Why do some corporate superstars collapse dramatically, while others survive and prosper over many decades? Is the fall primarily caused by 'technical factors', such as poor products and pricing, financial management or market choices, by self-aggrandisement, or perhaps by poor leadership attributes and capabilities? Greg Park argues that ultimately organisational survival and optimal performance over the long term is dependent upon collaborative wisdom. Within the dominant coalition of a successful community or corporation there is an inherited, pervasive, commonly and collectively held dominant logic, comprising leadership principles, perspectives and priorities, based upon universal values which are understood and accepted as satisfying the requirements and aspirations of each stakeholder. This collaborative wisdom ensures cohesive and consistent behaviour across and within every function of a complex, fast-moving organization. Its practical application is reflected in the daily operational decisions of leaders within the organisation, be they divisional, departmental heads or supervisors. Without collaborative wisdom organisational collapse is the inevitable result, primarily through the disintegration of belief, confidence, motivation, cohesion, advocacy and energy within and between key stakeholder groups. Collaborative Wisdom examines the nature and criticality of wisdom as a leadership attribute, how effective operational leadership is not just about knowledge and experience, but more fundamentally about a cognitive mental process which considers and consistently applies fundamental values, principles, perspectives and priorities in an analytical and affective manner. This ensures effective operational leadership and optimal organisational performance over the long term, informed by experience, instinct, intuition, but also by insight, judgment and ultimately, wisdom.

Throughout Integral Operational Leadership, Park acknowledges that the principles, perspectives and priorities highlighted in his first book Collaborative Wisdom: From Pervasive Logic to Effective Operational Leadership must be translated into practical and operational guidelines. Part I of this new volume briefly revisits the theory and concepts introduced in Collaborative Wisdom and brings to centre stage an alternative organisational framework and culture which has long operated on the sidelines in many business sectors. The substantive content of this volume, however, is dedicated by way of case studies and exercises to offering insights that encourage and facilitate effective day-to-day decision making. This book creates a logical and robust chain from the hidden, often forgotten, subconscious and intuitive element of the leadership cognitive process, to the daily issues, decisions, practices and actions of leaders within the operational environment. It demonstrates how the existence of a collaborative wisdom can influence the implementers, as well as the policymakers within the organisational leadership cadre. Integral Operational Leadership provides support for industry professionals who are seeking to develop their organisational capabilities and performance through clear operational leadership. This book concerns itself with an alternative and 'progressive' leadership logic based upon perspectives, priorities and practices considered more attuned to the realities of the twenty-first century environment within which the business organisation operates.

Progressive Leadership addresses the diminishing and increasingly dysfunctional contribution of firm leadership in the operational effectiveness, performance, and survival of the firm in the business context of the twenty-first century. Leadership has effectively lost its licence to lead. Progressive Leadership investigates the purpose, principles, perspectives, and priorities of the prevailing theory of the firm which directs and colours the process of leadership in terms of operational decision making and interaction with other enfranchised investors. For leadership to optimally fulfil its role and responsibilities a new theory of the firm is required, one which considers and rewards a wider group of enfranchised 'investors' to optimally leverage their assets for the benefit of the firm. This will only successfully be achieved by leaders taking a more front of mind psychological approach, better anticipating the reactions and responses of the key asset of the firm, the knowledge and innovation laden 'investors'. The book profiles a number of substantial firms which have successfully recognised the benefits of prioritising the principles of enfranchised investors and a psychological approach to leadership and concludes with an action plan as a template for existing and aspiring leaders to apply the purpose, principles, and priorities of the progressive leadership logic within their own firm.