Seven Zones For Leadership:
Acting Authentically in Stability and Chaos
An Overview
by Dr. Robert Terry
In Seven Zones for Leadership: Acting Authentically in Stability and Chaos,  Bob Terry expands on the leadership theory first put forth in Authentic Leadership: Courage in Action. 
In the words of Bob Terry:
"Leadership is an amazing concept. It is so rich in meaning and implications that, when deeply understood, it opens an inquiry into profound and provocative perspectives on societal, organizational and personal life.
Some reflectors on the subject, like Peter Block, believe the term leadership is too restrictive, focusing only on positional leaders while others, like Peter Vaill, open the term to spiritual, even theological, analysis."
The Seven Zones Manual, written by Bob Terry, is companion reading to the Seven Zones For Leadership book. Bob says: "imagine a line in front of you. On the left end of the line is a world that is knowable and fixable. In the center is a world that is understandable and interpretable. And at the far right is a world that unknowable and unfixable.
Do you think leadership would be different in these different worlds? Of course. Yet very few current writers on leadership explore deeply the connection between the worldly context and leadership action."
Two notions, a question and a concept guide this exploration. The question is, “What is really going on?” The concept is authenticity.
The first triggers and propels the inquiry and the second sets the standard of the inquiry into leadership. Together, they constitute the heart of the theory and take our understanding of leadership to places few go. The standards for authenticity shift by zone; the haunting question never disappears.
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Developmental Linkage
One other aspect of Seven Zones For Leadership sets it apart from other approaches. It links three notions that rarely get linked in leadership education:
- Personal Development
- Professional Development
- Organizational Development
All too often only one or two of these ideas show up in leadership education and training seminars. Know yourself, your Myers Briggs score, your history etc. Know what is expected in your organizational function as supervisor, middle manager or executive. Know what it takes to build a robust organization for the long term.
Leadership education involves all three. Too many actual and potential leaders are versed in one or take a course in one. The most ignored is the third—organizational development. Too many leaders deepen their awareness of themselves and obtain skills for executive action yet have few clues about what it takes to build an organization or for the long term.
Related Links:
Authentic Leadership: Courage in Action
On Being a Secular Theologian
For Whites Only
Leadership Choices
Leadership Metaphors
Leadership Ethics
Leadership Paradox
Leadership and Diversity
Action Wheel Leadership Home Page
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