Conscious Leadership and Organization Effectiveness

PART 1: 'Conscious Leadership and Organization Effectiveness' is a free Sample Chapter from the book Conscious Leadership: the key to unlocking success.

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Unsuccessful organizations are contracted not because of the dismal circumstances they are in; they are in dismal circumstances because their leaders are either unconscious or anti-conscious.

“Consciousness” is at the core of both personal and organisational growth and expansiveness. To expand consciousness, organizations need to have conscious leaders who are able to establish infrastructure that encourages growth of consciousness potential in individuals and groups that will provide exceptional benefits to both.

Conscious leadership is the key to creating a balanced integration of organisation vision, strategy, operational realities and a culture of consciousness. A truly conscious organization chooses to embrace a culture of consciousness and aims to operate consciously across the broad spectrum of the business concerns – from strategic planning, to recruiting, to operating systems and processes, to developing the vision that guides the organisation. The culture of an organization powerfully shapes the identity and behavioral norms for the employees and stakeholders. It influences the employee’s enthusiasm and impetus. The culture of an organization can be either expanding energy or sapping energy, depending on whether it is conscious, unconscious or anti-conscious.

Leaders have a number of key responsibilities that can provide expansiveness to their organization and people if chosen to be applied consciously.

Vision and strategy: Conscious leaders create and articulate vision and strategy, which can provide the cohesion that enables all people to, at the very least, understand why they are doing what they do. Conscious leaders share this information freely and articulate the vision of the organisation to those who have an interest in the organisation.

Accountability: Conscious leaders embrace accountability and transparency internally and externally, and embrace the notion of “here is what we said we would do, and here is what we did”.

Change management: Conscious leaders perceive change as expansive, enjoyable and a natural extension of vision and strategy. They assist staff and stakeholders to embrace infinite possibilities and to function in a state of creative expansion.

Risk: Conscious leaders recognise risk as opportunity, and show their people that risk is exciting and full of potential for growth and expansion, rather than traumatic and to be avoided and protected against.



'Conscious Leadership and Organization Effectiveness' continues . . .