We do not seek to create a new leader, but an improved version of the leader himself that includes the current potentialities and the possible ones that are to be explored and incorporated.
Integral Leadership is the result of observing the dynamics of an organization through the lens of the integral map (AQAL), which helps us to broaden the perspective, to obtain understanding and, finally, to make decisions and act in an equitable way, functional and efficient.
The main lens of the integral map are the 4 Quadrants, four perspectives that are always present in any situation or event, that are universal and that we need to take into account to have a whole picture of what is happening.
The Integral Theory maintains that any event, whatever it may be, can be observed, studied and considered from an individual perspective, one's own, that of the observer, and from a collective perspective, which takes into account all the agents involved. At the same time, the same event can be considered from a subjective or internal point of view and from an objective or external point of view. In this way, if we gather the individual and collective perspectives in one axis and the subjective and objective perspectives in another axis, they give us 4 quadrants. Each of these quadrants takes into account different elements:
The main lens of the integral map are the 4 Quadrants, four perspectives that are always present in any situation or event, that are universal and that we need to take into account to have a whole picture of what is happening.
The Integral Theory maintains that any event, whatever it may be, can be observed, studied and considered from an individual perspective, one's own, that of the observer, and from a collective perspective, which takes into account all the agents involved. At the same time, the same event can be considered from a subjective or internal point of view and from an objective or external point of view. In this way, if we gather the individual and collective perspectives in one axis and the subjective and objective perspectives in another axis, they give us 4 quadrants. Each of these quadrants takes into account different elements:
From the point of view of the integral map, when leaders observe any event and ask themselves "what is happening in this situation" and "what must be done to solve it", if they want to analyse it and understand it accurately, without forgetting any elements, they should see it through taking into account the 4 quadrants.
If we go in to more detail, quadrant by quadrant, a leader with integral vision:
If we go in to more detail, quadrant by quadrant, a leader with integral vision:
In the individual subjective quadrant (UL: Upper Left), she or he will be more aware of the way she or he perceives and interprets what is happening subjectively. Placing oneself in this quadrant allows a greater knowledge of oneself, being aware of one's own beliefs and values, understanding how emotions work, noticing one's own mental models and how they condition the way of seeing the world. It allows, in short, to be more attentive to everything that happens to one internally and to know how to recognize it.
In the individual objective quadrant (UR: Upper Right), the focus is on behaviours, on everything that can be observed from the outside, on what is done and how it is done, on how the body reacts faced with these situations that happen and with the tasks and actions that it carries out.
In the collective subjective quadrant (LL: Lower Left), we can see the way in which people, when they are part of a team, an organization and/or a society, create their own culture and develop an intersubjective way of seeing the world. This look determines communication with others, relationships, teamwork, company culture and the relationship with the environment.
In the collective objective quadrant (LR: Lower Right), the approach is based on the systemic vision that makes certain dynamics occur within the organization. Dynamics in relation to the structure, the processes and procedures, the planning, the interrelation that occurs between the different parts of the system, and how the physical environment and the infrastructures are organized. All of these are fundamental elements that must be taken into account in order to achieve individual and organizational objectives.
Observing the world from the 4 quadrants allows the leader to be able to perceive, recognize and integrate all perspectives when they have to act and relate to other people and the environment.
An equally important aspect of the 4 quadrants is that each person, by their way of being, shows a tendency to see the world from one of the four perspectives. None of them is more or less important. The only thing that determines this is the tendency that each individual has when interpreting what happens, the aspects in which he or she puts attention and the actions that derive from it. That is why there are leaders who, according to their personality type, emphasize the objective and tangible details of a situation while others emphasize the subjective and intangible factors. In the same way, some leaders pay more attention to individual behavior while others give more importance to group dynamics or structural factors.
The way of functioning of each person can be explained also by making use of the rest of the lenses of the integral map:
The Levels of Consciousness. They explain how people and societies go through different evolutionary stages with a particular vision, values and goals. This lens helps us to see where we are, the people around us and our organization, and it allows us to glimpse the next step in our development.
The Developmental Lines. They indicate our competence level in certain areas and the use we make of the multiple intelligences: cognitive, interpersonal, emotional, somatic, moral and spiritual lines. Working on this lens provides us with new tools and skills to improve competencies in these areas.
The Energy States. They show the influence that our state, at an energetic or vibrational level, has on our way of functioning. This lens allows us to identify the intensity with which we move, its functionality or dysfunctionality and how to manage the states that generate stress, anxiety, discouragement, blocking, etc.
The Personality Types. Each person has an essential personality structure that makes them perceive the world in a certain way and react on the basis of this perception. There are many models that classify and define different personality types. We use the Enneagram and its application in the field of leadership.
The use of all the lenses of the integral map brings awareness and understanding, helps to understand the way of being, doing and functioning and points the way to explore and incorporate a more optimal way of leading.
The ultimate goal is that the person who leads a team or an organization can achieve the following:
1. A broad and deep knowledge of all the perspectives that emerge in each moment and the capacity of being able to observe all the relevant elements that are at stake in any given situation.
2. An understanding of the profound influence of the points of view of all the actors involved and the interdependence of them with their own visions.
3. The capacity to understand and recognize their way of functioning/being, that of their team and that of the organization to become a more conscious, focused, agile, committed, satisfied, understanding, practical and functional leade
Observing the world from the 4 quadrants allows the leader to be able to perceive, recognize and integrate all perspectives when they have to act and relate to other people and the environment.
An equally important aspect of the 4 quadrants is that each person, by their way of being, shows a tendency to see the world from one of the four perspectives. None of them is more or less important. The only thing that determines this is the tendency that each individual has when interpreting what happens, the aspects in which he or she puts attention and the actions that derive from it. That is why there are leaders who, according to their personality type, emphasize the objective and tangible details of a situation while others emphasize the subjective and intangible factors. In the same way, some leaders pay more attention to individual behavior while others give more importance to group dynamics or structural factors.
The way of functioning of each person can be explained also by making use of the rest of the lenses of the integral map:
The Levels of Consciousness. They explain how people and societies go through different evolutionary stages with a particular vision, values and goals. This lens helps us to see where we are, the people around us and our organization, and it allows us to glimpse the next step in our development.
The Developmental Lines. They indicate our competence level in certain areas and the use we make of the multiple intelligences: cognitive, interpersonal, emotional, somatic, moral and spiritual lines. Working on this lens provides us with new tools and skills to improve competencies in these areas.
The Energy States. They show the influence that our state, at an energetic or vibrational level, has on our way of functioning. This lens allows us to identify the intensity with which we move, its functionality or dysfunctionality and how to manage the states that generate stress, anxiety, discouragement, blocking, etc.
The Personality Types. Each person has an essential personality structure that makes them perceive the world in a certain way and react on the basis of this perception. There are many models that classify and define different personality types. We use the Enneagram and its application in the field of leadership.
The use of all the lenses of the integral map brings awareness and understanding, helps to understand the way of being, doing and functioning and points the way to explore and incorporate a more optimal way of leading.
The ultimate goal is that the person who leads a team or an organization can achieve the following:
1. A broad and deep knowledge of all the perspectives that emerge in each moment and the capacity of being able to observe all the relevant elements that are at stake in any given situation.
2. An understanding of the profound influence of the points of view of all the actors involved and the interdependence of them with their own visions.
3. The capacity to understand and recognize their way of functioning/being, that of their team and that of the organization to become a more conscious, focused, agile, committed, satisfied, understanding, practical and functional leade
