We are committed to advancing the appreciation and practice of vertical development to evolve leaders, teams, and organizations

Research/Bibliography

The authors offer a conceptual framework and hypothesis that stage transitions occur in response to life experiences that are structurally destabilizing, personally salient, emotionally engaging, and interpersonal. Their research demonstrates the possibility of continued ego development into adulthood.

The authors investigate constructive-development theory as a predictor of leadership performance. They find that Leadership Developmental Level accounts for leadership performance independent of personality.

The authors examine relationships between leadership development levels and leadership effectiveness using 360-degree feedback scores. Research examines raters’ ability to recognize effective leadership practices using a constructive developmental framework.

Dr. Cook-Greuter introduces the concept of action logics as increasingly complex and flexible systems of meaning-making. She adds the developmental perspective of vertical transformation and details the

This article names four future trends in leadership development, the first of which is identified as vertical development. The author asserts that in our new environment characterized by complexity, volatility and unpredictability, the challenge is one of development (growing a bigger mind), not of leadership (knowing what good leadership looks like).

Based on research with 21 top executives, the authors identify a measurable characteristic shared by highly effective leaders: Leadership Development Level–indicating levels of maturity that shape the mental and moral capacities of leaders.

The authors provide an updated critical review of Loevinger’s theory of ego development over two decades. Research shows substantial empirical support for the conceptual soundness of ego development theory and the WUSCT.