Abstract
In this chapter the impact of the vanishing managerial hierarchy in shared leadership and its impact on the psychology of circles and circle members is reflected upon, and the crucial need for adult-developmental processes (meaning-making and thinking) supporting people in non-hierarchic organizations is outlined. To date leadership and followership has been thought about as wedded to individuals in a clearly articulated hierarchy of responsibility levels. The absence of such levels opens a terra incognita that is difficult to navigate without knowledge of how individuals evolve over their lifespans as fully rounded adults.
The hypothesis presented here is that distributed leadership and followership is developmentally determined. Organizations need to bring to bear on circle members what we call deliberately developmental processes (DDP), whose nature we spell out in the chapter, and which lead to deliberately developmental organizations (DDO). The two case studies presented illustrate different levels of “frame of reference” as determining how work is internally constructed by individuals and how it is delivered in real time.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Basseches, M. (1984). Dialectical thinking and adult development. Norwood, NJ: Ablex.
Bhaskar, R. (1993). Dialectic: The pulse of freedom. London: Verso.
Bolman, L. G., & Deal, T. E. (1991). Reframing organizations. San Francisco: Jossey-Bass.
Bouraoui, S. (2016). https://medium.com/@sabrinabouraoui/self-management-human-growth-two-sides-of-a-coin-part-1. 12 July 2016.
Boyd, G. (2013). https://www.linkedin.com/pulse/what-company-graham-boyd. 28 November 2016.
Boyd, G. (2015). https://www.linkedin.com/pulse/living-re-invented-organisation-graham-boyd. 28 November 2016.
Boyd, G. (2016). https://www.linkedin.com/pulse/ive-been-sabotaging-your-work-lets-talk-graham-boyd. 28 November 2016.
Cook-Greuter, S. (1999). Postautonomous ego development: A study of its structure and measurement. Ann Arbor, MI: Bell & Howell.
Culen, J. (2016). https://medium.com/@juliaculen/holacracy-not-safe-enough-to-try-434c748238e6#.z2t36ykg0. 12 July 2016.
De Visch, J. (2010). Leadership: Mind(s) creating value(s). Mechelen, Belgium: Connect & Transform Press.
De Visch, J. (2014). The vertical dimension: Blueprint to align business and talent development. Mechelen, Belgium: Connect & Transform Press.
Dunning, D., & Kruger, J. (1999). Unskilled and unaware of it: How difficulties in recognizing one’s own incompetence lead to inflated self-assessments. Journal of Personality and Social Psychology, 77(6), 1121–1134.
Jaques, E. (1989). Requisite organization. Arlington, VA: Cason Hall & Co.
Jaques, E. (1994). Human capability. Fall Church, VA: Cason Hall Co.
Kegan, R. (1982). The evolving self. Cambridge, MA: Harvard U. Press.
Kegan, R. (1994). In over our head. Cambridge, MA: Harvard U. Press.
Kegan, R., & Lahey, L. (2001). How the way we talk can change the way we work: Seven languages for transformation. San Francisco: Jossey-Bass.
Kegan, R., & Lahey, L. (2016). An everyone culture: Becoming a deliberately developmental organization. Cambridge, MA: Harvard Business School Press.
Laloux, F. (2014). Reinventing organizations: A guide to creating organizations inspired by the next stage in human consciousness. Brussels, Belgium: Nelson Parker.
Laske, O. (1999). Transformative effects of coaching on executives’ professional agenda. Ann Arbor, MI: Bell & Howell (order no. 9930438).
Laske, O. (2005). Measuring hidden dimensions: The art and science of fully engaging adults (vol. 1). Medford, MA: Interdevelopmental Institute Press.
Laske, O. (2008). Measuring hidden dimensions: Foundations of requisite organization (vol. 2). Medford, MA: Interdevelopmental Institute Press.
Laske, O. (2015). Dialectical thinking for integral leaders: A primer. Tucson, AZ: Integral Publisher.
Laske, O. (2016). How Roy Bhaskar expanded and deepened the notion of adult cognitive development: A succinct history of the Dialectical Thought Form Framework (DTF). International Leadership Review. http://integralleadershipreview.com/15202-how-roy-bhaskar-expanded-anddeepened-the-notion-of-adult-cognitive-development-a-succcal-inct-history-of-the-dialectithought-form-framework-dtf/
Lipmanowicz, H., & McCandless, K. (2013). The surprising power of liberating structures: Simple rules to unleash a culture of innovation. Seattle, WA: Liberating Structures Press.
Robertson, B. (2015). Holacracy: The new management system for a rapidly changing world. New York: Henry Holt and Company.
Schein, E. (1999). Process consultation revisited. San Francisco: Jossey-Bass.
Vygotsky, L. (1978). Mind in society. Cambridge, MA: Harvard University Press.
Vygotsky, L. (1986). Thought and language. Cambridge, MA: The Massachusetts Institute of Technology (revised edition by Alex Kozulin).
Author information
Authors and Affiliations
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2018 The Author(s)
About this chapter
Cite this chapter
Boyd, G., Laske, O. (2018). Human Developmental Processes as Key to Creating Impactful Leadership. In: Chatwani, N. (eds) Distributed Leadership. Palgrave Studies in Leadership and Followership. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-59581-8_8
Download citation
DOI: https://doi.org/10.1007/978-3-319-59581-8_8
Published:
Publisher Name: Palgrave Macmillan, Cham
Print ISBN: 978-3-319-59580-1
Online ISBN: 978-3-319-59581-8
eBook Packages: Business and ManagementBusiness and Management (R0)