Management and leadership styles evolve over time and follow the evolution of our societies. We have moved from leadership based on rationality, then on emotion, and I refer you to Goleman's work for this. And now we are in the era of spirituality and therefore of thetranspersonal leader.
How can we define it? What are the qualities of this leader?
THE transpersonal leader acts beyond the ego. He has a keen awareness that individuals and situations are interconnected and is therefore capable of taking a holistic approach to them, understanding that these decisions can impact areas far removed from his direct field of activity. He takes into account data (cognitive intelligence), his emotions and those of others (emotional intelligence) but also his intuition about the future (spiritual intelligence). The search for profit maximization interests him less than his participation in the common good.
Of course, this is an absolute version of the transpersonal business leader. In practice, things are more nuanced. Having interviewed leaders or managers known for their societal or social actions beyond the mere achievement of their mission or economic results, I was able to identify common values: the importance of mastering know-how or expertise, taking on a challenge when it arises, empathy, the need to set limits or rules of the game, but also to help people in difficulty. But what struck me above all was their authenticity, their humility, and their need for harmony. All had a good knowledge of themselves, including their limits (psychologists would say their shadow), and a certain realism about human behavior, with an absence of illusions that did not undermine their desire to bring well-being and help while setting limits.
The personalities of these transpersonal leaders also shared similarities, such as assertiveness, a personality trait found in all the study participants, resilience, and patience. Their upbringing likely influenced them, but I found that all of them had spent a lot of time reflecting or meditating, particularly on the meaning of their professional activity, which led them to take a step back from themselves and others.
The interviews conducted as part of this research project show that we are witnessing the emergence of a new type of leadership, more spiritualized while being realistic, not rejecting the other six dimensions of leadership as described by Goleman but integrating them, thus adapting its style to situations.
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