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Abstract
How should we lead? Despite a flood of proposals, we still seek answers. "Leading Beyond Sell" proposes an answer based on a biographical case study of Bill George, CEO of Medtronic (1989-2001). Using Wilber's integral philosophy as a framework, it asks, "how do integral leaders develop and function?" It presents a vivid, empirical and hopeful answer to the "leadership question."
Chapter 2's literature review explores three thought streams: (a) developmental psychology, in which stage developmentalists posit step-like maturation in cognitive, egoic, social and spiritual streams; (b) Wilber's integral philosophy, which places growth across a four-quadrant frame of interiors and exteriors, individuals and collectives; (c) Recent leadership literature focusing on the "inner person," values, and self-awareness. Chapter 3 lays out the dissertation's methodology.
The dissertation's heart is a description of Bill's growth and function drawn from intensive review of his books, articles, speeches, and from interviews with him and a group of his associates. After summarizing his life and placing it in sociohistorical context (chapter 4), the dissertation uses the Wilber quadrants in chapter 5 to demonstrate how Bill and his team led the company to market dominance. Chapter 6 explains the inner growth that allowed Bill to act as an integral leader in his time at and after Medtronic.
Chapter 7 relates the findings to the literature review, finding substantial support for chapter 2's main postulation: that integral people lead in a way that includes a purpose beyond profit, ego becoming secondary, a focus on others, and impeccable ethics. Also supported are suggestions that development is driven by reflection on life crucibles, growth in ethical reasoning, and increased individuation combined with a focus on others. Chapter 8 concludes that Bill George's picture of integral leadership indeed offers an inspiring and practical answer to the question, "How should we lead?"
