Sustainable knowledge transformation in and through higher education: A case for transdisciplinary leadership

This article explores inter- and transdisciplinarity, given the need for more complex, relevant, and transformative knowledge to shift society towards more sustainable futures. It connects practical questions about economic, societal, and ecological limits to questions about the limitations of academic knowledge. Transdisciplinarity involves co-constructing socially relevant, transformative knowledge with actors outside academia. In practice, transdisciplinary work requires clarity about intentions, along with inclusive and well-facilitated collaborative processes that accommodate dissenting and transgressive perspectives. Higher education has begun to experiment with inter- and transdisciplinarity via sustainability-focused projects. However, it insufficiently addresses broader demands for transformation and cannot address these adequately without integral leadership.

Integral Leadership Style: A New Perspective

The purpose of this study is to validate the proposed model of integral leadership style based on spiritual and philosophical approaches by examining the perception of tactics involved in integral leadership style in the Indian context. The data were collected from the managers regarding their leadership style according the scale developed for integral leadership style in the service sector companies in the fields finance and telecom in the northern Indian region. Authors attempt to do this by interpreting and synthesizing the model of integral leadership style. This study used Internal Consistency Reliability, Pearson Correlation, and Exploratory Factor Analysis as statistical techniques. Results showed that the model of integral leadership style is valid within the Indian context and the holistic, intuitive and conscious approaches are better correlated than intelligent and sensual approach.