The Leaderful Institute is a collaborative venture of The Boston Consortium for Higher Education (TBC) in
conjunction with Dr. Joe Raelin, author of Creating Leaderful Organizations, and a number of other highly talented
associates of TBC. Having provided members of the Consortium with successful interventions that can transform
their very ways of operating toward more collaborative behavior, we endeavor to bring our knowledge and practice
of leaderful development to a wider community.
In particular, we offer four distinctive competencies within the world of leaderful development consultation
across two client systems:
First, we work with key change agents within organizations, especially managers and others who are primed to
effect positive, democratic, and humanistic change within themselves, their units, and the organization as a whole.
Secondly, we work with key change agents who are committed to positive, democratic, and humanistic change within
the social networks to which their own organizations are affiliated.
Working with these two clients systems, we present a leaderful approach to development and change relying on
four critical distinctive competencies:
- We espouse and practice a unique method called “developmental action learning,” which takes participants
through three stages of practice designed to reduce the level of personal and professional risk as they become
increasingly comfortable sharing their leadership change experiments with one another and with their own member
organizations. The developmental stages are: discussion group, learning team, and project.
- We practice what we preach. Thus, we do not direct the adoption of leaderful practice nor expect other
officials to oblige participation. Anyone who participates does so on his/her own free will and, furthermore, does
so because of a commitment to learn organically within the very process of working on critical problems in their
- We are committed to not just practice, but learning from that practice. As a result, we make room for the
contribution of theory and ideas to improve the effectiveness of our actions. The key tool that we use to convert
theory into practice and practice into theory is the tool of dialogue or reflective practice.
- We are not an agent that makes recommendations and leaves the scene afterwards. We commission others to work
with us in the development of their own leaderful practice and look forward to the day when that practice is
adopted and disseminated throughout the organization and network naturally so that our involvement is no longer