Transpersonal Psychology in Leadership Development

This article explores the role of transpersonal psychology in leadership development, highlighting its potential to foster self-awareness, emotional intelligence, and authentic leadership. By integrating core principles of transpersonal psychology—such as self-discovery, interconnectedness, and spirituality—into leadership training programs, organizations can cultivate leaders who not only excel in their roles but also inspire and empower their teams. The article examines historical foundations and theoretical frameworks of transpersonal psychology, outlines practical applications for enhancing leadership capabilities, and discusses challenges and ethical considerations in implementation. Ultimately, it argues for the necessity of transpersonal approaches in developing effective, compassionate leaders capable of navigating the complexities of modern organizational environments.

Introduction

Leadership is a crucial element in the effectiveness and sustainability of organizations in today’s rapidly evolving socio-economic landscape. As organizations face increasing complexity and uncertainty, the need for innovative leadership approaches has become more pronounced. Traditional leadership development strategies often emphasize cognitive and technical skills; however, there is a growing recognition of the importance of emotional and spiritual dimensions in enhancing leadership effectiveness (Goleman, 1995). This shift has led to the exploration of transpersonal psychology as a transformative framework that offers valuable insights and practices for cultivating holistic leadership capabilities.

Transpersonal psychology, which focuses on the integration of spiritual dimensions into human experience, emphasizes the potential for self-actualization and transcendence (Maslow, 1968). This psychological approach explores the depths of consciousness, acknowledging the interconnectedness of all individuals and the significance of personal values, ethics, and purpose in guiding behavior. In the context of leadership development, transpersonal psychology provides a framework that encourages leaders to engage in self-discovery and develop a deeper understanding of themselves and their impact on others (Wilber, 1997). This understanding fosters a sense of authenticity and empathy, essential traits for effective leadership in diverse organizational settings.

The integration of transpersonal psychology into leadership development not only enhances individual leaders but also contributes to the creation of healthier organizational cultures. By promoting self-awareness and emotional intelligence, leaders can inspire and empower their teams, resulting in increased engagement and collaboration (Boyatzis, 2018). Furthermore, transpersonal practices such as mindfulness and reflective techniques can help leaders navigate stress and maintain clarity in decision-making, ultimately leading to more effective and compassionate leadership. This article aims to explore the role of transpersonal psychology in leadership development, examining its theoretical foundations, practical applications, and the potential challenges associated with its implementation.

Theoretical Foundations of Transpersonal Psychology in Leadership

Transpersonal psychology provides a robust theoretical framework for understanding and enhancing leadership effectiveness by emphasizing the integration of psychological, spiritual, and ethical dimensions. This section explores the historical context of transpersonal psychology, key principles relevant to leadership, and how these concepts can inform and transform leadership practices.

Historical Context

Transpersonal psychology emerged in the 1960s as a reaction to traditional psychological frameworks that primarily focused on pathology and individual cognition. Pioneers such as Abraham Maslow and Carl Rogers laid the groundwork for this field by advocating for a more holistic understanding of human experience, which encompasses the spiritual and transcendent aspects of life (Maslow, 1968; Rogers, 1961). Maslow introduced the concept of self-actualization, describing it as the realization of one’s potential and the desire for personal growth, which can be particularly relevant to leadership development. His hierarchy of needs suggests that once basic physiological and psychological needs are met, individuals strive for self-actualization, thus highlighting the importance of purpose and fulfillment in leadership roles.

Ken Wilber further advanced transpersonal psychology by integrating various dimensions of consciousness into a comprehensive framework known as integral theory (Wilber, 1997). This model posits that human development is multidimensional, encompassing physical, emotional, cognitive, and spiritual aspects. In leadership, this means that effective leaders must cultivate a deep understanding of their own consciousness and the interconnectedness of their actions with those of their teams and organizations. By fostering an awareness of these multiple dimensions, leaders can enhance their decision-making and interpersonal relationships, ultimately leading to more effective and empathetic leadership styles.

Core Principles of Transpersonal Psychology Relevant to Leadership

Transpersonal psychology encompasses several core principles that have significant implications for leadership development. One of the primary principles is self-awareness, which is essential for effective leadership. Self-awareness allows leaders to understand their strengths, weaknesses, values, and motivations, facilitating authentic leadership (Goleman, 1995). A study by Dunning et al. (2004) found that self-aware individuals are better equipped to navigate complex social dynamics, making them more effective in their leadership roles. By engaging in practices such as mindfulness and reflective journaling, leaders can enhance their self-awareness and cultivate a deeper understanding of their impact on others.

Another key principle is the emphasis on emotional intelligence (EI). Emotional intelligence refers to the ability to recognize, understand, and manage one’s own emotions while also empathizing with the emotions of others (Goleman, 1995). Research indicates that leaders with high emotional intelligence are more successful in fostering positive workplace environments and building strong relationships with their teams (Mayer, Salovey, & Caruso, 2008). By integrating transpersonal practices that enhance emotional intelligence, such as meditation and active listening, leaders can create a more supportive and collaborative organizational culture.

Furthermore, transpersonal psychology encourages leaders to embrace a sense of interconnectedness with their teams and the broader community. This principle underscores the importance of relationships and collaboration in effective leadership. When leaders recognize the interconnected nature of their actions, they are more likely to adopt a collaborative approach, fostering a sense of unity and shared purpose among team members (Senge, 1990). This is particularly relevant in today’s diverse and multicultural workplaces, where leaders must navigate various perspectives and foster inclusivity.

Another significant aspect of transpersonal psychology is the focus on values and ethics in leadership. Leaders are often faced with complex moral dilemmas that require them to make decisions aligned with their core values and the greater good of their organizations and communities. Transpersonal psychology emphasizes the importance of aligning personal and organizational values to create a sense of purpose and integrity in leadership (Mackey & Sisodia, 2013). Leaders who embrace transpersonal principles are more likely to act ethically and inspire their teams to do the same, contributing to a positive organizational culture.

Relevance to Leadership

The integration of transpersonal psychology into leadership development has profound implications for both individual leaders and organizations. By cultivating self-awareness, emotional intelligence, and a sense of interconnectedness, leaders can create environments that promote collaboration, innovation, and well-being. Organizations that prioritize transpersonal leadership development may experience enhanced employee engagement, reduced turnover, and improved overall performance (Boyatzis, 2018). Moreover, as leaders embrace ethical decision-making and align their values with their actions, they contribute to a culture of trust and transparency, fostering a sense of belonging among team members.

In conclusion, the theoretical foundations of transpersonal psychology provide valuable insights into the nature of effective leadership. By understanding the historical context, core principles, and relevance of transpersonal psychology, leaders can adopt a more holistic approach to their development, ultimately leading to more compassionate and effective leadership practices.

Transpersonal Approaches to Leadership Development

Transpersonal psychology offers a unique perspective on leadership development, emphasizing the importance of self-awareness, emotional and spiritual intelligence, and authentic leadership. This section explores three key transpersonal approaches to leadership development: self-discovery and personal growth, enhancing emotional and spiritual intelligence, and fostering authentic leadership. Each approach contributes to cultivating effective leaders who can navigate the complexities of modern organizational life.

Self-Discovery and Personal Growth

Self-discovery is a foundational element in transpersonal psychology and is critical for effective leadership. Leaders who engage in self-discovery can better understand their values, strengths, weaknesses, and motivations, which enhances their ability to lead authentically (Boyatzis, 2018). Techniques such as mindfulness meditation, reflective journaling, and guided imagery can facilitate self-discovery by allowing leaders to explore their inner experiences and gain insights into their behaviors and decision-making processes.

Mindfulness meditation, in particular, has gained recognition as a powerful tool for enhancing self-awareness among leaders. Research shows that mindfulness practices can improve emotional regulation, reduce stress, and increase focus (Kabat-Zinn, 1990). For instance, a study by Reitz et al. (2019) found that leaders who practiced mindfulness reported higher levels of self-awareness and better decision-making capabilities. By integrating mindfulness into their routines, leaders can cultivate a deeper understanding of themselves and their impact on others, ultimately leading to more effective leadership.

Reflective journaling is another valuable practice that supports self-discovery. By writing about their thoughts, feelings, and experiences, leaders can process their emotions and gain clarity about their leadership style and challenges (Stuckey, 2014). This reflective practice encourages leaders to confront their biases, assumptions, and areas for growth, promoting personal development and a more nuanced understanding of their roles. As leaders engage in self-discovery, they become more attuned to their values and purpose, which enhances their capacity to inspire and motivate their teams.

Enhancing Emotional and Spiritual Intelligence

Emotional and spiritual intelligence are integral to effective leadership, and transpersonal psychology provides insights and practices to develop these dimensions. Emotional intelligence (EI), defined as the ability to recognize and manage one’s own emotions and the emotions of others, is crucial for fostering positive relationships and team dynamics (Goleman, 1995). Transpersonal approaches can enhance emotional intelligence by encouraging leaders to engage in practices that promote empathy, active listening, and emotional regulation.

For example, mindfulness practices can significantly improve emotional intelligence by helping leaders develop greater awareness of their emotional responses and those of their team members. A meta-analysis by Khoury et al. (2015) found that mindfulness interventions lead to significant improvements in emotional regulation and empathy. By cultivating emotional intelligence, leaders can create supportive environments that foster collaboration, innovation, and resilience within their teams.

In addition to emotional intelligence, transpersonal psychology emphasizes the importance of spiritual intelligence, which refers to the capacity to access higher states of consciousness and align one’s actions with deeper values and purpose (Zohar & Marshall, 2000). Leaders who develop spiritual intelligence are more likely to inspire and motivate their teams by articulating a compelling vision and purpose. Practices such as meditation, visualization, and engaging in meaningful conversations can help leaders cultivate spiritual intelligence. Research by Benefiel (2005) demonstrates that leaders who integrate spiritual practices into their leadership approach can foster a sense of purpose and meaning in their organizations, leading to higher levels of employee engagement and satisfaction.

Fostering Authentic Leadership

Authentic leadership, characterized by self-awareness, transparency, and ethical behavior, is a vital aspect of effective leadership in today’s organizations. Transpersonal psychology contributes to the development of authentic leadership by encouraging leaders to align their actions with their values and beliefs. Authentic leaders are not only aware of their strengths and weaknesses but also possess a clear understanding of their core values and how those values inform their leadership style (Avolio & Gardner, 2005).

Transpersonal practices such as reflective journaling and mindfulness can help leaders cultivate authenticity by facilitating self-reflection and enhancing self-awareness. By regularly reflecting on their values, beliefs, and experiences, leaders can develop a deeper understanding of their authentic selves and how they can best serve their teams and organizations. A study by Walumbwa et al. (2008) found that authentic leadership is positively associated with employee job satisfaction, organizational commitment, and overall performance. This suggests that leaders who embrace authenticity can create a more engaged and motivated workforce.

Moreover, transpersonal psychology emphasizes the importance of ethical decision-making in leadership. Leaders are often faced with complex dilemmas that require them to navigate competing interests and values. By grounding their decision-making processes in transpersonal principles, leaders can ensure that their choices align with their ethical beliefs and contribute to the greater good of their organizations and communities (Mackey & Sisodia, 2013). This commitment to ethical leadership fosters trust and respect among team members, enhancing organizational culture and performance.

In conclusion, transpersonal approaches to leadership development offer valuable insights and practices that can enhance the effectiveness of leaders. By engaging in self-discovery, enhancing emotional and spiritual intelligence, and fostering authentic leadership, leaders can cultivate the skills and qualities necessary to navigate the complexities of modern organizations. As leaders embrace these transpersonal principles, they not only contribute to their personal growth but also create positive and transformative environments for their teams and organizations.

Transpersonal Psychology in Organizational Leadership Training

The integration of transpersonal psychology into organizational leadership training has the potential to transform the way leaders are developed and how they approach their roles within organizations. By focusing on the holistic development of leaders—addressing their psychological, emotional, and spiritual needs—organizations can cultivate leaders who are not only effective but also compassionate and socially responsible. This section explores the integration of transpersonal psychology into leadership training programs, highlighting frameworks for implementation, examples of successful programs, and metrics for measuring outcomes and impact.

Integrating Transpersonal Psychology into Leadership Programs

To effectively integrate transpersonal psychology into leadership training, organizations must adopt a comprehensive framework that encompasses various dimensions of leader development. This framework should include the following key components: self-awareness, emotional intelligence, values-based leadership, and mindfulness practices.

• Self-Awareness: Leadership training programs that prioritize self-awareness can facilitate a deeper understanding of personal strengths, weaknesses, and values. Techniques such as reflective journaling, 360-degree feedback, and coaching can help leaders gain insights into their behaviors and decision-making processes (Goleman, 1995). By fostering self-awareness, organizations can create leaders who are better equipped to navigate the complexities of interpersonal dynamics and organizational challenges.
• Emotional Intelligence: Incorporating emotional intelligence training into leadership programs is essential for developing leaders who can effectively manage their emotions and empathize with others. Programs that include training on active listening, conflict resolution, and emotional regulation can enhance leaders’ abilities to build strong relationships and foster collaboration within teams (Mayer, Salovey, & Caruso, 2008).
• Values-Based Leadership: Transpersonal psychology emphasizes the importance of aligning personal values with organizational values. Leadership training programs should encourage leaders to articulate their core values and understand how these values inform their leadership style. Workshops and discussions that focus on ethical decision-making and social responsibility can reinforce the significance of values-based leadership (Mackey & Sisodia, 2013).
• Mindfulness Practices: Integrating mindfulness practices into leadership training programs can enhance leaders’ ability to manage stress, increase focus, and improve decision-making. Mindfulness-based interventions, such as meditation and mindful communication, can promote greater emotional regulation and self-awareness, ultimately leading to more effective leadership (Kabat-Zinn, 1990).

Examples of Successful Leadership Programs Utilizing Transpersonal Psychology

Several organizations have successfully implemented leadership training programs that incorporate transpersonal psychology principles. For instance, the Mindful Schools program offers training in mindfulness practices for educators and leaders, emphasizing the development of self-awareness, emotional intelligence, and compassion (Mindful Schools, n.d.). Participants engage in mindfulness practices and reflective exercises designed to cultivate their emotional and social competencies, resulting in enhanced leadership effectiveness.

Another example is the Search Inside Yourself program, developed at Google, which combines mindfulness practices with emotional intelligence training. This program focuses on helping leaders develop greater self-awareness, empathy, and resilience, ultimately enhancing their ability to lead effectively in high-pressure environments (Chade-Meng Tan, 2012). Research on this program has shown positive outcomes, including improved workplace relationships and employee engagement.

In the nonprofit sector, the Center for Creative Leadership offers programs that integrate transpersonal psychology principles into leadership development. Their approach emphasizes self-reflection, values-based leadership, and emotional intelligence, enabling leaders to develop a holistic understanding of their roles and responsibilities (McCauley & Van Velsor, 2004). Participants in these programs report increased self-awareness and improved leadership effectiveness, demonstrating the positive impact of transpersonal principles on leadership development.

Measuring Outcomes and Impact

To assess the effectiveness of leadership training programs that incorporate transpersonal psychology, organizations must establish metrics for measuring outcomes and impact. Key performance indicators (KPIs) may include self-reported changes in self-awareness, emotional intelligence, and leadership effectiveness, as well as organizational metrics such as employee engagement, turnover rates, and overall team performance.

• Self-Reported Assessments: Utilizing tools such as the Emotional Quotient Inventory (EQ-i) or the Leadership Practices Inventory (LPI) can help organizations gather data on participants’ emotional intelligence and leadership effectiveness before and after training. Self-reported assessments can provide valuable insights into the perceived changes in leadership skills and personal growth.
• 360-Degree Feedback: Implementing 360-degree feedback mechanisms allows organizations to gather input from peers, subordinates, and supervisors regarding a leader’s performance and interpersonal skills. This comprehensive feedback can help identify areas for improvement and validate the effectiveness of leadership training programs (London & Smither, 1995).
• Organizational Metrics: Monitoring organizational metrics, such as employee satisfaction surveys, retention rates, and productivity measures, can help organizations evaluate the broader impact of leadership training on overall organizational health. Research suggests that organizations that prioritize emotional intelligence and values-based leadership experience higher levels of employee engagement and job satisfaction (Mackey & Sisodia, 2013).

In conclusion, integrating transpersonal psychology into organizational leadership training presents an opportunity to cultivate leaders who are not only effective in their roles but also empathetic and socially responsible. By focusing on self-awareness, emotional intelligence, values-based leadership, and mindfulness practices, organizations can develop a new generation of leaders capable of navigating the complexities of modern organizational life. Through successful programs and measurable outcomes, the impact of transpersonal approaches to leadership development can be realized, ultimately fostering healthier and more resilient organizations.

Challenges and Considerations

While integrating transpersonal psychology into leadership development offers numerous benefits, it is essential to recognize the challenges and considerations that may arise during implementation. These challenges can stem from organizational culture, resistance to change, ethical dilemmas, and the necessity for ongoing evaluation and support. This section examines these challenges and offers insights into how organizations can effectively address them to ensure the successful integration of transpersonal psychology in leadership training.

Potential Resistance to Transpersonal Approaches

One of the primary challenges organizations face when incorporating transpersonal psychology into leadership development is resistance to change. Many traditional leadership programs focus predominantly on cognitive and technical skills, leaving little room for exploring emotional and spiritual dimensions (Goleman, 1995). As a result, leaders and employees may perceive transpersonal approaches as unconventional or irrelevant to their roles.

Resistance can also manifest in skepticism towards mindfulness practices and emotional intelligence training. Some individuals may view these practices as “soft” skills that do not contribute to tangible business outcomes (McKinsey & Company, 2020). To mitigate this resistance, organizations should clearly articulate the value of transpersonal approaches in enhancing leadership effectiveness and overall organizational performance. Providing empirical evidence, such as research studies demonstrating the positive impact of emotional intelligence on workplace dynamics, can help to shift perceptions and foster acceptance (Mayer, Salovey, & Caruso, 2008).

Additionally, involving stakeholders in the design and implementation of leadership programs can promote buy-in and reduce resistance. By engaging leaders, employees, and human resources personnel in discussions about the benefits of transpersonal psychology, organizations can create a sense of ownership and commitment to the process (Kotter, 1996).

Ethical Considerations

Integrating transpersonal psychology into leadership development also raises ethical considerations. As leaders engage in self-discovery and emotional exploration, there is a risk of delving into sensitive personal issues that may impact their emotional well-being and that of their team members. Organizations must ensure that they provide adequate support and resources for leaders undergoing these transformative processes (Benefiel, 2005).

Moreover, ethical dilemmas may arise when leaders’ personal values and beliefs conflict with organizational goals or culture. Leaders may face pressure to compromise their values for the sake of organizational performance, leading to a dissonance that can undermine their effectiveness and authenticity (Mackey & Sisodia, 2013). To address these ethical considerations, organizations should establish a strong ethical framework that emphasizes the importance of values-based leadership and integrity. Training programs should include discussions about ethical decision-making and the potential challenges leaders may face in aligning their personal and organizational values.

The Necessity for Ongoing Evaluation and Support

Successful integration of transpersonal psychology into leadership development requires ongoing evaluation and support. Organizations must regularly assess the effectiveness of their leadership programs to ensure they meet the evolving needs of leaders and align with organizational goals. This evaluation process should include gathering feedback from participants, assessing the impact of training on leadership effectiveness, and measuring organizational outcomes such as employee engagement and performance (Kirkpatrick & Kirkpatrick, 2006).

Furthermore, organizations should provide continuous support for leaders after their initial training. Leadership development is not a one-time event but a lifelong journey. Offering resources such as coaching, mentorship, and access to ongoing training can help leaders reinforce their learning and continue to grow (McCauley & Van Velsor, 2004). Establishing communities of practice or peer support networks can also facilitate shared learning and provide leaders with a safe space to discuss challenges and successes in their leadership journeys.

Balancing Individual and Organizational Needs

Another consideration is the need to balance individual growth with organizational objectives. While transpersonal psychology emphasizes personal development, it is essential that this growth aligns with the overall goals and mission of the organization. Leaders must not only focus on their personal growth but also ensure that their development contributes to the success of their teams and the organization as a whole (Mackey & Sisodia, 2013).

Organizations can address this challenge by fostering a culture that values both individual and collective success. Encouraging leaders to set personal development goals that align with organizational objectives can create synergy between personal and organizational growth. This alignment can be achieved through regular performance reviews that include discussions about individual development goals and how they contribute to team and organizational success.

In conclusion, while the integration of transpersonal psychology into leadership development presents several challenges, these can be effectively addressed through careful planning, ethical considerations, ongoing support, and a balanced focus on individual and organizational needs. By acknowledging and navigating these challenges, organizations can cultivate leaders who are not only effective in their roles but also deeply connected to their values and the well-being of their teams. Embracing transpersonal approaches can ultimately lead to a more compassionate, resilient, and engaged workforce, capable of thriving in today’s complex organizational landscapes.

Conclusion

The integration of transpersonal psychology into leadership development represents a paradigm shift in how organizations cultivate effective leaders. By emphasizing self-awareness, emotional intelligence, and authentic leadership, transpersonal psychology offers a holistic framework that not only enhances individual leadership capabilities but also contributes to the overall health and effectiveness of organizations. As leaders engage in practices rooted in transpersonal principles, they become more attuned to their values and the interconnectedness of their actions, leading to a deeper commitment to ethical leadership and social responsibility (Mackey & Sisodia, 2013).

Furthermore, the incorporation of mindfulness practices and reflective techniques fosters resilience and emotional regulation among leaders, enabling them to navigate the complexities of modern organizational environments. Studies have shown that leaders who practice mindfulness report improved decision-making abilities and greater emotional intelligence, which are critical for effective leadership (Goleman, 1995; Reitz et al., 2019). By adopting transpersonal approaches, organizations can cultivate leaders who inspire and empower their teams, ultimately creating a more engaged and productive workforce.

However, organizations must also address the challenges associated with integrating transpersonal psychology into leadership training. Resistance to change, ethical considerations, and the need for ongoing support are crucial factors that require careful planning and consideration (Kotter, 1996). By fostering an organizational culture that values personal growth alongside collective success, organizations can create a supportive environment for leaders to thrive. In doing so, they not only enhance individual leadership effectiveness but also contribute to a more compassionate and resilient organizational culture capable of adapting to the ever-evolving landscape of modern business.

Bibliography

1. Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338. https://doi.org/10.1016/j.leaqua.2005.03.001
2. Benefiel, M. (2005). The second half of the journey: Spirituality in the workplace. The Journal of Organizational Change Management, 18(5), 507-519. https://doi.org/10.1108/09534810510626977
3. Boyatzis, R. E. (2018). The Competent Manager: A Model for Effective Performance. Wiley.
4. Chade-Meng Tan. (2012). Search Inside Yourself: The Unexpected Path to Achieving Success, Happiness (and World Peace). HarperBusiness.
5. Dunning, D., Johnson, K., Ehrlinger, J., & Kruger, J. (2004). Why people fail to recognize their own incompetence. Current Directions in Psychological Science, 13(5), 218-221. https://doi.org/10.1111/j.0963-7214.2004.00377.x
6. Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.
7. Kabat-Zinn, J. (1990). Full Catastrophe Living: Using the Wisdom of Your Body and Mind to Face Stress, Pain, and Illness. Delacorte Press.
8. Khoury, B., Lecomte, T., Fortin, G., Massoud, F., & Therien, P. (2015). Mindfulness-based therapy: A comprehensive meta-analysis. Clinical Psychology Review, 33(6), 763-771. https://doi.org/10.1016/j.cpr.2015.04.006
9. Kirkpatrick, D. L., & Kirkpatrick, J. D. (2006). Evaluating Training Programs: The Four Levels. Berrett-Koehler Publishers.
10. Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
11. London, M., & Smither, J. W. (1995). Feedback Orientation, Feedback Culture, and the Development of Leader Effectiveness. Human Resource Management Review, 5(1), 103-122. https://doi.org/10.1016/1053-4822(95)90017-7
12. Mackey, J., & Sisodia, R. (2013). Conscious Capitalism: Liberating the Heroic Spirit of Business. Harvard Business Review Press.
13. Maslow, A. H. (1968). Toward a Psychology of Being. Van Nostrand Reinhold.
14. Mayer, J. D., Salovey, P., & Caruso, D. R. (2008). Emotional intelligence: New ability or eclectic traits? American Psychologist, 63(6), 503-517. https://doi.org/10.1037/0003-066X.63.6.503
15. McCauley, C. D., & Van Velsor, E. (2004). The Center for Creative Leadership Handbook of Leadership Development. Jossey-Bass.
16. McKinsey & Company. (2020). The case for emotional intelligence. Retrieved from https://www.mckinsey.com
17. Mindful Schools. (n.d.). Retrieved from https://mindfulschools.org
18. Reitz, A., et al. (2019). Mindfulness and leadership: Exploring the relationship between mindfulness and transformational leadership. Journal of Business Ethics, 157(3), 801-815. https://doi.org/10.1007/s10551-017-3645-5
19. Rogers, C. R. (1961). On Becoming a Person: A Therapist’s View of Psychotherapy. Houghton Mifflin.
20. Senge, P. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. Doubleday.
21. Stuckey, L. (2014). Reflective writing: A tool for enhancing self-awareness and critical thinking in healthcare. Nursing Management, 21(7), 30-34. https://doi.org/10.7748/nm.21.7.30.s30
22. Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a scale. Journal of Management, 34(1), 89-126. https://doi.org/10.1177/0149206307308919
23. Wilber, K. (1997). An Integral Theory of Consciousness. Journal of Consciousness Studies, 4(1), 71-92.
24. Zohar, D., & Marshall, I. (2000). Spiritual Capital: Wealth We Can Live By. Berrett-Koehler Publishers.