Using integral theory to effect strategic change

Landrum, Nancy E.; Gardner, Carolyn

doi:10.1108/09534810510599407

Cited by 17 publications

(10 citation statements)

References 6 publications

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“…With this, an 'all-quadrant' approach covering all of the outlined domains is an essential presupposition and guiding orientation for creating and maintaining effective leadership practice, particularly in times of change. Accordingly, organizations and leadership, embarking on comprehensive and sustainable change and transformation, must address and consider each quadrant and the holonic interrelation between them (Landrum & Gardner, 2005), although the exact weight of relevance of each sector in a given time might be hard to detect.…”

Section: From Paradigm War To Fruitful Integration: a Meta-framework mentioning

confidence: 99%

Inter-leadership: Why and How Should We Think of Leadership and Followership Integrally?

Küpers

Weibler

2008

Leadership

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This article raises questions about and provides meta-paradigmatic perspectives on an integral understanding of leadership. In view of the various shortcomings of conventional leadership discourse, an integral orientation considers that leadership research demands a comprehensive framework and multi-level approach suited for investigating the complex, interrelated processes involved. Correspondingly, the outlined integral framework of leadership covers the interdependent subjective, intersubjective and objective dimensions of leaders and leadership. Furthermore, developmental levels and lines -classified in a dynamiccycle -open up a processual understanding of leadership. Finally, theoretical and methodological implications are discussed and some avenues for future research and perspectives of integral leadership presented.

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Section: From Paradigm War To Fruitful Integration: a Meta-framework mentioning

confidence: 99%

Inter-leadership: Why and How Should We Think of Leadership and Followership Integrally?

Küpers

Weibler

2008

Leadership

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“…All strategic management Turnaround Management Strategies in Local Authorities 467 emphasise goal setting and analysis of organisational processes (Landrum and Gardner 2005) as well as the use of internal and external organisational resources (Sanchez and Heene 1997). However, the literature suggests that TMS tend to be associated with five specific conditions.…”

Section: Second Thoughts On the Concept Of Turnaround Management Stramentioning

confidence: 99%

Turnaround Management Strategies in Local Authorities: Not Only for Poor Performers

Beeri

2012

Local Government Studies

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In the past four decades, UK government policymakers have sought to improve the performance of local government by trying to achieve organisational turnaround and bring laggards up to the standards achieved by the leaders. Both the Conservative Party and New Labour led new public management reforms aimed at modernizing and improving local government authorities by adopting standards from the private sector. Given the pressure to improve, failing local authorities have been pushed to adopt a unique set of strategies known as turnaround management strategies (TMS). However, this paper, based on qualitative data and a survey of 126 senior local leaders, shows that TMS have been implemented to a high extent among both poor and excellent performers. The paper concludes that regardless of their objective performance ranking, English local authorities are characterised by a self-perception of underachievement. As a result, high performers continuously implement radical changes.

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“…Rooted in organisational development literature, Wilber's integral metatheory [35] is intended to be applied at any macro-, meso-or microlevel of an organisational system to describe alternative organisational development paths [6]. For instance, Landrum and Gardner [7] used Wilber's Integral theory to describe the strategic changes required of organisations seeking to lead in organisational sustainability. Wilber's integral theory consists of quadrants based on: (i) an axis of the interior-exterior dimensions between the inner world of subjectivity and the outer world of objectivity; (ii) an axis of individual-communal dimensions referring to the relationship between individual identity or agency; social identity or communality.…”

Section: Theoretical Contextmentioning

confidence: 99%

“…Wilber's integral theory [35] views the interaction of these dimensions as providing the fundamental domain through which all developmental change can be represented and assumes that change in one quadrant will affect functioning of the other three quadrants [6]. For strategic change to occur, all four quadrants must, therefore, be addressed, with change beginning at the inner individual level yet continuing to affect change in all other quadrants [7].…”

Section: Theoretical Contextmentioning

confidence: 99%

“…Yet, in order to make such a transformative change, organisations will have to make a shift in their fundamental activities, their systems, their cultures and their beliefs [6]. To do so, in turn, they must address both microlevel individual behaviour as well as organisational-level transformation characteristics [5], with strategic change beginning at the individual level [7].…”

Section: Introductionmentioning

confidence: 99%

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Probing Alignment of Personal and Organisational Values for Sustainability: An Assessment of Barrett’s Organisational Consciousness Model

2020

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To what extent are the values of employees and employers aligned in the context of sustainability and how might this be assessed? These are the main research questions in a case study involving a Swedish Small to Medium Enterprise (SME) with ambitions to become more ‘sustainable’. The wider context of the paper is the alignment of managerial and employee values for organisational sustainability. Specifically, the study applies and assesses Barrett’s concept of Organisational Consciousness as a level-based approach to sustainability values, which we argue is based on an integration of Maslow’s hierarchy of needs and Wilber’s Integral metatheory. Quantifying the incidence of references to various values elicited in interviews, the study demonstrates: the limited salience of Barrett’s themes (‘attributes’) for employees; the divergent perspectives in participants’ personal and organisational lives. While normatively affirming Barrett’s overall approach, we observe that most organisations are likely to be a considerable distance from Barrett’s higher levels. How one interprets this is debatable: it may be concluded that Barrett’s framework is overambitious or that organisations need to: (i) broaden their understanding of sustainability and (ii) nurture alignment between personal and organisational values.

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Using integral theory to effect strategic change

Cited by 17 publications

References 6 publications

Inter-leadership: Why and How Should We Think of Leadership and Followership Integrally?

Inter-leadership: Why and How Should We Think of Leadership and Followership Integrally?

Turnaround Management Strategies in Local Authorities: Not Only for Poor Performers

Probing Alignment of Personal and Organisational Values for Sustainability: An Assessment of Barrett’s Organisational Consciousness Model

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