Download Integral leadership: The case of Bill George and Medtronic Inc

Integral leadership :
The case of Bill George
and Medtronic Inc.
Thierry C. Pauchant
Chair in Ethical Management, HEC Montreal, Canada
Consulting faculty, Fielding Graduate Institute, USA
Summit on Corporate Culture and Spirituality,
Bangalore, India, November 20, 2004
www.Pauchant.com
Outline
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Leadership? Integral leadership?
Integral leadership model
The manifestation of integral leadership in four domains: the
Case of Bill George and Medtronic Inc.
Conclusion: Research project on Integral Leadership, the “100
books project”: Comparing Bill George’s leadership with other
patterns of integral leadership
Leadership?
Search for a more effective, compassionate and encompassing
leadership:
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Alchimist leadership (Handy, 1999)
Authentic leadership (George, 2003)
Conscious leadership (Chatterejee, 1998)
Covenantal leadership (Pava, 2003)
Courageous leadership (Hybels, 2002)
Crisis leadership (Mitroff, 2003)
Ethical leadership (Kanungo and Mendonca, 1996)
Exemplary leadership (Kouzes and Posner, 2002)
Humane leadership (Seligman, 2000)
Integral leadership (Wilber, 2000)
Moral leadership (Coles, 2000)
Soul leadership (Bolman and Deal, 2001)
Spiritual leadership (Vaill, 1998)
Transcendental leadership (Sanders et al., 2003)
Integral Leadership
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Ken Wilber: Integral Institute, Boulder, Colorado
Large width and profound depth : 4 quadrants, 10 levels
1) Width: 4 quadrants
Integral Leadership
2) Depth: 10 levels
Levels / Quadrants
I. Preconventional
1. Archaic
2. Magic
II. Conventional
3. Mythic-literal
4. Mythic-rational
5. Rational
6. Pluralist
III. Postconventional
7. Psychic
8. Subtle
9. Causal
10. Non-dual
I
IT
ITS
WE
Bill George and Medtronic Inc.
"I" quadrant, Self
Purpose
Meaning
Crucibles Style
Cognition
I
Greed,
personal
success
Ego,
narcissistic
impulses
Denial, no
learning
Not
reflective
Black and
white, binary
II
Conformity
Play the
game well
Power, prestige, Back to
financial
status quo
rewards
asap
Behavioral
training,
"best"
styles,
situational
Systematic
III
Introspection
Unique
calling,
vocation
Desire to serve
others
Transpersonnal
Autonomous MetaBeyond
systemic, nonstyle &
dual
situational
leadership
Deep
learning,
dialectics
"It" quadrant, Behaviors
Relation Teamwork
Rewards
Decision- Balance
making
of life
I
Agressive
Charismatic, Money, status
one man
show
Could be outlaw,
authocractic
Workaholism
II
Aloof,
detached
style,
strategic
Collabration, Efficiency,
Great teams Selfactualisation
More
participative,
marginal
practices
albeit legal
Working hard,
playing hard
III
Personal
Followers
relationships themselves
"High-care" of higher
force
Respect of
law, ethics
and inner
calling
High energy
with Silence,
meditation,
prayer, yoga
Effectiveness,
welfare,
development
of self and
others
"Its" quadrant, Systems
Governance Salary
Tools
Stakeholder Bottomlines
I
CEO/Chairman,
Buddy system
500 times
hourly
worker’s
wage
Chosen for
Self and
efficiency,
shareholders
performance
driven
Stock price
II
Separation of
power, rules,
policies
No limits
but
extended
to many
Adapted to
culture,
value
centered
Most immediate
stakeholders with
power or visible
hardships
3 bottomlines, at
least for
political
correctness
III
Pdt of board,
independent
directors, work
sessions, time
limits
20 times
Means and
maximum ends seen as
equivalent
All stakeholders
and transient
beings
4 bottomlines:
Financial,
ecological,
social,
spiritual
"We" quadrant, Culture
Growth
Values
Acquisitions Truth
I
Short term
growth
Imposed by
top
Short-term gain
by reselling
Deception Exploitation
of others, of others and
denial
nature
II
Growth with Homogeneous
temptation
Conventional
to cut
training
corners
Entering new
fields, buying
new capacity
Share
only
positive
side of
story
III
Short and
long-terms
value to
stakeholders
Way to transform Whole
and to answer
truth as
genuine needs
painful it
may be
Outer and
inner values,
relative to a
ground
Dialogue with
self and others
Work
Answering a
need which is
legal
Contributing
to human and
nature’s
welfare
Integral leadership:
integration quadrants/levels
Research project: integral leadership
The 100 book project
Patterns from Bill George and 99 other integral leaders
www.Pauchant.com