IES Management College And Research Centre



Part One- Setting the foundations

Chapter 1: What do we mean by leadership anyway? • Leadership: the leaders • Leadership: the position • Leadership: actions and behaviours • Leadership: the results • Leadership: an integration • Recommended reading • Notes
Chapter 2: How do I get better at it? • Self-cultivation • What are you practising? • Deliberate practice • Embodiment and mastery • Beginnings • Recommended reading • Notes

Chapter 3: If I am to develop myself, what exactly is my ‘self’? • The evolution of an idea about who we are • Understanding the root question • Descartes’ answer • An alternative answer? • Can we find something that makes more sense? • An embodied mind • Recommended reading • Notes
Chapter 4: What does neuroscience have to say about the self? • Health warning: how to read neuroscience research • Growing a brain: understanding brain development • How the brain-body unit functions • Going with our guts • From somatic markers to the shape of the self • Recommended reading • Notes

Chapter 5: Embodying our selves • How somatic markers shape us • The impact of somatic markers • Applying this to leadership • New ideas for leadership development • Recommended reading • Notes

Part Two- Exploring the ideas in practice

Chapter 6: Developing choice and clarity as a leader • The meeting • Centering • Moving forwards • Applying Jane’s learning • Recommended reading • Notes

Chapter 7: Conflict, stress and our conditioned tendencies • Conditioned tendency response • Meeting again • Blending • John’s stress • Applying this learning • Recommended reading • Notes

Chapter 8: Giving feedback and being mindful rather than mindless • Somatic assessments • John’s programme • Ongoing practice • Mindfulness meditation • From mindfulness to mastery • Applying this learning • Recommended reading • Notes

Part Three- The wider implications for leadership

Chapter 9: Ethical leadership • Understanding group behaviours • Ethical reasoning versus rationalization • Ethical frameworks • Ethical dilemmas • Resisting social pressures and rationalizations • Taking a stand • Saying ‘no’/declines • Insists • Quits • What about controls? • Exercising ethical leadership • Creating an ethical code • Recommended reading • Notes

Chapter 10: Leadership for the 21st century • Working with complex systems • Innovation and creativity • We are motivated to be leaders • Innovation = leadership • Recommended reading • Notes

Chapter 11: Conclusions • Taking up this challenge • Practise, practise, practise... • Embodied leadership development programmes • Certifying as a somatic coach • Further resources for consultants and coaches


We don't need leaders who know about leadership - we need leaders who embody the capacity to lead in the midst of ambiguity and complexity. The concept of embodied leadership is derived from somatic coaching, a unique approach that brings the body forward as an advocate in creating a place for change and transformation. It brings together language, action, feeling and meaning and is based on the idea that the mind and body are inextricably linked: to develop one, you must cultivate the other.
Embodied Leadership deconstructs our thinking about the body using key discoveries in neuroscience to demonstrate the uses and benefits of a somatic approach, particularity in the area of emotional intelligence.There are practical exercises throughout to develop embodied leadership skills and personal development.




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