![]() ![]() ![]() These pioneers in the field of human development have demonstrated that an adults’ capacity to make meaning evolves and expands across regular stages of development, each one increasingly more capable of integrating: To this end, it is useful to consider the implications for leaders of the research-based findings of scholars like Robert Kegan, Jane Lovinger or Susanne Cook-Greueter. But if we are to evolve beyond achievement, we need to pay our paradigms close attention.īefore we can look at transformation, we need to become aware of where we currently stand. We can hit or exceed targets, drive measurable success and advance our own careers. There’s still much we can achieve without ever considering our transformation. But transformation is not about improving our skills and knowledge, it is about addressing the paradigm that underpins everything we do. It is possible to get better at what you do simply by doing it, or otherwise through courses, performance reviews or some form of mentorship. Key to this distinction is the understanding that transforming is different from improving. While many organisations invest resources in the former, which adds skills and knowledge to a leader’s toolkit, the latter, which increases the size and transforms the shape of the toolkit itself, is often missed or misunderstood. ![]() By Andrea Cardillo, Managing Partner TPCL Italyīroadly speaking, there are two types of leadership development: horizontal and vertical – article nr. ![]()
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