Presenting a convergent model of leadership

The model of leadership presented here converges on both Evolutionary Leadership Theory and the Authentic Leadership in Action model:

Alznauer, M., & Rost, P. (2016). Leading naturally: the evolutionary source code of leadership. Berlin: Springer.

Chandler, M. (n.d.). Giving birth to Authentic Leadership in Action. Retrieved May 03, 2017, from http://integralleadershipreview.com/12380-115-giving-birth-authentic-leadership-action/

Putz, M., & Raynor, M. E. (2005). Integral leadership: overcoming the paradox of growth. Strategy & Leadership, 33(1), 46-48. doi:10.1108/10878570510572644

Vugt, M. V. (2008). The origins of leadership. New Scientist, 198 (2660), 42-45. doi:10.1016/s0262-4079(08)61494-3

Vugt, M. V., & Ahuja, A. (2012). Selected: Why Some People Lead, Why Others Follow, and Why It Matters. Random House of Canada, Limited.

Authentic Leadership Model and
Elements of Conscious Entrepreneurship

The convergent model suggest that leadership success is not the result of a forecasted process, in the sense of a strategy or plan, but rather the result of finding a balance in developing the elements (1) self-concept, a valid understanding of ones own (2) intention and an idea about the (3) community that one is part of, with three fundamental questions to answer:

1. “I” (Self-Concept)

– belief structures
– acquired attitudes
– perception patterns
– value orientation
– levels of awareness
– roles assumed

Q.1. Why would someone follow me?

2. “It” (Intention)

– action, impact
– innovation
– change
– attraction
– vision
– drive

Q.2. What am I leading towards?

3. “We” (Community)

– connectedness
– relationships
– accommodation
– inclusion
– contribution
– level of performance

Q.3. What do I want to be a part of?


The additional three illustrations attempt to exemplify the intersection of leadership impact, when focusing on one of the elements and its intersections.

 

Developing a self-concept will allow for a personal standing and provide direction for implementation in combination with intention, whilst contributing towards defining a shared reality with others:

Personal Standing: Claiming a position and gaining legitimacy, i.e. presence, legitimacy and drive.
Implementation: Making sure the intention is being met, i.e. navigation, decision making and progress.
Shared Reality: Ensuring collective action, i.e. orientation, synchronisation and attention


Developing an understanding for community and connecting that to the intention will support the habitat and, in combination with a developed self-concept, a shared reality for mutual action:

Collective Performance: Sustaining a competitive team, i.e. confidence and trust, performance and cohesion.
Habitat: Securing the biosphere of the community, i.e. resources, influence and integration.
Shared Reality: Ensuring collective action, i.e. orientation, synchronisation and attention


Fully understanding one own intentions will provide an attractive vision and support the team into the future that emerges, it provides energy to the implementation and contributes to providing a secure space for the community:

+ Attractive vision: Supporting the group into a prosperous future, i.e. security, perspective and legacy.
Habitat: Securing the biosphere of the community, i.e. resources, influence and integration.
Implementation: Making sure the intention is being met, i.e. navigation, decision making and progress.

 

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