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There are currently 8 styles of leadership with a potential for humankind to develop another 10 new ways of leadership. Each way of leadership is based on a persons preferences for change and cultural centre of gravity – the integral pulse.

These are the pure form and leaders are a combination with a centre of gravity located in a given style to support current life conditions. Each style is a microcosm and has communication, decision making and organisational preferences

  • Planet – Still Evolving – Cosmos, Planet, Society.
  • Align – Knowledge, competency supersede rank, power, status.
  • Harmonise – Reach decisions by reconciliation and consensus.
  • Strategise – Optimistic, risk-taking, self-reliant, deserve success
  • Manage – Impulsivity controlled through guilt; each has a proper place.
  • Express – Enjoys self to the fullest, now without guilt or remorse.
  • Bond – Preserve sacred objects, places, events, and memories.
  • Common – Food, Water, Warmth, Sex, and Safety have priority.

(Based on the work of Clare W Garves 2005, Beck and Cowan 1996, Cook 2008)

The complexity of decision making increases from Common to Planet and all have the ability to use less complex styles if life condition require it.

For a leader to move from good to great needs an understanding of the appropriate style for a give situation and life conditions.


Intentional Leadership

To lead with intention is by taking responsibility for aligning decisions and changes with the life conditions of those involved. Understanding the preferences for change and the social ‘DNA” for those who are looking for leadership. Letting others lead who have the competencies. Taking personal responsibility for aligning all views but being prepared to take the ultimate decision.


Authentic Leadership

Authentic Leadership “….it is important to know where one stands on important moral and professional issues and then act accordingly” (p199) start with “know thyself” (p200) the role of the individual. Duignan, P A. and N. Bhindi (1997). Authenticity in leadership: an emerging perspective. Journal of Educational Administration, Vol. 35 No. 3.

Understanding the health of your ‘Integral Pulse’ starts the journey of understanding self and those around you- what is below the surface.


Beck, D. E. and C.C. Cowan (1996). Spiral Dynamics – mastering values, leadership and change. Blackwell Publishers Ltd Oxford UK.

Graves, C. W. (1977). Draft of unpublished Book “A treatise on the emergent cyclical conception of the nature of humanness and its development.” Dr. D E Beck Denton Texas USA

Cook J.E. (2008) “The Role of the Individual in Organisational Cultures: A Gravesian Integrated Approach” PhD Thesis Sheffield Hallam University, Sheffield, UK.
Graves, C. W. (2005). The Never Ending Quest. Edited and complied by Christopher. C. Cowan and Natasha Todorovic. ECLET Publishing, Santa Barbara. USA.