Synthesis

Strategy, Leadership and the Soul presents a new paradigm for organizations. In building their case, the authors present a unique analysis of the dynamics of organizational evolution since 1850 to the present day, reflecting on how the context of the changing nature of society over time has informed the necessary adjustments in structure and leadership, and how these have been vital to the sustainability of those organizations. The current quixotic context for both small and large organizations—the rapidly changing business landscape, global interconnectedness, technological innovation and the diversity of the needs of customers and employees alike—requires organizations to ‘be in a state of permanent transformation if they are to survive’, to become transorganizations.

In order for these transorganizations to, a new style of leader is required—a transleader. From their experience as consultants, the authors conclude that transleaders must transform themselves first rather than look to the outside for a solution. The qualities needed for this leadership style are:

• the ability to communicate with passion and clarity
• to develop a shared language that can transform the thinking of everyone working in or with the organization,
• to inspire self-confidence and knowledge to strengthen teams,
• to share power, and give greater control to the workforce
• to behave like mentors rather than bosses,
• to welcome diversity,
• to have an exceptional level of self-awareness,
• to be able to transcend culture, age, and title as a means to arrive at what is relevant

Aligning the values and beliefs of the transorganisation and the transleader is a key feature of this new paradigm. Transorganizational strategy must be similarly aligned, with an agility and flexibility to allow for an unlimited number of possibilities. Without this, organizations become dysfunctional and will be subject to a very real chance of failure.

The soul of an organization is the intrinsic corporate identity that underlies all that it does, that informs its business practices, its aims and goals, its internal and external relationships and its intangible sense of direction—shared in an aligned way between its employees, its managers, its shareholders and its business partners. It is the extremely present and powerful set of beliefs that make the organization what it is. This is not the same as superficial PR or the ‘image’ on advertisements, nor is it just brand identity or corporate culture, but the identity that defines and aligns the relationship it has within the various sectors of the organization and in its interface with the global community.

Strategy, Leadership and the Soul provides a new paradigm and a practical guide to the personal and the organizational adaptation needed to meet the challenges of the future.