Awakened Leaders and Conscious Followers: Leading Mindful Change

Joan Marques ()
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Joan Marques: Woodbury University

Chapter 2 in New Horizons in Positive Leadership and Change, 2020, pp 19-32 from Springer

Abstract: Abstract This chapter describes awakened leaders as positive leaders, who are mindful of their experiences in life, as these molded them into the wakeful person they became. Elements of authentic, situational, servant, and transformational leadership are at the foundation of the awakened leadership approach, along with a strong emphasis on responsibility-based qualities, such as morals and values, respect, compassion, courage, deep listening, passion, spiritual connection, and change. The chapter subsequently discusses a critical stakeholder group: followers, emphasizing their influence in the process of accomplishing a common goal. Different types of followers are reviewed, with the aim to demonstrate the need for flexible leadership behaviors, based on the readiness and capabilities of these followers. The chapter subsequently looks into mindfulness and its influence on change-readiness. The difference between change and transition is highlighted to help the reader understand the needed steps to acquire follower support. As an illustration of awakened leadership in real life, the case of Geoffrey Canada, educator, social activist, author, and president of the Harlem Children’s Zone (HCZ), is presented.

Keywords: Awakened leadership; Positive Leadership; Authenticity; Mindfulness; Change; Followers (search for similar items in EconPapers)
Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-030-38129-5_2

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DOI: 10.1007/978-3-030-38129-5_2

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