A phenomenological study of interrelatedness and leadership for the common good

This study was conducted to investigate a sense of interrelatedness, as leaders who exemplify an outstanding commitment to the common good experience it. A search of the literature on interrelatedness and leadership revealed a growing body of knowledge about the interrelated nature of our world and an increasing urgency to recognize it. Utilizing hermeneutic phenomenological methodology and a sense of interrelatedness as a lens, comprehensive interviews were conducted to discover the experiences of 21 highly committed leaders. Participants of the study described "interrelatedness" and how it has manifested itself in their lives, their work, and particularly in the ways they lead. The analyses of the interviews revealed that there is a paucity of language to describe a sense of interrelatedness, and that a certain level of consciousness is required to be able to conceptually perceive of the interrelated nature of life. Interrelatedness becomes well developed when one is open to experiences with otherness, and one is continually challenged to maintain a developing sense of interrelatedness. Leaders with an embodied sense of interrelatedness practice relational leadership. The process of leading common to most of the participants revealed a pattern of leadership that is rooted in relational thinking and acting. This relational form of leadership engages inclusive facilitation to "birth" new ideas for strategy and action. Leadership characteristics include: a curious disposition and certain habits of mind; a presence that is non-judgemental and open to learning; a capacity to listen with empathy; and a decision-making process that involves a letting come of new ideas.; Implications of the conclusions drawn from this study suggest that leadership training could benefit from attention given to developing leaders' inner capacities for an expanded consciousness that includes a paradigm of interrelatedness.