Living a Soul-Led Life?
Imagine a leader who honors the wisdom of the spiritual heart over the cleverness of the mind. With the power of unconditional loving, this leader's actions are in service to the highest good of all.
This leader holds an active awareness of soul by honoring the divinity within and around them. This leader is soul-led. This leader is aware, as Teilhard de Chardin stated, “We are not human beings having a spiritual experience. We are spiritual beings having a human experience.” This is the transcendent leader.
This program is here to awaken the transcendent leader in each of us.
The transcendent leader is aware of the perfection of each soul’s journey, honors the spiritual truths of unconditional loving, is attuned to spirit’s direction through a deep and meaningful spiritual practice, and dedicates her life to service for the highest good of all. Transcendent leadership is a way of being--a consciousness of awareness and attunement to the soul--that when lived can inspire and call forward the same dedication in others.
Traits of a
by Transcendent Leadership faculty member, Dr. Gregory Stebbins
Transcendent leaders rise above or go beyond the limits of self, moving into Self. They triumph over the limitations of what might be considered acceptable or possible. The small “self” operates from a limiting exclusive focus on scarcity. Transcendent leadership operates from “Self,” precipitating an unbounded, inclusive focus on abundance.
Within all leaders is an inner wisdom. Quieting the self allows the voice of the leader’s Self to emerge. Transcendent leaders demonstrate multidimensional awareness. The more open the leader’s consciousness is to awareness at all levels, the more impact he or she will have on their outer environment. Being leads doing.
Unconditional acceptance is not acquiescing. Many interpersonal conflicts revolve around value differences and behavioral choices. One person, because of culture or how they were raised, might have a very different value hierarchy than another. These differences can create values conflicts when the individuals move into “right or wrong.” Cultural wars happen inside large organizations because of value differences.
Transcendent leaders choose to accept, but not necessarily agree with, the value differences of others without labeling the person as right or wrong. They still make a choice as to what values guide their organization.
Reverence for another shapes how the transcendent leader views all stakeholders. Reverence, following the Greek definition, is a state of awe for another Self. When you reach deeply into your Self, you are reaching into the very spirit of being human. This essence reflects our depth of consciousness and we gain wisdom about our interconnectedness.
Transcendent leaders have a responsibility to embody and teach reverence within their organization.
Most leaders have so much going on that they are distracted when they could be practicing deep listening while in dialogue with another. As psychologist Carl Rogers described it, you are listening from a place of unconditional positive regard, deep listening strengthens your capacity to connect with your essence and the essence of others you work with.
Being present opens the leader to have a greater understanding of diverse experiences.
Courage, coming from the heart, guides us to suspend disbelief, and to let go of old identities and definitions of “us versus them.” Courage allows a leader to hold to the conviction of Self. It takes great courage to reflect on our experiences that the small self may have judged as good or bad. In many organizations, judgment causes experiences to be swept under the rug and any subsequent learning available to all stakeholders is overlooked.
Transcendent leaders facilitate the opening process within and between stakeholders. Choosing not to label — an act of courage — allows them to see growth opportunities that others cannot.
Operating from a consciousness of service, transcendent leaders bring the wisdom of showing appreciation for Self and all stakeholders. Gratitude is derived from the word “grace.” Living in a state of grace or gratitude extends past positive thinking and increases the optimism, compassion and energy within an organization.
Transcendent leaders use Self-compassion and compassion for another to unlock the doorway to wisdom.
A major challenge faced by all transcendent leaders is to operate from a consciousness of the “highest good of all concerned.”
Becoming a transcendent leader often requires revising traditionally held beliefs and practices. This is not only possible and practical; it is proven to be highly beneficial, and perhaps is even required to meet the imperative laid out at Davos in 2007.