LEADERS AND VISIONS: THE UNFOLDENING OF WHOLENESS

The words "vision" and transformational leadership" have, in recent years, been added to the language of consultants, executives and individuals as indicated by an expanding literature on the purpose of vision, visioning processes, and transformational leadership. An examination of this literature suggests a lack of clarity regarding visions and the relationships between visions and transformational leaders.

The purpose here is to suggest a quaternity of vision and leadership. A quaternity is a universal symbol of wholeness. My reason for using the term quaternity is to indicate that while forms of vision and leadership can be perceived as separate and in opposition, they are not. This quaternity is based on Robert Blake's poem "Fourfold Vision." According to Blake's poem, there are four forms of vision with the fourth serving to unify the other three. The following suggests one metaphor for a vision of wholeness. It discusses the characteristics of each form of vision and the transformational leadership associated with it.

The first form of vision is "Newton's Sleep" which refers to the Newtonian paradigm. The Newtonian paradigm breaks "the whole" into pieces. It assumes that the parts are equal to the whole. Time is linear. It supports the notion of cause and effect. Its symbol of the universe is the machine. Its assumptions are reflected in the economic philosophy of Adam Smith, the protestant work ethic, Taylorism and Toffler's second wave. Its assumptions support the predominant state of economic and cultural reality.

This type of vision involves modifications only within the Newtonian paradigm. This vision is internally directed; it's nature is focused on the organization. It projects a low level of social and technological innovation and is more short term in focus. The process of innovation involves importing existing ideas and techniques into the organizational setting. Product innovation focuses on improving what already exists. Traditional management concepts of power largely remain the same. Planning and decision making may become participatory. However, management does not delegate final authority to lower organizational levels. This form of vision does not recognize the fulfillment of the individual as an aspect of organizational life.

Transformational leaders associated with the first form of vision are called "Systems Supporters." They are maintainers of the existing paradigm and have used it to create the "American Dream". They tend to be more conservative than experimental with respect to social change. They support transformational change within the existing paradigm.

The personality characteristics of this form of leader are: (1) their psychological state is primarily outer directed; (2) they enjoy the symbols of power; (3) they tend to be controlling; (4) they possess high levels of self-esteem; and (5) they tend to be egocentric, realistic, competitive, extraverted and ambitious. The vision of this form of leader tends to be a combination of intuitive thinking and rational analysis. The intuitive thinking of these individuals tends to be based on a gestalt of past experience and the ability to see new patterns within the existing social paradigm. Their leadership style tends to involve personal persuasion and inspiring organizational members through a winning attitude. The skills possessed and required by this type of transformational leader are presented in N. Tichy's and M. DeVanna's book, TRANSFORMATIONAL LEADERS and Burt Nanus' and Warren Bennis', LEADERS.

An excellent illustration of this form of vision and leadership is Lee Iacocca and his vision for the new Chrysler. Iacocca's vision and transformation of Chrysler involved using existing techniques that were innovative within the context of Chrysler but were not innovative when viewed from a broader social context. For example, the placement of a union representative on the Board of Directors did not represent a social innovation because it had already been employed by other organizations.

The second form is the "Twofold Vision." It involves a recognition and unity of opposites. It is associated with Toffler's Third Wave and Naisbitt's Megatrends. It involves modifications to selected social assumptions but does not go beyond the existing cultural paradigm. The twofold vision tends to captivate the imagination of members of an organization or social system. This vision itself is highly challenging but does not stimulate people to think of themselves in a radically new way. In an organizational setting, it involves an alignment of the individual with the organization's vision. It does stimulate peak performance, high levels of creativity, innovation and a commitment to a purpose beyond the self. It involves the quest for meaning and spirituality in work. It also recognizes the importance of the individual.

The impact of this vision extends beyond the organization. This form involves the development new technology based on existing knowledge, and tends to necessitate the use of nontraditional management techniques and organizational forms. These techniques and forms tend to be unique and more innovative than those associated with the first type of vision. From an entrepreneurial perspective, the twofold vision involves innovations not only in the form of products, services and ways of management but also in social institutions.

Steve Job's visions for Apple and John Kennedy's mission to the moon are illustrations of this type of vision. Both involved the development of new technologies which had a major impact on humankind. Each vision stimulated high levels of peak performance and provided organization members with a sense of purpose beyond themselves. Jobs employed a greater number of innovative management and organizational concepts in implementing his visions than those found in mainstream American business.

This form of transformational leadership is called, "Entrepreneurial." Leaders associated with this form seek to integrate polarities. They are entrepreneurial because they seek to create a new paradigm which is a logical extension of the existing one. They possess the skills associated with the first form and also possess the ability to create new products, services, organizational forms and ways of managing which integrate polarities.

The entrepreneurial transformational leadership group can be subdivided into two subgroups. The first group tends to be outer directed achievers. An example is William Norris. Norris founded Control Data, developed new ways of managing and was able to integrate social responsibility with profitability. Norris also integrated the polarities of collaboration and competition through his proposal for the creation of Computer Technology Corporation.

The second group is more integrated in perspective, both inner and outer- directed. They are less motivated by the symbols of achievement and more by a sense of purpose. These individuals tend to lead by modeling and by inspiring others through a challenge that involves higher social purpose through work. The intuitive skills of this kind of leader are mental and spiritual. The spiritual nature of their intuition allows them to understand the impact of the organization beyond itself. In some cases, spiritual intuition allows them to develop insights required to transcend their own ego needs.Steve Jobs, Mitchell Kapor and John Sculley are representative of this group.

The third form of vision is called, "Soft Beluah's Night." This vision is artistic and poetic. It involves a state of transcendence. In transcendence, the individual goes beyond his or her normal state of consciousness. This does not necessarily mean that the person experiences a mystical transformation It may or may not cause changes in personality. Peak experiences resulting from certain forms of experiential and transpersonal therapies shows the effects that this form of vision can have on an individual. This vision is associated with Maslow's peak experience. It may involve Jung's concept of synchronicity, precognition, Agor's spiritual intuition and the state of being that Scott Peck term's "Mystical-Communal." This causes a vision to be energizing, spiritual and/or prophetic.

The vision requires a quantum leap in man's understanding of his own nature. The characteristics of this form of vision include: (1) a questioning of commonly held assumptions of the social system; (2) the envisioning of a cultural paradigm shift; (3) a revisioning of human nature; (4) a revolutionary change in the fundamental nature of human systems and (5) the unfolding of new abilities and psychological states of being. Existing concepts of power within the social system are called into question. For example, people experiencing this form of vision may recognize that the need for power is a pathology of the persona.

Buckminster Fuller is an of example of individual who have experienced this form of vision. Fuller's vision questioned such assumptions as the need for nation states. Fuller's work focused on presenting humankind with a new social, cultural and economic paradigm. For example, Fuller called for a new definition of wealth which focused on the creation of wisdom and the regeneration of the planet.

The nature of leadership associated with the third form of vision is "B-Leadership". This leader possesses the skills of the first two types but also exhibits the character traits associated with self-actualized people as presented by Maslow in his book, PERSONALITY AND MOTIVATION. B-Leaders understand their strengths and accept their faults. This understanding of their own faults allows them to seek assistance and devote their energies to their cherished work. They tend to be calm individuals unless their deepest values are violated. They are unconcerned about achieving in the conventional sense.

The B-Leaders have a high level of self-esteem and are extremely humble. They do not tend to shine in the light of glory because their glory is internalized. B-Leaders energize others not for their own ego needs or for organizational effectiveness but for actualizing the potential of others. They are unconcerned about receiving anything in return.

B-Leaders are not seekers of formal leadership, although they may hold such positions. They know that their life purpose is too important to have the demands of administration placed on them. B-Leaders are rebels but not revolutionaries. They are aggressive but not destructive.They are educators whose rebellion is directed towards enriching life.

They are unconcerned about " improving" things which already work effectively. However, B-Leaders are sensitive to change and will be the first to introduce innovations when called for. They are problem-centered and their energies are directed toward creating B-values in reality. They focus on social innovation and can be world-level mentors. They have little interest in products or services which are directed towards supporting the pseudo-self-esteem of individuals or have a negative impact on humankind. For example, B-Leaders would have little interest producing sugar coated candy with little nutritional value even through there might be a market.

Buckminster Fuller is also an example of B-Leadership. Fuller recognized that human problems were not technological but individual, social and political. Fuller was unconcerned with power. He never held an executive position. He led through his lifestyle, work and writings. He devoted his life to presenting humankind with a life-enriching vision, and to identifying solutions to the major issues facing the planet.

The fourth form of vision is called, "Supreme Delight." This form of vision is all-inclusive. The experience of this vision results in transmutation and spiritual transformation. The totality of the psyche is permanently changed. This form of vision causes the person to be the embodiment of the Perennial Philosophy. It goes far beyond the imagination of 99% of the members of humankind. An individual experiencing this type of vision is transformed into a higher state of being, and may exhibit abilities which are far beyond the capabilities of the rest of humankind. This individual experiences the godhead. This form of vision can result in the creation of a religion and set of moral and spiritual principles which are directed towards a transcending state.

Christ, Buddha and the Christian mystics such as Meister Eckhart are examples of individuals who have presented visions of this kind. J. Krishnamurti is a contemporary example. The visions of Christ and Buddha resulted in the creation of new religions which radically transformed human systems. These visions resulted in the creation of institutions that have lasted beyond 2,000 years. They are also planetary in scope.

The fourth type, the "Mystical Transformational Leader" is very rare. This type is best known as saint, mystic or the creator of a perennial philosophy. They call for revolutionary transformation. This type of transformation involves the complete regeneration of the individual and society. In depth discussions of this type of leadership can be found in Richard Bucky's COSMIC CONSCIOUSNESS, Aldous Huxley's THE PERENNIAL PHILOSOPHY and in selected chapters of Ken Wilber's THE ATMAN PROJECT.

There is a growing awareness that humankind is in the midst of dynamic global change. Each form of vision and leadership illustrates a way for coping with this change. This article suggests that the totality of these forms of vision and leadership create a wholeness. This wholeness is likely to present humankind with solutions it needs to navigate the rapids of change it will face well into the next century. If fragmentation of these forms continues to be the norm, it is likely that the planet Earth will continue to experience the degeneration of the biosphere, conflicts between individuals, groups and nations and massive social, economic and political problems. What is needed is not a retreat into the past, but the creation of a new order and myth. Taken to an extreme, both the way of the mystic and the Newtonian paradigm can be pathological and will not provide adequate solutions to humankind's issues. What is required is unity and not fragmentation.

Dr. Richard McKinney developed the names for the forms of transformational leadership. He also assisted in the development of this article through countless hours of discussion with the author on vision and transformational leadership. Ms. Pat Hughes provided editorial assistance.

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