Seven transformations of leadership

By D. Rooke, W. Torbert. 2005

316 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/177e41220ffb973ec65563c7dce646e96e9ac682

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Citations in the corpus

Personality and Leadership Developmental Levels as predictors of leader performance (2009, background): “…six discrete stages of human development, each representing a different way of understanding the world; each stage results in a new way of making meaning of experiences and a new form of self-expression (Kegan, 1982; Kegan & Lahey, 1984; Merron, Fisher, & Torbert, 1987, Rooke & Torbert, 2005).”
Managers’ Citizenship Behaviors for the Environment: A Developmental Perspective (2018, methodology): “…are associated with an increased capacity to improve existing rules, manage complex issues, and make personal commitments or choices based on self-selected principles rather than established norms (CookGreuter 2000, 2004; Joiner and Josephs 2006; Pfaffenberger et al. 2011; Rooke and Torbert 2005).”
Executive Development Through Consciousness-Raising Experiences (2008, background): “Finally, leaders today are charged with being better and continuous learners (Senge, 1990; Rooke & Torbert, 2005).”
The use of constructive-developmental theory to advance the understanding of leadership (2006, background): “Rooke & Torbert (2005) posit several types of experiences that can trigger and support a leader's transformation from one developmental order to another: (a) personal changes that spark the search for new perspectives; (b) external events, for example, a promotion that provides the opportunity to…”
Leadership, leadership styles, and servant leadership (2018, background): “Rooke and Torbert (2005) assert that differences among leaders are not determined by their philosophy of leadership, personality, or even management style.”
Action Inquiry: Interweaving Multiple Qualities of Attention for Timely Action (2008, methodology): “…of 4310 as measured by the wellvalidated Leadership Development Profile, we find 5 percent scored as Opportunists, 12 percent as Diplomats, 38 percent as Experts, 30 percent as Achievers, 10 percent as Individualists, 4 percent as Strategists, and 1 percent as Alchemists (Rooke and Torbert, 2005).”
Paradoxical Leadership and the Competing Values Framework (2014, background): “…from developmental stage models of leadership that a sufficiently specific articulation of leadership behaviors, roles, and states accelerates leadership development as it provides scaffolding to support new leader behaviors (Kegan, 1983, Kegan & Lahey, 2002; Rooke & Torbert, 2005; Torbert, 2004).”