The article explores issues of what matters most in individual organizational and societal transformation ± economic issues or spirit? Transformation is defined and literature on individual, organizational and societal transformation is presented. The article looks at the standard arguments that economics are the driving force in transformation and then postulates that spirituality may be as much ± if not more ± of a driving force. Evidence is provided on the growth of interest in spirituality. Then three theories of transformation are offered, one at the level of societal transformation. Each of these theories incorporates elements of spirituality in order to understand the prerequisites of transformation.Why must anyone seek for new ways of acting? The answer is that in the long run the continuity of life itself depends on the making of new experiments F F FThe continuous invention of new ways of observing is man's special secret of living (Young, 1960, quoted in Vaill, 1984.

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Regardless of the gap between the demands of the global work environment and the maturity of leaders, minimal research exists on the trend of the practice of mindfulness meditation and the developmental experiences of leaders. Consequently, scholars have little understanding of how an increasing number of leaders experience mindfulness meditation. The purpose of this study was to understand the perceived impact mindfulness meditation had on leader development for 20 manager-leaders who had a regular (at least 3 days a week) mindfulness meditation practice. The primary recruitment strategy included outreach to potential participants affiliated with professionally oriented mindfulness groups on LinkedIn. The main conceptual framework was Day’s conceptualization of leader development. The central research question addressed leaders’ perceptions and experiences of the impact of mindfulness meditation on their development as leaders. A modified Stevick–Colaizzi–Keen data analysis procedure was used in this study. Key results included the identification of 10 core themes and the associated conclusion that leaders who want to contribute solutions to global challenges will have to access more of their potential, which may require engaging in contemplative practices such as mindfulness meditation. The principal recommendation includes the serious consideration of mindfulness meditation by leaders and organizational decision makers of development investments. This study has implications for positive social change, in that a better understanding of how leaders experience mindfulness meditation may provide direction for leaders and organizations about developmental practices that support leadership effectiveness.

The potential of a probabilistic developmental model of leadership with a possible vast array of organisational applications, suggested by a recent study, is evaluated in light of the historical development of the leadership construct and to suggest directions for the future. The historical development of leadership theories is explored, the model presented, and its potential and limitations discussed.

Documents the utilization of the self‐managing work teams concept throughout the world. Specifically, explores such utilization in Australia, Canada, Japan, Sweden, the United Kingdom and the United States of America. Also investigates the pioneering use of that concept by the unions, e.g. the Communication Workers of America. Demonstrates the value of this new concept in enhancing global competitiveness. Also looks at the impact of the dominant cultural paradigm and its possible effect on the success (or lack thereof) of this concept in the various countries. Finally, suggests the need for further research to ensure an increased understanding of the successful utilization of self‐managing work teams throughout the world.