” by confronting the past. Harnessing the capacity to reflect, leaders can use history as a mirror to demand more of themselves and followers. Moreover, as leaders come to comprehend symbols of mankind's attempt to make sense of the universe and to establish some degree of order, disruptions to the “order” can paradoxically manifest growth. Conscious leaders thus become adaptive rather than reactive.

Conscious Leadership, a Reciprocal Connected Practice. A Qualitative Study on Postsecondary Education

Conscious leadership is grounded in the sociocultural knowledge of reciprocity, which allows leaders to perceive patterns in the environment, see the interconnectivity of multiple problems, and subscribe to a participatory leadership style, which incorporates the idea of shared responsibility and problem solving. This research provides evidence which supports the idea that being conscious is one of the most authentic skills needed for an accountable and responsible leadership practice. Eight postsecondary educational administrators were selected to participate in a qualitative research design. First, the participants took the Consciousness Quotient Inventory. Second research step included in-depth semi-structured interview with all the participants. The interview questions consist of 35 items, including various aspects of the conscious leadership practices. Results suggests that participants practiced aspects of what is being termed conscious leadership. Overall, leaders demonstrated an awareness of: (a) a social systems orientation or approach to leading; (b) recognized patterns and themes which informed their work environment; and (c) noted the benefits of a shared or participatory leadership practice. These findings provide valuable insight into actual conscious leadership practices and offers direction for developing future conscious leaders in postsecondary education.

シミュレータの疑似体験とPBLでの実体験とを結びつけるリーダーシップ教育とその評価

All engineering students need to develop their important skills of leadership in project management. Many students have never been leaders in their social and school lives. A leading role is unimaginable to them and hence they cannot imagine how to achieve it. The purpose of this paper is to report a result of a new leadership education program which links a variety of simulated experiences with real actions of students in project based learning (PBL) to develop their leadership ability. The first step is for graduate students to gain knowledge in the leadership arena. Then, they utilize simulation to experience leadership actions many times. Simulation provides a safe environment in which they can try out many different approaches in taking leadership in various situations. In the next step, students as a team utilize PBL, so that the above simulated experiences can help them to actually take leadership. Students can apply trained leadership to actual projects. It is highly effective to apply conscious leadership to a project aimed at a specific goal in limited circumstances. This education repeats both of the steps above, raising leadership abilities in an upward spiral. In terms of students’ evaluation of leadership education in project management, 360-degree assessments were carried out by teachers, senior, and junior students before and after the course, and authors compare their assessments thoroughly. As a result, authors are assured that students not only gained knowledge but also raised leadership abilities in their actions after this education. Six months after the time of leadership education employing simulated experiences and PBL, follow-up interviews were conducted on its effects. Authors recognized the cyclic period that students apply simulated experiences to PBL and that they seek different approaches in simulation for solving problems found in reality. This research concludes that this cycle of simulator and PBL can produce effective leadership actions.

Conscious Leadership: A Conceptual Framework of Elements for Short-Term and Long-Term Effectiveness

The idea of conscious leadership refers to the deliberate process whereby a leader takes the essential elements of both the short-term and long-term dimensions of leadership into account in the exercise of leadership. The aim of this article is to provide a frame of reference for promoting conscious leadership, therefore a conceptual framework of both the long term and short term dimensions of conscious leadership is provided. A frame of reference for conscious leadership which is derived from a literature study and conceptual analysis of prominent leadership theories and models is provided. The article concludes that both the good leader and the developing leader need a coherent, comprehensive framework that precisely indicates what good leadership entails in practice and that the framework for conscious leadership provided in the article could assist conscious leadership practice. DOI: 10.5901/mjss.2013.v4n13p283

Conscious capitalism: liberating the heroic spirit of business

As seen on Oprah's Super Soul Sunday A New York Times and Wall Street Journal Bestseller In this book, Whole Foods Market cofounder John Mackey and professor and Capitalism, Inc. cofounder Raj Sisodia argue for the inherent good of both business and capitalism. Featuring some of today's best-known companies, they illustrate how these two forces can--and do--work most powerfully to create value for all stakeholders: including customers, employees, suppliers, investors, society, and the environment. These Conscious companies include Whole Foods Market, Southwest Airlines, Costco, Google, Patagonia, The Container Store, UPS, and dozens of others. We know them; we buy their products or use their services. Now it's time to better understand how these organizations use four specific tenets--higher purpose, stakeholder integration, conscious leadership, and conscious culture and management--to build strong businesses and help advance capitalism further toward realizing its highest potential. As leaders of the Capitalism movement, Mackey and Sisodia argue that aspiring leaders and business builders need to continue on this path of transformation--for the good of both business and society as a whole. At once a bold defense and reimagining of capitalism and a blueprint for a new system for doing business grounded in a more evolved ethical consciousness, this book provides a new lens for individuals and companies looking to build a more cooperative, humane, and positive future.

Conscious leadership: How do leaders construct their purpose?

‘Concern for others’ is an attribute of leadership that has received little attention. In this paper, I examine the development of leaders who work in organisations in emerging economies solely to help alleviate poverty. I suggest that such leaders are ‘conscious’ because of this higher order awareness of their place in a broader interconnected universe. My interest focuses on what informs both the conscious leader’s conscious awareness and purpose. I thus take an inductive approach using 12 case studies to qualitatively abstract the conduct that characterises the capabilities of conscious leaders. The data were then analysed through identifying connecting themes and patterns for the development of a conceptual framework. The data revealed that conscious leaders were engaged in systemic transformational change rather than incremental adjustments. They discovered their conscious purpose through an inner directive, and their self- development occurred through a deepening of awareness of qualities that transcended individual ego. The conceptual model contributes to leadership through identifying the conduct of conscious leaders that stemmed from living a relational ontology that included capabilities of reflexive practice, a belief in non-duality and engagements that were mutually uplifting.

‘Social Issue Is Business Issue’

The Management Centre for Human Values (MCHV) along with the participants of the Post-Graduate Program for Executives (PGPEX) and the Oil and Natural Gas Corporation Limited (ONGC) on the occasion of the Golden Jubilee of the Indian Institute of Management Calcutta (IIMC) arranged a seminar on Socially Conscious Leadership, or the Lattice 2010, on 19 December 2010. The seminar debate on the role of Corporate Social Responsibility (CSR) in contemporary business makes for an interesting note that would befit the Journal of Human Values (JHV). This is so because the invitees to the seminar, through their singular and idiosyncratic narration of experiences, have inevitably problematized the basic concepts of CSR itself. Concepts like ‘human values’, ‘ethics’, ‘social consciousness’ no longer exist as water-tight compartments of traditional or even autonomous sanctuaries of humane goodness. These concepts have been transformed from ‘value-adding’ propositions to ‘value-appropriating’ propositions, or in other words, social issues have become business issues. A wide spectrum of views coming from Gen. Bajwa, representing the army; Prof. Chaudhuri and Prof. Bhatta, representing administrative academia; Sri Salvi and Sri Tyagi, endorsing real-life CSR; Mr Ahir and Mr Rayaprolu, representing the corporate; Ms Vatsa and Ms Swami, representing NGOs; and Prof. Sarkar, Prof. Mohanty and Prof. Chatterjee, representing the academicians; along with the presence of Ms M. Bhattacharya from ONGC—all of them have aided and abetted in establishing the contemporary position of CSR as a successful and competitive business proposition. The note addresses the issues developed from their individual experiences and opinions, and attempts to establish, but on an individual level, an intellectual point of departure for an academic discussion of CSR that would initiate further potent research and theorization in this regard.