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Reflect on the Section in Chapter 14 of Quantum Leadership called “Spiritual Intelligence: Ten Rules of the Road” (pp. 608–613). Leadership is essentially a spiritual practice, making meaningful connections to improve the world. Write a 5-page personal narrative about a time in which the concepts of spirituality, community, hope, sense of belonging, purpose, and meaning came to the forefront in your practice.

Emphasize and explain each point of view on spirituality, community, hope, sense of belonging, purpose, and meaning came to the forefront in your practice.

Leadership is not simply a set of skills but a whole discipline. As such, it requires a commitment to constant growth,
self-development, and reinforcement by the work of being a leader. Leaders, in living the role, not only direct the
process of change and adaptation but also exemplify adaptability, modeling it for others. This means that personal
change, maturation, and development make up a fundamental part of the life of any leader. Consequently, leaders
are always involved in reaching for the potential within the self.
Following is a discussion of 10 basic themes that thread through the life of a leader. These themes underscore
the fact that leaders, in virtue of their role, are on a journey of exploration and growth (Exhibits 14-4 and 14-5 and
Figure 14-5).
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Figure 14-5 The Journey of Spirit.
Description
Exhibit 14-4 Ten Spiritual Rules of the Road
1. The leadership role demands courage.
2. Caring for the self is the first priority.
3. Setting a few focused goals and achieving them are preferable to setting and failing to achieve a broad range of goals.
4. Mindful reflection and/or prayer can be a powerful tool of leadership.
5. Challenge and change are normal features of the universe.
6. The universe is full of creative and transforming energy as well as mystery.
7. Leaders can seek out others who are committed to change and growth.
8. The goal of leadership is to connect to the journey of transformation.
9. Judgment is an enemy of the spirit within.
10. You cannot love your creation if you do not love the creator.
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Exhibit 14-5 Requisites of the Spiritual Journey
A desire for truth
Self-love
Creativity
The support of others
A disciplined process
Ability to see life itself as a journey
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potential, by definition a place of great g
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with their own vulnerability determines the depth of their courage. When leaders don’t face their
vulnerability because they wait until they are perfect or have the perfect answer to a problem, time is
wasted because their unique gifts are withheld (Brown, 2012). They have a responsibility to translate the
potential into real experiences in a way that helps others see how the journey requires their engagement.
Leaders are often required to live on the cutting edge, pushing against the walls of reality, forcing team
members to confront their own perceptions and behaviors, and challenging them to create their own
futures. Leaders frequently appear to be running counter to the prevailing sensibilities and must confront
the noise that their actions create, holding strongly to what is right and necessary in a way that advocates
for these things in the face of the noise—certainly a challenging reality but a requisite of the role.
2. Caring for the self is the first priority. Leaders are not self-sacrificing, long-suffering, passive personalities
who mindlessly implement the organization’s directives. Instead, they have a strong sense of self and are
fully in touch with their own motives and intentions. They are clear where they are in relationship to what
motivates action and response, and they always act on the basis of their understanding of this. They also
recognize that they cannot address the needs of others if their own neediness is greater. Therefore, they
realize that they require time for reflection, opportunities for self-development, and the skills necessary for
dealing with critical growth issues. It is only through self-understanding that leaders can help meet the
needs of others.
3. Setting a few focused goals and achieving them are preferable to setting and failing to achieve a broad
range of goals. There is nothing more debilitating than setting a host of goals and not meeting them. Thus,
it is wise to set a small number of goals and commit to achieving them. Being less ambitious ensures that
the focus does not get lost and that significant progress can be made. Personal development is a work in
progress and requires a lifetime commitment.
Focusing only on key issues of self-development makes it possible to resolve them and move on. Not
every behavior or habit can be altered at the same time. Leaders need to be kind to themselves, express
gratitude for small successes, and not expect progress on every front. Small successes can serve as the
foundation for significant change and as the means for attaining ultimate goals.
Leaders need to be similarly kind to those they are helping to change. They should assist them in
setting priorities so that they can better succeed in revising their behaviors and practices. By being realistic
and not expecting too much, leaders can turn success into a way of being. Success does much to alter
attitudes and reenergize performance, changing both the milieu and the spirit of the work.
4. Mindful reflection and/or prayer can be a powerful tool of leadership. Although there are as many religious
traditions as there are leaders, mindful reflection and prayer is central to all of them. Whatever their
convictions, leaders should know that mindful reflection and prayer has been determined to have a great
impact on the quality of decisions and the comfort with which challenges are faced. Prayer is simply a
reflection of a reality beyond one’s own. When used with mindfulness and intentionality, it harnesses the
spiritual forces within and without to help create the stamina required to carry on. It centers the mind and
calls it to focus in a way that leads to new insights and deep, strong relationships. This reflective capacity
has value for the secular mind as well. Time set aside in deeply reflective activity has demonstrated
psychobiological benefits that affect positive well-being.
Prayer and mindful reflection ensure the constancy necessary to any meaningful effort and link the effort
to the forces needed for something to happen. They encourage and strengthen the individual, realigning the
individual’s energy to fit the requirements of the task. They help keep things in perspective and pull the
mind and heart back to the journey, putting the work into a life framework rather than an event model. In
reflection and prayer, the issue or situation takes on broader and deeper implications and gets connected to
a whole range of intersections that give it meaning and call people back to the larger picture. Prayer and/or
reflection renews, strengthens, encourages, and connects people in a way that ensures their faithfulness to
the effort and to each other. Prayer and reflection are also vehicles for gratitude.
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5. Challenge and change are normal features of the universe. Stability is equivalent to death. Change is the
normal state of existence. The role of leaders is to walk the tightrope between stability and chaos, with a
tendency to favor the latter. Chaos is a sign of life in the universe and pervades human experience.
Realizing this, leaders do not expect stability to last for long. Any stability they find is simply a resting point
on the journey to the next place.
Key Point
Sometimes all that is possible is to embrace the mystery, the unknown, of a situation and allow it to be beyond
reach or understanding for a while. Going with the flow of an experience helps position the leader to discern
something different or new and advances the leader’s insight and experience in a way that simply cannot be
controlled or managed.
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Opposition, including the clash between differing interests, is part of change. Thus, leaders are always
prepared for opposition and contrary arguments, practices, and behaviors. Indeed, the techniques of
managing relationships encompass ways of challenging people’s mental models. Leaders begin by
clarifying their own perceptions, roles, and commitments and then challenge others to make their own
commitment to fostering change and meeting the challenges that arise on the journey.
6. The universe is full of creative and transforming energy as well as mystery. Regardless of their personal
belief traditions and perceptions, leaders need to understand what this means at the individual level
because they must harness the internal energy of the staff and the external energy embedded in all
transformation. This combined energy reflects a resonance with change that itself can keep people focused
and directed. Leaders can appreciate that influence and the wisdom that is often evident in the demand for
change.
Because everything is always in motion, everything that the leader does and creates somehow reflects
change and adaptation. A particular change does not happen for its own sake. It is a reflection of a grand
concert of changes that, when connected together, cocreate the next stage of the universe. Leaders, along
with everyone else, are participants in this universal dance or exchange of energy, and by understanding
this fact they can deepen the meaning of their work and change efforts. Becoming aware of the wisdom
deeply embedded in the action of the universe is the first step in discerning a deepening level of meaning
and value in the individual efforts of all who are contributing to the transformation.
7. Leaders can seek out others who are committed to change and growth. Companionship on the journey of
leadership is a great gift—but only if the companions are of the right kind. There are those who, for some
reason, are committed to making the journey of life difficult and rocky. They want others to be in their
condition. They obstruct the processes of transformation and suck the life out of the experience of
leadership.
These people should be carefully managed in the leader’s life. Leaders need as much support as they
can get in doing the work of leadership. They should expect colleagues and friends to be as committed to
personal and organizational transformation as they are. The work of leadership takes a lot of energy and
demands the support of good people who can clarify the work and stimulate the person doing it. Leaders
must seek out those who are themselves well motivated and can act to advance, rather than limit, the
leadership role. Likewise, they must break their relationships with people who are somehow driven to try to
discourage them or deflate their energy. The work is tough enough as it is.
8. The goal of leadership is to connect to the journey of transformation. When surrounded by the challenges of
leadership, leaders can lose sight of the fact that change is normal and that people cannot keep from
changing. The issue, thus, is not whether they will transform but how they will change and what condition
they will be in at the end of the change cycle.
People can change by design or by default, and it is part of the leadership role to help them change by
design—to guide them on the journey of transformation rather than letting them be carried down the rapids.
Working with people through their own tough times, however, can skew a leader’s perceptions and obscure
the fact that change is unavoidable. Therefore, leaders need to get away from their work occasionally or
talk to colleagues to reaffirm their commitment to leading change and reestablish their connection with the
journey and their vision of the future. Indeed, this is an essential part of leadership—staying grounded in
transformation.
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9. Judgment is an enemy of the spirit within. How many people have been sacrificed on the altar of judgment?
Other than in courts of law, judgment is usually destructive. The appraisals that people make of their own
activities are usually negative and have the effect of suppressing their creativity. The appraisals of others
can be just as negative and just as counterproductive.
People’s judgments reflect their feelings about what they are judging, and their judgments obviously are
formed by their values and prejudices, fears, and uncertainties. People rarely see things as they really are
but instead make what they observe into shadows of their own biases. In addition, judgments about actions
are often more concerned with the agents than with the actions themselves. An action or performance, for
example, might be condemned just because the person who did it was assumed to be unskilled or inept or
lacked the right to do it. Everything has value when seen in a valuable way. Even negative behavior can
have meaning if it is understood.
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Group Discussion
As a group, brainstorm the ways in which judgment obstructs progress. Then, brainstorm impeding judgments and
place these on a flip chart. Next, discuss possible approaches to use to prevent the various mechanisms of
judgment from taking control of a leader’s consciousness. Finally, enumerate the characteristics of the judgment
process, identify clues that someone is habitually making judgments and acting on them, and discuss ways in
which the tendency to make judgments might be managed or avoided.
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and understand the source of judgment will disable the impact of judgment and set a course for change.
10. You cannot love your creation if you do not love the creator. No person can love another in a healthy way if
the person feels unloved or even without the right to be loved. This is as true for leaders as for anyone else.
How many people have aspired to hold formal leadership positions because they are seeking recognition?
How many actual leaders have a greater neediness than those they lead? How many are looking for
satisfaction in the adulation and dependencies that can accompany the leadership role? How many leaders
keep a tight rein out of the fear they will lose control and no one will love them because they failed to do
their job or cannot own the glory?
Many seek the leadership role not solely out of a desire to make a difference. Instead, they seek it
because of their own need to shine, to be noticed, and to get from their position what they could not get
elsewhere: recognition, reward, and love. They do not realize that if they cannot find satisfaction within
themselves, they will not find it in the leadership role either. Also, they do not understand that they must first
love themselves before they can expect to get from the role what it truly has to offer. Unfortunately, others
are held back and organizational success is elusive.
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Point to Ponder
You simply cannot love another for long if you cannot love yourself first.
These 10 themes are simply suggested “givens” around which the leadership role is built. Consequently, they
can serve as a personal template for leaders as they learn to make sense of their role and find the center within
that informs each of them about their own growth. In addition, leaders who embark on a mindful spiritual exercise
regimen of the sort described previously can incorporate a personal assessment of the individual implications of
these themes into their initial workouts (or periods of mindful reflection).
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selection made, operates at every level of the

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