Fashion designer Karen Millen tells ME & MY MONEY how she went from Porsches and private jets to losing her entire £40m fortune.Tom Parker's widow opens up for the first time about her new lover: Kelsey Parker says boyfriend Sean brings her 'so much joy' after heartbreaking loss of The Wanted star husband to cancer.Chaos at the Met as hundreds of firearms officers hand in their weapons in protest after armed cop is charged with murder over the fatal shooting of Chris Kaba.PETER HITCHENS: I wish someone else would ask this: What if Lucy Letby is not guilty?.Patients with fibromyalgia left in agony due to 'cruel' ban on drugs by NHS chiefs to treat the chronic pain condition whose sufferers include Lady Gaga.Rishi Sunak will NOT axe the triple lock on pensions: Prime Minister set to fight the next election on the pledge to keep the policy - despite its spiralling costs.'Apprehensive' Freddie Flintoff raised safety concerns with Top Gear team and senior BBC bosses on the DAY of horror 130mph crash he was 'lucky' to survive - raising fresh questions for corporation chiefs.Russell Brand was grilled by cops NINE years ago over accusation he sexually assaulted masseuse - as the comedian's old school asks 'victims' to come forward amid fresh claims he groped girls.Future lines of inquiry arising from this conception are presented. Intuition is explored in relation to stages of cognitive/ego development, which are also explored in terms of their function and contribution to integral leadership. This forms the basis for quality of presence, while intuition is shown to be an essential function in the author’s conception of integral leadership. In addition to laying a foundation for the view of leadership used, the concept of integral is examined in relation to integrity. This view is contextualized in relation to existing discourse in the field and the authors’ experience in leadership development work. This is framed in terms of how integrity, subtle energies and intuition combine with late stage ego development capacities to create a quality of presence that enable requisite spaces to be opened up and held. A focus is on describing Heifetz’s notion of adaptive leadership as creating a holding environment for work to be done. This article outlines a view of integral leadership as integrity with a quality of presence that opens spaces for what wants to emerge. What is not clear, though, is why certain interventions are chosen over others and what learning outcomes leadership programs hope to produce. One of these is a common practice of positive psychology, organisational coaching. Spirited Leadership Currently when organisations and communities seek to develop leadership, there are a number of key activities they use, mainly based on taken for granted leadership theories and practices. There are, and always have been " little sacraments of daily existence " (David Malouf, The Great World, 1990), those subtle weavings of the heart that move us on a minute to minute basis-the fabric of our existence, which we ignore but which are the DNA that binds us together. We use the study to draw on the experience of aspiring leaders to understand more fully the notion of spirited leadership. In order to be innovative – to think outside the box-a spirited leader requires a particular form of sensibility – the ability to read others, the context and the environment in order to guide, challenge and develop people. A spirited leader therefore has to exhibit emotional intelligence, but it is more than this. With its foundations in interconnectedness, spirited leadership aims at building positive relationships. It emerges from an interrelated worldview that weaves peoples' inner and the outer worlds in a socially located practice. The study we draw on in this chapter is a five-year study into how " spirited " leadership is produced through organisational coaching.
In fact, in the study we report on here, the goals that aspiring leaders name position leadership as a relational activity embedded in emotional intelligence and social intelligence. But organisational leadership is more than this. The current view of leadership, limited by the prevalent individualism of contemporary life, is to that of an heroic human being single-handedly overcoming adversity. Abstract Leadership in the context of contemporary management culture is something widely talked about yet poorly understood.
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