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The “Chaotic” Action Awareness of Transformational Leaders

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  • William R. Torbert

Abstract

This article offers illustrations of the action awareness and action style of transformational leaders, ranging from a World Bank executive to an artist-entrepreneur. The half dozen closely studied executives are identified as transformational leaders on the basis of their late-stage scores on a developmental measure. Their sensitivity to current conditions, and their ability to analogize across the domains of mission, strategy, own action and outcomes, suggest that their ongoing action awareness is consistent with a “chaos theory” appreciation of social reality.

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  • William R. Torbert, 2007. "The “Chaotic” Action Awareness of Transformational Leaders," International Journal of Public Administration, Taylor & Francis Journals, vol. 19(6), pages 911-939, June.
    • Handle: RePEc:taf:lpadxx:v:19:y:2007:i:6:p:911-939
    DOI: 10.1080/01900699608525125
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