Leadership stage development and its effect on transformational change

From Lyndon Rego at CCL:

I thought this paper does a very nice job of linking Torbert and Wilber’s work. Well worth a read.

Jorge Taborga (August 2012). Leadership Stage Development and its Effect on Transformational Change. Integral Leadership Review. 

Abstract
This case study investigates the impact of leadership stage development in transformational change initiatives. In particular, it looks at how the structure and characteristics of leadership teams determine large change outcomes in organizations. The core theory that grounds this research is that post-conventional leadership is required for organizational transformation to take place. This theory comes from the work of Bill Torbert and his colleagues. Along with this theory, the researcher explores a change leadership team structure (holarchy) and characteristics associated with a holistic team organized along the integral dimensions of interior-exterior and individual-collective. Integral models are leveraged to convey the developmental nature of leadership teams and their effect on transformational change. Two questions are pursued in this research: a) how leadership stage development correlates to the success of transformational change initiatives, and b) how the make-up of a change leadership team affects outcome in the absence of leadership stage development awareness. This research follows a comparative case study research methodology. Senior leaders of an organization that has undergone at least two large transformations in the last 5 years provided the details for this research.

About Charles J. Palus & David Magellan Horth & Steadman Harrison III

Charles J. Palus & David Magellan Horth are Senior Fellows at the Center for Creative Leadership. Steadman Harrison III is CEO of Go Innovation and Senior Associate in Africa for the Center for Creative Leadership.
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