Leader Levels Described in Under 600 words

As far as we can discern, the sole purpose of human existence

is to kindle the light in the darkness of mere being

                                                 --Carl Jung, “Memories, Dreams, and Reflections,” 1962

The most powerful source of renewable energy for a leader is deep personal reflection—and in today’s business environment it is in short supply.  A recent report found that 1 in 3 North American workers feel chronically overworked.¹  With so much daily stress there is little time for the important kind of reflection that unlocks faith, trust, courage and other vital virtues necessary for leadership. 

Throughout history we know great leaders have engaged in reflective practices (cf. Marcus Aurelius, Meditations), but strangely we know less about the content of what effective leaders reflect on when making decisions.  Based on our research, and in our executive coaching, leaders’ reflections differ depending on their level of maturity as a leader.  The content of what leaders reflect on—and also what they lose sleep over—differentiates effective from ineffective leaders. 

 In broadest terms, there are four leadership development levels (LDL) that we label simply as LDL 2 through LDL 5.²   Based on the work of Robert Kegan, LDL reflects the underlying developmental maturity to understand ourselves, others, and our situations. ³ Leaders at the lowest LDL (LDL 2 leaders) understand the world simplistically. At this level, LDL 2 leaders see the world categorically—black or white, win or lose.  Leaders at this level see the world only in terms of their own wants and needs. Thus, executives at LDL 2 tell us they reflect mostly about “winning and “controlling others.” For example, LDL2 leaders tell us they often reflect on how much better they are than others.  What LDL 2 leaders cannot reflect on is others’ influence on them and their impact on others.  Thus, LDL 2 leaders’ sole focus on their own achievements severely limits their positive influence on others. 

At LDL 3, executives rely exclusively on the outside world as the source of knowledge about themselves.  They don’t just have relationships but are defined by those relationships.  LDL 3 leaders get caught between competing interpersonal demands and feeling torn in their decision making. Often they look to the safety of the boss or in polling the group for answers. They reflect on how to keep others happy.  When negative outcomes result, they waste vital time and energy blaming others; LDL 3 leaders characteristically do not take ownership of mistakes or failures.  We’ve learned that LDL 3 leaders over dramatize the “politics” of the situation and are mostly blind to how to move followers as well as the company forward.  Importantly, they don’t have the principles to discern “the right thing to do.”  

LDL 4 leaders distinguish themselves through independence and their capacity to lead from strong values. LDL 4 leaders don’t just have values, they are their values.  LDL 4 leaders are not defined by the situation like LDL3s, but in fact, influence events around them through their values.  Thus, LDL4s are proactive rather than reactive leaders.  They are seen as leaders because they create a shared vision with others to achieve outcomes. At LDL 4, leaders reflect on how to live within their own values and embody the organization’s culture.  We find that LDL 4 leaders would rather leave the organization than to have their values compromised.

At LDL 5, leaders know that to be successful they must be more than their values. Self awareness coupled with a willingness to be vulnerable with others distinguishes LDL 5 leaders.  We have found that LDL 5 leaders reflect deeply about the best interests of the organization and how to contribute to the larger community.  LDL5s lead holistically: “it is not about us, but about all of us.”

When leaders take the time to reflect on their decisions, it is their LDL that frames how those decisions are made.  If you reflect as a LDL 5 and become intentional in the development of others and seek integration of your ideas with others, then you are likely leading with greater maturity and effectiveness.