Collaborative and Spiritual Inquiry: Positive Leadership in Organizational Change and Higher Education

This chapter explores the structural, oral, and attitudinal aspects of positive organizational change strategies among leadership by addressing and analyzing the paradigms of leadership and how they connect to organizational change management (Cameron. The Journal of Applied Behavioral Science 44(1):7–24, 2008). Specifically, the authors sought to determine how women encounter, serve, and work within organizational structures and understand the levels of discourse present in elevating personal and professional identities for future leadership efforts and contributions in the workplace. This analysis focuses on positive leadership and the outcomes of assumed, administered, and perceived changes. The authors recommend that institutions of higher education must articulate and develop an environment where academics can be nurtured and exposed to a more broadened range of professional experiences from the beginning of their employment and continue their spiritual development as an investment to enable the development of potential leaders. The authors further suggest that educators who seek a place to enhance aspects of their leadership formally acquired through personal life histories should also promote the acquisition of new leadership experiences among the human resources, political, and referential contexts when practicing mindfulness in the workplace.