Transcendent Leadership

Is there a process to provide the opportunity for people to connect in the essence of "spiritual humanism" to undertake great and difficult tasks, provide holistic contexts from which we can create our future together, and cause us to take charge of our own evolution as we transcend? Could this be the true nature of leadership? The purpose of this book is to suggest that leadership theories are inadequate unless they include transcendence as an essential element influencing human behavior. "It is believed that if transcendence is included in leadership theories, an ebb and flow relationship will exist, providing opportunities where introspection and reflection of one’s role can cause individual transcendence to a higher level of consciousness, while at the same time causing transforming change in the individual and the organization." This book examines theories of the evolution of consciousness as the context for understanding transcendence. Utilizing the elements of transcendence and consciousness as a foundation, these concepts could help further not only the study, but the practice of leadership as well.

Advisor of Leadership at Google and former vice president of leadership at LinkedIn claims that the biggest driver of motivation is the chance to serve a larger purpose beyond our careers and ourselves, rather than salary, benefits, bonuses, or other material incentives; companies that are able to successfully focus their people, their teams, and their culture around meaning outperform their competition. Fred Kofman's approach to leadership has little to do with the standard practices taught in business school and traditional books. Bringing together economics and business theory, communications and conflict resolution, family counseling and mindfulness mediation, Kofman argues in The Meaning Revolution that our most deep-seated, unspoken, and universal anxiety stems from our fear that our life is being wasted--that the end of life will overtake us when our song is still unsung. Material incentives--salary and benefits--account for perhaps 15 percent of employees' motivation at work. The other 85 percent is driven by a need to belong, a feeling that what we do day in and day out makes a difference, that how we spend our time on earth serves a larger purpose beyond just ourselves. Kofman claims that transcendental leaders, wherever they are in the hierarchy, are able to put aside their self-interests and help others to feel connected with others on a team or in an organization on a great mission and part of an ennobling purpose. He argues that every organization involved in work that is nonviolent and non addictive has what he calls an "immortality project" at its core. And the challenge for leaders is to identify and expand on that core, to inspire all stakeholders to take part.

As we strive for good, through our fear and sense of lack, we inadvertently give power to a coalition that infuses cultures in a philosophy of eternal conflict and domination as a means of preserving civic order, that is controlled by promises of greater good while guiding policies and actions protect and produces a world of haves and have-nots. The deeper impulse of the Soul to thrive and transform itself into loving is an eternal force and is unstoppable in the long run. Though ominous, these times embody a great opportunity for humanity to change the narrative. To do so we need to rise above the inversion layer of shadows into transcendent realms and resources. Prophecy portends a “new day and new dawn.” We are that promise. We live in a time that invites a vision for humanity and leadership based on integrity and spiritual awakening. Remember. As we incarnate into the human condition, the most essential and most forgotten element of life for each of us is that we are the ones that bring love. In our first breath, we encounter an overwhelming challenge to identify with the world in which we find ourselves and forget the world of love from whence we came. I invite you to engage in an exploration of Self that is continuous and reveals the truth of life without fear, inspired by Soul and guided by love. Consider perhaps that the promise of a “new day and new dawn” refers simply to a change of heart. Transcendental Leadership occurs when we connect to our visionary nature, awaken to an integral perspective, and apply our greater virtue and spiritual depth in response to the challenges and callings of life.

Advisor of Leadership at Google and former vice president of leadership at LinkedIn claims that the biggest driver of motivation is the chance to serve a larger purpose beyond our careers and ourselves, rather than salary, benefits, bonuses, or other material incentives; companies that are able to successfully focus their people, their teams, and their culture around meaning outperform their competition. Fred Kofman's approach to leadership has little to do with the standard practices taught in business school and traditional books. Bringing together economics and business theory, communications and conflict resolution, family counseling and mindfulness mediation, Kofman argues in The Meaning Revolution that our most deep-seated, unspoken, and universal anxiety stems from our fear that our life is being wasted--that the end of life will overtake us when our song is still unsung. Material incentives--salary and benefits--account for perhaps 15 percent of employees' motivation at work. The other 85 percent is driven by a need to belong, a feeling that what we do day in and day out makes a difference, that how we spend our time on earth serves a larger purpose beyond just ourselves. Kofman claims that transcendental leaders, wherever they are in the hierarchy, are able to put aside their self-interests and help others to feel connected with others on a team or in an organization on a great mission and part of an ennobling purpose. He argues that every organization involved in work that is nonviolent and non addictive has what he calls an "immortality project" at its core. And the challenge for leaders is to identify and expand on that core, to inspire all stakeholders to take part.

This popular anthology continues its interdisciplinary approach to the topic of leadership and draws together new material describing the chief concerns facing leaders today. William Rosenbach and Robert Taylor t have collected the latest essays to clearly communicate the contradictions and paradoxes of leadership from historical to contemporary perspectives and global to individual considerations. The interdisciplinary approach to presentations of cutting-edge research and applications of leadership set this book apart from other collections. The book reemphasizes followership as an integral component of leadership, discusses the importance of leaders as mentors, helps navigate the hazards of leadership, and introduces a number of topics that will stimulate discussion.

This essential overview of what it means to be a library and information professional today provides a broad overview of the transformation of libraries as information organizations, why these organizations are more important today than ever before, the technological influence on how we provide information resources and services in today’s digital and global environment, and the various career opportunities available for information professionals. The book begins with a historical overview of libraries and their transformation as information and technology hubs within their communities. It also covers the various specializations within the field emphasizing the exciting yet complex roles and opportunities for information professionals. With that foundation in place, it presents how libraries serve different kinds of communities, highlighting the unique needs of users across all ages and how libraries fulfill those needs through a variety of services, and addresses key issues facing information organizations as they meet user needs in the Digital Age. The book then concludes with career management strategies to guide library and information science professionals in building not only vibrant careers but vibrant information organizations for the future as well.