Integral Operational Leadership : A relationally intelligent approach to sustained performance in the twenty-first century

In his earlier book Collaborative Wisdom, Greg Park focused on the impact on business of changes in philosophical, political, economic, and social perspectives and priorities and their impact on the cognitive processes of organisational leadership. In Integral Operational Leadership, Park acknowledges that the principles, perspectives and priorities highlighted in his first book and the dominant logic that he advocates, must be translated into practical and operational guidelines. These have to align with how operational leaders view their roles and responsibilities and assist them with resolution of real issues.

Throughout Integral Operational Leadership, Park acknowledges that the principles, perspectives and priorities highlighted in his first book Collaborative Wisdom: From Pervasive Logic to Effective Operational Leadership must be translated into practical and operational guidelines.

Part I of this new volume briefly revisits the theory and concepts introduced in Collaborative Wisdom and brings to centre stage an alternative organisational framework and culture which has long operated on the sidelines in many business sectors.

The substantive content of this volume, however, is dedicated by way of case studies and exercises to offering insights that encourage and facilitate effective day-to-day decision making. This book creates a logical and robust chain from the hidden, often forgotten, subconscious and intuitive element of the leadership cognitive process, to the daily issues, decisions, practices and actions of leaders within the operational environment. It demonstrates how the existence of a collaborative wisdom can influence the implementers, as well as the policymakers within the organisational leadership cadre. Integral Operational Leadership provides support for industry professionals who are seeking to develop their organisational capabilities and performance through clear operational leadership.

This book concerns itself with an alternative and ''progressive'' leadership logic based upon perspectives, priorities and practices considered more attuned to the realities of the twenty-first century environment within which the business organisation operates.