Reflections from Conscious Leading for Global Change: Emergence of our Collective Realities


The International Leadership Association recently held its annual conference in San Diego, California. Titled Conscious Leading for Global Change: Emergence of our Collective Realities, I participated in this conference in several ways: presenting my dissertation at a poster presentation session and participating in the emerging scholars program. As part of the emerging scholars program, I was paired with Dr. Bill Gardner. His mentorship proved invaluable on my journey to finish my dissertation. The conference also led me to reflect about my own leadership capacity and my next steps as a practitioner.

In this post, I will focus on my reflections from a session and a lunch talk that I attended.

New Constructs: Leadership Development Efficacy

The New Constructs session discussed the importance of Leadership Development Efficacy and what it does for organizations, companies, and scholars. The concept of leader efficacy has received relatively little attention in the leadership literature (Hannah, Avolio, Luthans, & Harms, 2008). This is somewhat surprising given that effective leadership requires high levels of agency (i.e., deliberately or intentionally exerting positive influence), confidence, and self-efficacy.

Leader developmental efficacy is defined as someone’s confidence in their ability to develop as a leader. There’s an emphasis on development because it is conceptually different from someone’s confidence in their ability to perform as a leader/lead. Please also note that this construct are still in press with the Leadership Quartley, please contact me if you have questions. This is a wider idea than the speakers in the session are working on and the theory is in development from Dr. Avolio.

What does Leadership Development Efficacy do?

Simply put, it allows us to find out who in an organization would get the most out of leadership development. This new construct could help determine if leadership development activities lead to a person having more intentions of developing other leaders, thus self-engaging in leadership development. Overall, I see value in this construct and feel once the measure is fully developed it could be highly valuable to Leadership and Organizational Development practitioners.

Reflections on Mindful Leading as a CEO

On October 30th, three CEOs came together discuss Mindful Leading. These executives made the lunch audience aware that mindful leading is not a fad and that it can be applied and has value across industries. During the panel discussion, each CEO pointed out different ways that they mindfully lead at the workplace. Multiple CEO’s talked about family and the importance of re-focusing oneself by being grounded in one’s family, health, and by participating a sport or other form of regular physical activity. There was an apparent notion from the CEO’s that life was a part of work and it could not be separated.

Another topic they discussed was continual learning. One CEO explained that she asks for “re-do’s” for tasks that she did not do correctly. She literally asks to re-do things she does wrong. Her reasoning is that no one person can have all the answers. Another CEO stated that he saw turnover as good for innovation, as it brings new minds into the organization. Overall, these CEO’s made it evident that they believed culture could eat strategy for breakfast. The Reflections on Mindful Leading as a CEO lunch was a great opportunity to see how effective CEO’s are running their organizations and to hear their takes on being a leader.


Hannah, S. T., Avolio, B. J., Luthans, F., & Harms, P. D. (2008). Leadership efficacy: Review and future directions. The Leadership Quarterly, 19(6), 669-692.



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