Leaders carry a tremendous amount of responsibility and influence not only in the way they run their companies, at all levels but also in determining their relationship to society and the environment. A look at the evolving area of sustainable development demonstrates that strategies adopted since the 1970s, attempting to reduce the negative effects of unsustainable and irresponsible business practices, have clearly not had an adequate impact. Such strategies largely grafted a superficial layer of damage control onto entrenched exploitative models. This lack of foresight has foreseeably led to the current full-blown ethical (economic and ecological) crisis and to imbalance and loss of meaning in many people’s lives. The current malaise concerns contemporary corporate culture and its reliance on exploitative leadership and business practices. This paper presents the ingredients for Integral Leadership, based on the principles and teachings of Integral Philosophy. One of the aims of this model is to provide a basis for harmony with individuals and companies and with Self, society, and nature. The term ‘integral’ refers to an approach that is holistic and inclusive. It focuses on the various aspects of life—physical/material, affective, intellectual, spiritual, societal and ecological—and their relationship to business.
The essay by Nandram and Borden on “Integral Leadership” is based on the Integral Philosophy of Sri Aurobindo (1872-1950) and Ken Wilber (1949-).7 In Siebens essay, “Facilitating Leadership,” he emphasizes the necessity of good decision-making—which is really the essence of wisdom—in a period of rapid change and increasing diversity. The facilitating leader displays wisdom qualities such as humility, empathy, and respect for and openness to others and their views. He or she is less interested in controlling others than in fostering their creativity and encouraging them to contribute to the decision-making process.
—Walter G. Moss, PhD, Author
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