Assessing executive leadership: an integral approach

Abstract

Purpose

The paper offers an example of an approach to translating integral concepts into language that is accessible to executive leaders in business without resorting to introducing the complexity of integral theory and models.

Design/methodology/approach

The phase of intervention is data gathering prior to feedback of data, action planning or change interventions. The model is presented along with examples of its implementation. The methodology and implementation follows principles derived from organization development and change methodologies.

Findings

Time availability for “educational interventions”, particularly in the initial phases of an intervention with executives is usually very limited. Having an approach that is integrally informed supports the gathering and organization of quality data from interviews and lays the foundation for individual and team coaching interventions that may include introduction of integral models and concepts to support executive leadership. The approach clarifies for the individual and the executive team their views of the requisite priorities, skills and processes for effectiveness within the team and in relation to stakeholders.

Research limitations/implications

The paper is suggestive of a more comprehensive approach to research on leadership and its development in organizations.

Practical implications

Since contracting for change is a critical element in successful interventions, an integral approach fosters more effective contracting due to the thoroughness of data identified.

Originality/value

Presents an application of integral theory that is unique and that has been tested in organization change interventions at the executive level.

Citation

Volckmann, R. (2005), "Assessing executive leadership: an integral approach", Journal of Organizational Change Management, Vol. 18 No. 3, pp. 289-302. https://doi.org/10.1108/09534810510599434