Between Vision and Armageddon
Our planetary situation demands that we totally refocus our human values. As we continue to strive for the necessities of life we are faced with the stark reality that the way we have been going about this is not sustainable. Conquistador, missionary, dominator, imperialist, capitalistic practices will kill us all, after it hardens and breaks us.
The models of leadership that we have perpetuated based on domination are obsolete. Models of servant leadership based on compassionate understanding remove some of the distance of the dominating models. Current research indicates the qualities that yield the best results in organizations are collective, connective and inclusive. (Alimo-Metcalfe. 2006) This British study indicates that groups who function the best and are most productive have higher scores in: honesty, concern, accessibility, trust, encouragement, teamwork, vision, and learning from change and mistakes. A separate American study (Balthazard. 2006) indicated that dysfunctional organizations demonstrate the opposite qualities.
Creativity, required to make the changes needed to survive, is supported by the qualities of collectivity, connectivity and inclusivity. The great teachers in all traditions have advocated for the qualities, the values, that facilitate creativity and community. Individual creativity is valuable but communal creativity will be needed to grow through the challenges humanity faces.
Creative leaders are individuals who together are willing to step into the unknown, access new possibilities, and nurture those possibilities in the face of the status quo. When together we slow down and utilize practices and exercises that activate unused inner resources (90% of our minds) we see connections and openings that were previously invisible. Inclusive, nurturing, community provides the support to do the research, find the fit, develop new all inclusive co-inquiries, and embody behaviors that are sustainable.
References
Alimo-Metcalfe, Beverly. (2006). More (good) leaders for the public sector. International Journal of Public Sector Management. 19(4). 293-315. Retrieved February 11, 2008 by Metro State University Library. http://ill.mnpals.net/exlibris/ill/il6_1/tmp/mtr2081746.html
Balthazard, Pierre A. (2006). Dysfunctional culture, dysfunctional organization: Capturing the behavioral norms that form organizational culture and drive performance. Journal of Managerial Psychology. 21(8). 709-732. Retrieved February 12, 2008. from Metro State University Library. http://ill.mnpals.net/exlibris/ill/il6_1/tmp/mtr2082102.html