Vertical Leadership Development in an Interdependent World

Session Submission Type: Panel Discussion

Short Description

Vertical leadership development describes evolving levels of maturity in the life-spans of individuals and collectives, framed as a series of increasingly complex action logics for realizing shared direction, alignment, and commitment. Lately there has been a surge of interest in vertical development for its potential to help people cope with turbulent, complex environments. This panel will explore the latest topics in the theory and practice of vertical development and share case studies of applications in organizations. Our topics include measurement, self-reflection rubrics and tools, one-on-one coaching, organization development, cultural differences, leadership strategy, and the transformation of leadership cultures toward greater interdependence.

Detailed Abstract

Vertical development theory and practice describes evolving levels of maturity in the life-spans of individuals and collectives, framed as a series (stages) of increasingly complex action logics (Cook-Greuter, 2004; Rooke & Torbert, 2005; Cook-Greuter, 2004; Kegan, 1994; Wilber, 2000). This “vertical” approach (not to be confused with top-down leadership) derives from the line of stage-developmental theories begun by Jean Piaget, also known as constructive-development theory (McCauley et al., 2006). It is a path of growing “up.” Bill Torbert and associates, including Suzanne Cook-Greuter, were among the first to apply the theory to leadership and organization development. A further advance is the integration of vertical theory with a relational leadership ontology based in social systems for creating shared direction, alignment, and commitment (Drath et al., 2008). A relational ontology helps us identify vertical development as a collective phenomenon, and thus a key part of leadership culture and leadership strategy (Palus, McGuire & Ernst, 2012).
Vertical development is currently experiencing a wave of interest. Leaders and HR functions in organizations are desperate for solutions to challenges related to multi-dimensional global turbulence. Yet the theory and practice of vertical development are still evolving and subject to misunderstanding. A key tenet of vertical practice is that the easy and obvious insights are often misleading, and that collaborative inquiry among all of us including dialogue and mutual self-reflection is required to make sense of complexity and avoid traps and blind spots, and foster our own development together.
In this session we aim to foster dialogue and self-reflection among the panelists and with the audience. We will explore the recent insights of scholar-practitioners in the field of vertical leadership development, especially the provocative idea that vertical development can help confront increasing turbulence also known as VUCA (volatility, uncertainty, complexity, and ambiguity.) We invite difficult questions and playful insights.
Our strategy for this inquiry is to use a multi-level lens that ranges from the individual, to groups and teams, organizations, communities, and all the way to the broader societies in which we live.
Our panel discussion will start with individual-level insights and questions. We will discuss individual measurement techniques for determining the “center of gravity” of one’s vertical development, as well as issues involved in one-on-one coaching based on such measurement. We will discuss the meaning of “transformation”, as well as methods for fostering individual development toward the self-transforming mind (Kegan), in a world dominated by expert and achiever action logics.
Our panel will explore what vertical development means in the context of groups and teams. Vertical leadership development is something people do together. The qualities of our conversations and relationships are deeply informed by our action logics. Sustained dialogue is a key to vertical transformation. The action logics of senior teams determine the level of transformation possible in organizations. Everyone participates in various forms of fist, second, and third-person research. We will share a research-based tool (beta version) called Transformations, used to create dialogue about both personal and collective action logics.
It is said (and we believe) that “culture always wins” when it comes to changing collective beliefs and behaviors. At the organizational level, we will explore the nature of leadership cultures and how such cultures might transform, from dependence and independence toward greater interdependence. We will discuss how an interdependence mindset helps people deal with increasing turbulence and complexity. We will share a research-based tool (beta version) called the Leadership Culture Assessment.
Finally, the panel will discuss societal-level advancement toward transformative and interdependent mindsets, including our experiences doing this work in China, Singapore, Africa, India, Europe, and the USA, among young people as well as elders. We find that vertical development designs work well when coupled to modules for Social Identity and From Here to There Life Journey Mapping. Story-telling, story-hearing and story-creating are key elements in vertical growth. In an era of global turbulence and fragility, a societal perspective on leadership development for everyone, everywhere, is essential.
The outcomes of this session for both the panel and the audience include greater insight into the subtleties of vertical development including the relational perspective, awareness of practical tools, greater self-awareness, and greater appreciation of differing points of view.

Sub Unit

• Leadership Development

Chair

• Charles J. Palus, Center for Creative Leadership

Presenters

• Elaine Herdman-Barker, Global Leadership Associates

• Richard Izard, Global Leadership Associates

• Nancy C. Wallis, Claremont School of Theology

• Steadman D. Harrison III, GOinnovation