Transcendent Leadership

The Three-T’s Framework provides leadership educators, and others interested in the subject, with an easy way to help organize and understand leadership theory, while placing it in context, and adding to knowledge about the history of the field.  Transactional, Transformational and Transcendent Leadership are examined, shown as related, and described as existing along a continuum, serving as an organizing schema and historical benchmark.

The focus of Transcending the I was to leverage autoethnography not only as a method of inquiry, but also as a catalyst for experiencing transformational change within one person’s psyche through research outcomes focused on answering the question: how can the experiences of contemplative silence, mindful awareness, and indigenous ceremony facilitate transformational learning in support of human growth towards wholeness and interdependence?

Autoethnography is a form of qualitative research whereby the author uses self-reflection and writing to explore personal experience and connect autobiographical story to wider cultural, political, and social meanings and understandings. After 20 years in a large corporation, this author found herself senior in an organization and earning a healthy income but unfulfilled in purpose and meaning. Feeling there should be something more to life than long hours, little time for family or friends, and full of meaningless things attempting to satiate her growing discontent, she took a leap-of-faith into liminal space to discover a world greater than the contemporary society she came from.

While subjective well-being can be hard to define and even harder to measure, the 2017 World Happiness Report (Helliwell, Layard, & Sachs) continues to demonstrate that measures of happiness such as economic, social, and health are important to everyone, yet nothing is as important as mental health, or eudaimonia, that sense of meaning and purpose in one’s life (p. 5). Through journaling, introspection, and storytelling, this author approached inquiry and analysis as a ceremony by which to reveal habits and patterns of her way of being which mirrored the larger culture she researched.

Many findings in this study describe a modern world in need of remembering those sacred bonds of family, community, and a shared humanity. While science has made great advancements in medicine and technology, we continue to fail at establishing a root cause between many of our behaviors and the psychological, physical, and environmental ills of our world. The spirit of this research drew upon the bases of these practices to then demonstrate the power of contemplation, mindfulness, and ceremony as one method of restoring wholeness and relationship within our collective human spirit.

From my correspondence with an African American who intends to study Egyptology and learn Egyptian Hieroglyphics in order to explore issues related to African Originality, Identity, Integrity and Spirituality. Although I am Muslim, I am convinced that Ancient Egypt, Egyptian History, Religions & Divine Sciences, if sought after in an unbiased and non-colonial academic manner, constitute - for any African - a more direct path to Truth than today's decayed Islam.

After all, the monotheistic aspects of Ancient Egypt were tantamount to real and true Islam for millennia before Prophet Muhammad was born, and this was the quintessence of his preaching. Ancient Egyptians' Sacred Texts revealed the same spiritual and material reality as the Holy Quran. And this truth was concealed by both, the Jesuit - Freemasonic -Zionist elites and today's ignorant, idiotic, fake Islamic, and Satanic sheikhs, who are the globalist elite's most dangerous tools.
https://megalommatiscomments.wordpress.com/2017/11/20/cognitive-science-ancient-egypt-what-did-pharaoh-narmers-times-egyptians-know-and-how/

Leadership elasticity enhances leadership style flexibility and mobility to enable educational leaders to maintain appropriate leadership equilibrium. The essential of leadership elasticity contributes towards organizational effectiveness by followership’s maintenance through appropriate expansion and contraction of relations and task behavioural orientation simultaneously, arrive at optimally balanced leadership equilibrium. This study aimed to explain leadership elasticity in achieving leadership equilibrium through relations and task behaviour orientating style-flex by assimilating the followership variables of task, timing, people, and trust. The study suggest both relations and task behavioural orientation is essential for a leader to bring about organizational effectiveness and social harmony. Moreover, Leadership elasticity expanding toward relations-oriented enabled less elasticity, while, expansion toward task-oriented behaviour enabled high elasticity. Leadership contextual intelligence and contextual experiences are both essential in identifying the variations in the contextual settings. This enables appropriate leadership approach of style-flex through the leadership behavioural orientations towards timing, trusting, tasking and people. The variations in the degree of elasticity can cause disturbances by frequent behavioural changes in an attempt to fit in the situation. This multi attempt behavioural changes can be the major cause of style-drift.

Keywords :Leadership Elasticity; Leadership readiness; leadership behavioural pattern; relations and Task-oriented behaviour; leadership appropriateness; leadership flexibility; leadership style-flex; leadership style-fix; Leadership style-drift; leadership multi-style flex

FREEDOM IN THE EUPHORIC GRAY SUBSTRATE - NO DUALITY, NOT LIGHT, NOT DARK.  NO FEAR, LOVE CONVERTS TO EUPHORIA.  YAHOOOOOO. 

OUR KARMA IS ATTACHED TO US BECAUSE WE ACCEPT IT.  WHICH LEAVES METAPHYSICAL FLUFF HEADS TRYING TO FIGURE OUT THEIR PROBLEMS.  KARMA HAS NEVER BEEN OURS, IT ALL STEMS FROM GOD’S LONELINESS, SO THE EQUITY OF ALL KARMA BELONGS TO GOD HERSELF*.    THUS, THIS DEATH AND REBIRTH CYCLE HAS BEEN JUST A PLAY WHEREBY WE ENTERTAIN HER AND EACH OTHER*.  EUPHORIA EVEN FIXES GOD’S LONELINESS AND ULTIMATELY CANCELS DARKNESS AS A LAYER OF CREATION*.  ALL THINGS ARE CONCEIVED IN DARKNESS – NOT ANY MORE, THOU!!

A STRAIGHT FORWARD SUMMARY THAT IS INESCAPABLE  FROM A TO Z.
IDIOTICALLY BECAUSE WE HAVE ACHIEVED THE APEX OF IDIOCY WE ARE THE MOST POWERFUL BEINGS FOR A VERY LONG WAYS IN ALL DIRECTIONS   OUR WILLFULNESS IS THE REASON.
THE FEAR OF DEATH IS ANOTHER PART OF THE DESIGN,  ITS BULL SHIT.
TRANSCENDENCE IS THE BIG DEAL IN THE 2-D IMAGE ONLY REALMS. ITS THE ONLY THING THEY TALK ABOUT.  ITS AN ORGASMIC COSMIC RUSH RIDE EVERY ONE OF THESE QUANTUM LEAPS, THAT IS EXACTLY WHAT THEY ARE.  ETC.

For years we believed there was more - a potential successor to Transformational Leadership. It is NOT that there is necessarily a successor; rather, it seems that Transformational Leadership can be divided into two distinct parts and we now have a new leadership style called Transcendental.

This research examined the use of metaphor as a tool of discourse, applying it specifically to the field of leadership.  Utilizing a post-modern social constructionist framework under which the construct “leader” was highly pliable, and was created, enhanced, mitigated or destroyed via language and interaction, this study investigated whether and in what ways the intentional use of metaphor altered the individual leadership perceptions of graduate business and public administration students.  Leadership understandings classified as “flexible” and “inflexible” were the primary focus of this inquiry given the hypothesized need for increasingly flexible understandings in globalized contexts. Conventional perceptions of leaders are themselves metaphorical: the leader is actually in the lead, the first to move forward.  This is an image appropriate for certain circumstances, but is one seen as less relevant today because it implies an often complex hierarchy, connotes exclusivity, and ignores context.

A two-part research question guided this study: (1) to what extent and (2) in what way(s) were individual graduate business and public administration students’ perceptions of leaders and leadership altered (along a “flexible/inflexible” continuum) by the intentional use of the metaphor “leader as social construction” in focused group discussions? 

Investigative methodologies were primarily qualitative and based upon the interaction between Q-Methodology and focus groups; since meaning is generated socially and subjectivity is valued, the aim was to explain individual perception change using interactional techniques.  Written interviews added depth to the findings. 

The results of the study show that although perceptions were mixed (i.e., they were flexible and inflexible both before and after the focus group intervention), exposure to the “leader as social construction” metaphor increased flexible leadership understandings among a majority of the participants.  These findings serve as a catalyst for future research.