Published articles
Seven Transformations of Leadership
Rooke and Torbert (2005) HBR
In this article we explore our proposition that leaders are made, not born, and that how they develop is critical for organisational change. The article characterises the broad patterns of leadership exercised by adults at seven different developmental positions, with examples of such leadership in action. We propose that transformation from one stage to another is possible and explore the outcome of this for individual leaders and the organisations they inhabit. Our research is based in part on the Leadership Development Profile.
Order a copy of the article ‘Seven Transformations of Leadership’ in HBR.
Organisational Transformation requires Strategists and Alchemists
Rooke (1997) Organisations and People
Here we argue that leading transformational change in organisations requires senior managers that have post-conventional capacities. These are labelled 'Strategist' and 'Alchemist' in the 'Leadership Development Framework'. The article goes on to explore how these capacities can be developed in senior managers.
The CEO's Role in Organizational Transformation
Rooke and Torbert (1999) The Systems Thinker
Considers the importance of the stage of development of the most senior executives in an organisation and their ability to create organisational transformation. The article examines the barriers to transformation in organisations and looks at how the 'action-logics' of a leader impact not only their ability to lead change but also to learn.
Inspired Leadership under the Spotlight
Allen (2007) Criminal Justice Management
Despite operating under intense scrutiny, inspired leaders can breathe a new passion and effectiveness into public service organisations.
In Search of the Holy Grail: Leading Common Sense Transformation
Allen (2008) Government and Public Sector Journal
A successful strategy does more than turn the handle on performance - it envisions a future that has meaning for the leaders and staff of an organisation and focuses their energies and capabilities in converting aspiration into actions that they are proud of.
Practical Differences in Leadership Performance
Herdman-Barker and Torbert (2008) SUNY Academic Press
An informal narrative on the historical basis of our work, the evolution of Loevinger's Sentence Completion Test to the Harthill Leadership Development Profile and new understandings of post-conventional leadership based on current studies.
Developmental Action Inquiry:
A Distinct Integral Theory That Integrates Developmental Theory, Practice, and Research In Action
Award-winning paper delivered at the Integral Theory in Practice Conference August 2008, Pleasant Hill CA
Action Inquiry: Interweaving Multiple Qualities of Attention for Timely Action
Torbert and Taylor (2008)
For a relatively deep dive into Action Inquiry read this article. It is published in the Second edition of the Handbook of Action Research, available from Amazon.
Detailed Descriptions of the Developmental Stages or Action Logics of the Leadership Development Framework
Simcox (2005)
Presented at the W. Edwards Deming Research Institute this paper describes an on-going inquiry into the polarities and tensions between the processes of Managing and Leading seen throught he lens of the LDF and Deming
