Leading with Spirit, Presence, and Authenticity
A volume in the ILA's Building Leadership Bridges (BLB) series
Call for Submissions (Deadline July 1,
Kathryn Goldman Schuyler, Editor. Goldman Schuyler is author of Inner Peace—Global Impact: Tibetan Buddhism, Leadership, and Work (2012), as well as many other articles on leadership and the development of healthy organizations, and is Associate Professor of Organizational Psychology at Alliant International University.
The International Leadership Association invites you to submit your work on the theme,
Leading with Spirit, Presence, and Authenticity, for our annual volume in the
Building Leadership Bridges series. The book captures the best contemporary thinking about leadership from a diverse range of scholars, practitioners, and educators working in the field of leadership and leadership studies. In keeping with the mission of the ILA, the book series connects ways of researching, imagining, and experiencing leadership across cultures, over time, and around the world. The book will be published by Jossey-Bass/Wiley with an expected publication date of April 2014.
The importance of the way that leaders bring their values to life and “walk their talk” has received increasing attention in research, the popular press, and programs of leadership development. As noted consultant and scholar Peter Senge has said, “There is an old tradition that you see in many parts of the world that if you're going to be in a position of authority, you should be a cultivator. Leaders should be people who are deeply involved in their own realization of becoming a human being.”
This volume explores the importance of cultivating oneself with regard to leadership and seeks to enable readers to appreciate the range of approaches that exist, how they are used, and their impacts. This includes the contribution of spirituality (in all of its varied forms and expressions), as well as the arts and other parts of life that contribute to people’s capacity to bring their whole self to their leadership in ways that help them withstand the pressures and challenges of leadership in today’s complex global environment.
Areas for Submission
The editor welcomes previously unpublished submissions that explore the theme Leading with Spirit, Presence, and Authenticity from diverse perspectives, disciplines, cultures and sectors. Submissions should strengthen ties between those who practice and who study leadership, and that foster effective leadership. Submissions will be considered in five areas.
- Spirituality and leadership across cultures
Increasing attention has been given to the ways that people’s spiritual roots or adult development contribute to who they are as leaders and how they lead. Such chapters will address the contributions of spirituality. The editor welcomes submissions that focus either on a particular tradition or explore its impact across a number of traditions.
- Mindfulness, presence, and authenticity
Senge and Scharmer’s work with presence is having a major impact on leadership development (Senge, Scharmer, Jaworski, & Flowers, 2004), as is training in mindfulness (Baron & Cayer, 2011; Carroll, 2007; Goldman Schuyler, 2012). Research and theory-building in new positive forms of leadership such as Authentic Leadership have also had an impact (George, 2003, 2007). Such submissions may include essays or empirical studies about the way that being present, mindful, or authentic makes a difference in facing tough leadership challenges.
- Ethical dilemmas
Ludwig and Longenecker’s (1993) description of the Bathsheba Syndrome cast leaders’ ethical missteps in a new light: the way that many felt entitled or privileged by their leadership position to be exempt from the ethical rules applied to everyone else in their society. There is little research that explains how leaders handle the temptations and opportunities that come with elevated power, or how spiritual development or other personal practices help them regulate and manage their minds, emotions, intentions, and actions. The editor seeks empirical studies addressing how leaders handle such ethical challenges.
- Leadership presence and gender
Brain research has claimed that women’s brains are different, and many have alleged that women have a different style as leaders from men. Do women respond differently to the ethical challenges of power? Are they different in any demonstrable ways with regard to presence? Given the increasing visibility of women in high levels of leadership, the editor would like to include empirical studies that explore how women leaders live with challenges involving presence, authenticity, and ethics, and that address the complex and subtle issues involved in whether such issues are different for women. The editor also seeks research and writing from the field of mind science on these questions.
- Boundary crossing
This topic invites consideration of the above issues from a variety of disciplines, including theatre, anthropology, the arts, psychology, narrative, and others. Contributors are invited to take a multi-perspective and/or interdisciplinary approach, which may include presenting research in artistic forms, as well as creative pieces that cast light on these questions.
The editor welcomes many types of submissions:
- Empirical studies of the impact of spirituality, mindfulness, presence, authenticity, or other such models on leaders. We are interested in all kinds of research: quantitative, qualitative, and mixed methods.
- Theory development, grounded in thorough reviews of previous relevant scholarship.
- Impact studies of leadership development programs in the various areas.
- Artistic works, including photographic essays, stories, and poems.
- Submissions that do not quite fit these categories should be discussed in advance with the editor.
Submitted works must be previously unpublished and must adhere to the following specifications:
Submissions should be no longer than 5,000 words, the word count not to include references, tables, or charts.
Submitted works will be blind-reviewed, thus all identifying information should be on a separate cover sheet.
Information on the cover sheet must include all of the following: suggested area of submission, title of submission, short version of the title - 30 characters or less, a maximum 100-word abstract, and names, affiliations, and contact information (including best phone, best email, and mailing address) for all contributors.
APA style should be followed.
Notes should be kept to a minimum but when used should come in the form of endnotes.
Margins are to be 1" on all four sides, left-aligned, NOT justified, and all pages numbered in the top right-hand corner with the narrative starting on page 1.
Submissions should be in Times New Roman, font size 12, double spaced, and indented paragraphs for all submissions EXCEPT artistic works.
PLEASE NOTE: All submissions must meet these guidelines except artistic works. If guidelines are not met, submission may be excluded from consideration.
Send submissions electronically as a WORD DOCUMENT to ILA c/o Debra DeRuyver at firstname.lastname@example.org by July 1, 2013.
We plan to make final decisions and send out notifications on or about September 15, 2013.
- Baron, C. & Cayer, M. (2011). Fostering post-conventional consciousness in leaders: why and how? Journal of Management Development, 30(4), 344–365. doi 10.1108/02621211111126828
- Carroll, M. (2007). The mindful leader. Boston: Shambhala.
- George, W.W. (2003). Authentic leadership: Rediscover the secrets to creating lasting value. San Francisco: Jossey-Bass.
- George, W.W. (2007). True north: Discover your authentic leadership. San Francisco: Jossey-Bass.
- Goldman Schuyler, K. (2012). Inner peace—Global impact: Tibetan Buddhism, leadership, and work. Charlotte, NC: Information Age Publishing.
- Ludwig, D.C. & Longenecker, C.O. (1993). The Bathsheba syndrome: The ethical failure of successful leaders. Journal of Business Ethics, 12, 265-27.
- Senge, P., Scharmer, C.O., Jaworkski, J., & Flowers, B.S. (2004). Presence: Human purpose and the field of the future. Cambridge, MA: Society for Organizational Learning.