An empirical study of sustainability leaders who hold post-conventional consciousness
Purpose: Document how leaders and change agents with a highly-developed meaning-making system design and engage in sustainability initiatives.
Findings: These leaders appear to: (1) Design from a deep inner foundation, including grounding their work in transpersonal meaning; (2) Access non-rational ways of knowing, and use systems, complexity, and integral theories; and (3) Adaptively manage through “dialogue” with the system, three distinct roles, and developmental practices. 15 leadership competencies and developmental stage distinctions for three dimensions of leadership were identified.
Social Implications: This study is an initial exploration of what leader development programs may need to focus on in order to cultivate leadership with the capacity to address very complex social, economic, and environmental challenges.