ABSTRACT

Managing one's ego and moving beyond it is a critical aspect of Transpersonal Leadership. The consequences of a leader with a powerful ego is that they will make decisions for their own benefit rather than in the best interests of the organisation. Organisational cultures have "egos" too, resulting in them giving preference to particular stakeholders, which might not be in the long-term interest of the organisation. Organisations have egos too, embedded in their culture. Once we are conscious of the drivers of our own ego and feel we can manage them, the next step as a leader is to think and act beyond the ego of the organisation. Every organisation has its own culture, and every culture has its own sub-conscious priority for its stakeholders. Many private sector organisations would claim the customer is the most important, though quite often we know this is not actually so.