Running head: LEADERSHIP STYLES 1

Leadership Styles (With a Meditation on the Tao)

Chase Blackwood
Arizona State University
OGL 365 – Module 6
December 5, 2019
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Leadership Styles (With a Meditation on the Tao)

In the fall semester, at Arizona State University’s Business 360 course, Reinventing

Organizations looked at the future organizational structures according to the new stages of

human consciousness based on Fredric Laloux’s book Reinventing Organizations.

In Part One of this paper, I will discuss the organizational structures Laloux presents in

his book, these organizational structures are based upon the various stages of cognitive

development amongst humans. Due to modern organizations, humanity has been able to prosper

and grow. Without these organizations, we would not be where we are at today, but many

believe, these organizations have reached their peak and are stretched to their full potential

(Laloux, 2014, p. 3). Today we as humans and the technology around us is growing at a faster

pace than ever before. Throughout Part One I will be discussing various leaders, their leadership

styles, and the organizational structure they happen to fit into Impulsive - Red, Conformist -

Amber, Achievement - Orange, and Pluralistic - Green.

In Part Two, I will be discussing different passages from The Tao of Leadership (1985)

by John Hider, which is a book that is still widely influential in leadership today, and how those

passages are relevant to the traits of an Evolutionary/Teal leader. I will then discuss my personal

opinions on Teal leadership and my willingness to lead from a Teal perspective.

Part One - Organizational Structures and Leaders

Impulsive – Red

Around 10,000 years ago, the first red organizations started to form along with a division

of labor, ego differentiation, and role differentiation (Laloux, 2014, p. 17). Today we would

recognize red organizations as street gangs and mafias (Laloux, 2014, p. 17). Red organizations

are focused on the “wolf pack” mentality, they have one alpha wolf who is the leader and must
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demonstrate enormous amounts of power at all times or else another member will attempt to

overthrow him (Laloux, 2014, p. 18). A couple of downfalls to the red organizations are that

these types of organizations fall apart easily due to the lack of a formal hierarchal pyramid and

poor planning due to their present centeredness (Laloux, 2014, p. 18).

An example of such a leader would be John Gotti, the “Teflon Don”, or “Dapper Don”,

who was one of the most influential mob bosses of all time. John Gotti was the leader of the

Gambino crime family, which was the biggest and most powerful organized crime group in

America (History, 2019, para. 2-3). John Gotti presents the impulsive red mentality by showing

his disregard for the law and society around him. Gotti eliminated any competition that stood in

his way of power, most notably the, “1985 killing of 70-year-old mafioso Paul Castellano the

apparent successor of recently deceased Gambino boss Aniello Dellacroce who was gunned

down along with his number two in command, Thomas Bilotti” (FBI, 2019, para. 4).

The most obvious piece of evidence from the paradigm in which Gotti operated has to be

the use of fear and violence to ward off anyone that stood in the way of him seizing power. In

April of 1992 the violent, ruthless mobster was convicted on thirteen counts including

racketeering, jury tampering, extortion and two counts of murder for the murders of Castellano

and Bilotti (FBI, 2019, para. 7-8).

Conformist – Amber
At the conformist Amber stage, society is growing and is now able to perceive reality

through Newtonian eyes (Laloux, 2014, p. 18). Cause and effect are now understood concepts

therefore, past, present, and future are also terms used and understood (Laloux, 2014, p.18). As

human consciousness is developing at a deeper level, deeper awareness for other people’s

feelings and perceptions (Laloux, 2014, p. 19). People are now able to identify with their role
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and are able to see how it deciphers from a role other than their own, and they are able to see

themselves from the eyes of another individual (Laloux, 2014, p.19). Amber organizations

utilize a formal hierarchal pyramid, everyone within the organization has a shared set of values

or beliefs to go by, and they also utilize uniforms, so they know who is in what position (Laloux,

2014, p. 20-23). Today Amber organizations are most often seen in government agencies,

military, public schools, and catholic churches (Laloux, 2014, p.20).

One of the most recognized branches of the military is the U.S. Navy. The U.S. Navy has

a mission statement that all are supposed to abide by, this mission statement reads, “To recruit,

train, equip, and organize to deliver combat-ready Naval forces to win conflicts and wars while

maintaining security and deterrence through sustained forward presence” (U.S. Navy, 2019,

Para. N.A.). United States Navy has a traditional hierarchal pyramid going from Esign (recent

graduates from the Naval Academy), Lieutenants, Commander, Captain, and Admirals (Military

Advantage, 2019, para. 1-13). As the Navy Officer’s ranks change, the badges on their uniform

change to coincide with their rank, this makes for easy identification within the organization.

Enlisted Sailors wear their job specialty in plain sight, rating badges are worn on left sleeve

which looks like an Eagle (called a crow), and chevrons indicating the wearer’s rank (U.S.

Navy, 2014, para. 1).

Navy is the perfect representation of an Amber- conformist organization. The Navy

utilizes a formal hierarchal pyramid using a top-down command, rankings and uniforms are used

to create a sense of identification between people and their roles.

Achievement – Orange
Orange Organizations are a whole new world in the face of organizations. Within Orange

organizations, are not governed by endless amounts of pointless rules but rather, these
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organizations are running with the complexity to challenge the rules and authority (Laloux, 2014,

23-24). Effectiveness rules how Orange organizations are running, which is why only the goal of

these organizations is to get ahead (Laloux, 2014, p.24). With the changes in cognitive

development, the orange paradigm is able to challenge authority and the status quo (Laloux,

2014, p. 24). Orange organizations are global organizations these include Nike, Wal-Mart, and

Co-cola (Laloux, 2014, p. 26). The three major breakthroughs are innovation, accountability, and

mediocracy (Laloux, 2014, p. 26). Orange organizations, “In principle, anyone can move up the

ladder, and nobody is predestined to stay in his/her position the mailroom boy can become the

CEO even if that boy happens to be a girl or has a minority background” (Laloux, 2014, p. 27).

One CEO that embodies the orange paradigm is Mark Parker who serves as the President

Chairman, and CEO of Nike. Nike remains one of the fastest, most innovative, and notable

retailers around the globe, due to the fact that Nike is focused on technology, design,

manufacturing, and keeping a steady increase in retail (Truscore, 2019, para. 2). One of the

orange organization’s breakthroughs is innovation. Parker has turned Nike into a very product-

driven culture. When Parker first started working at Nike, the Nike R&D program had over 350

projects going at a single given time (Truscore, 2019, para. 5). Parker turned those 350 projects

into 50 projects after evaluating and honing-in-on the projects that would really make a

difference for the organization (Truscore, 2019, para. 5). Parker also encourages his employees

to be creative but due to the top-down hierarchal structure of development, the individuals at the

top are in charge of the support and the direction in which the project goes (Truscore, 2019, para.

8).

Mark Parker and Nike embody the Orange organization’s paradigm. This is accomplished

by allowing their employees to be innovative free thinkers while also allowing individuals the
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opportunity to advance their careers from within, all while the organization maintains its control

from the top-down. Nike, like other Orange organizations is a machine, and the goal of the leader

is to keep the machine running at all costs (Laloux, 2014, p.29).

Pluralistic – Green
Pluralistic green paradigms switch from a right or wrong mentality to what works and

what doesn’t work (Laloux, 2014 p. 30). The pluralistic green paradigm is extremely sensitive to

the emotions and feelings of others and believes that all individuals deserve an equal amount of

respect (Laloux, 2014, p. 30). The pluralistic green strives to, “break free from the prison of

conventional roles, but the entire edifice of castes, social classes, patriarchy, institutional

religion, and other structural needs to tumble down” (Laloux, 2014, p. 30). Green organizations

do not feel comfortable with having formal hierarchy in fact they feel it is better to have a

bottom-up approach to leadership (Laloux, 2014, p. 31-35). Today, these organizations value

empowering their employees, have a value-driven culture and inspirational purchase, and

multiple stakeholder perspectives.

One organization that comes to mind when thinking of a pluralistic green leader is Jeff

Bezos the CEO of Amazon. Jeff Bezos wants to inspire, motivate and provide his team with a

sense of purpose (Hatfield, 201, para. 4). Bezos is also a leader who leads with an ethical and

moral standard which helps build trust amongst the organization (Hatfield, 2017, para. 3). The

employees at Amazon are encouraged to take part in the decision-making process, and they are

also encouraged to find solutions without fear of criticism (Hatfield, 2017, para. 7). Bezos

believes that the, “True power of a transformational leader is the ability to bring out lasting,

meaningful change in employees” (Hatfield, 2017, para. 9).

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Amazon embodies the Green paradigm by allowing its employees to feel empowered by

being involved in the decision making, motivating the team with a sense of purpose, and

remaining responsible not only to their investors but to their employees and society as a whole.

Part Two – Teal leadership and the Tao

Teal leadership demonstrating an understanding of the Tao
Teal leadership varies from Amber, Red, Orange, and Green organizations because it has

a shared set of cultural elements when it comes to evolutionary teal organizations. In self-

management, trust, information and decision-making, and responsibility and accountability are

all characteristics that teal organizations have (Laloux, 2014, p. 230-231). Equal worth, safe and

caring workplace, overcoming separation, learning, and relationships and conflict are visible

characteristics in teal organizations when analyzing the wholeness of an organization (Laloux,

2014, p. 231-232). When it comes to purpose, teal organizations value collective purpose,

individual purpose, planning for the future and purpose over profit (Laloux, 2014, p. 232). Teal

organizations operate with a purpose in which it is perusing, which calls for a customized culture

of the organization (Laloux, 2014, p. 229).

2. Polarities

A quote that stuck out to me was, “The leader teaches by example, rather than by

lecturing others on how they ought to be” (Heider, 1985, p. 3). This relates to Laloux’s (2014)

view on how Teal leaders do not have top-down hierarchal authority, but rather the leaders have

a moral authority to carry (p. 243). CEO’s in a Teal organization must model the behaviors that

coincide with self-management, wholeness, and purpose (Laloux, 2014, p. 243). In teal

organizations decisions are made using the advice process, rather than making spontaneous
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decisions without the group’s advice, CEO’s are expected to be transparent, supplying the whole

organization with the same information ensuring that each team member is able to share their

opinion. CEO’s role-model wholeness by role-modeling virtues such as humility, trust, courage,

candor, vulnerability, and authenticity (Laloux, 2014, p. 246). By expressing these behaviors

colleagues are likely to follow suit. Wholeness is role-modeled by CEO’s asking and reminding

themselves of three simple questions, “What decision will best serve the organization’s purpose?

How will this role serve the organization’s purpose? Will working with this client/supplier

further the organization’s purpose?” (Laloux, 2014, p.247).

5. Equal Treatment

“Neither is one person or people better than the rest of humanity” (Heider, 1985, p. 9).

Heider’s quote represents values that are visible in Teal organizational practices. In teal

organizations, everyone is of equal worth this is why they have given way with job descriptions

and job titles (Laloux, 2014, p. 114). Usually, the roles colleagues fall into, happen organically,

in teal organizations individuals are not put into positions in which they will not succeed

(Laloux, 2014, p.114). With the absence of job titles, one is able to find out what their true

purpose is along with where they best fit into the organization (Laloux, 2014, p. 190). Amber and

Orange organizations are focused more on the premise of job descriptions and job titles opposed

to the Teal organization which believes that individuals are not made for predefined job

descriptions and titles but their job is chosen based off roles and responsibilities they pick up

based off their talents, interests, and the needs of the organization (Laloux, 2014, p. 90). Teal

organizations are able to see the worth that every individual brings to the organization and not

look at them as just a machine.

9. A Good Group
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In teal organizations, the bottom-up approach is a design that leaders use to involve every

single one of their colleagues. “A leader does not take all the credit for what happens and has no

need for fame. A moderate ego demonstrates wisdom” (Heider, 1985, p. 17). Heider’s quote

aligns with the evolutionary teal organization’s vision because leaders actually encourage one’s

creativity and new ideas without taking credit. In teal organizations, “All members are allowed to

contribute in their distinctive way, appreciating the differences in roles, education, background,

interests, skills, characters, points of view and so on” (Laloux, 2014, p. 231). Speaking from

experience, allowing members the freedom to be creative without the fear of a leader taking

credit not only encourages but creates trust, it also allows the team to make more of an effort to

take on more tasks, projects, and solve the most pressing issues.

Personal Perception of Teal Leadership

I personally believe that Teal leadership is a leadership that not only enhances but allows

individuals to prosper who work alongside teal leaders. Knowing that my goals align with the

organization’s goals, would allow me to go to work every morning knowing I am serving a

greater purpose. Teal organizations are very team-oriented, which allows more individuals to

share their knowledge amongst the team. This helps create an open dialogue within the group,

and ultimately, in my opinion, creates a more well-rounded team because individuals are not

afraid to ask questions if they need advice or do not know how to solve a problem. The one issue

I personally have with a Teal organization is structure, I currently work in a conformist Amber

organization, one of the virtues I enjoy about the organization is that there is not only a clear line

of authority, but we also know who do call regarding what information.

Conclusion
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The ideas and principles of Fredric Laloux’s leadership styles in his book Reinventing

Organizations are based on the different stages of cognitive development amongst humans in

history. The five leadership styles were briefly described along with the specific values, beliefs,

and virtues that are present within each leadership style. In part two analyzing the Tao of

Leadership passages, I compared these specific passages to Teal leadership. I was able to clearly

see that the Tao leadership style has a very similar belief system to that of Teal leadership.

Finally, I concluded this paper with my own personal thoughts and beliefs of the Teal

organizational practices.
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References
About Navy. (2019).The United States Navy. Retrieved from. https://www.navy.com/

About Navy Badges. (2014). United States Navy. Retrieved from.

https://www.navy.mil/ah_online/archpdf/oowarfare2014.pdf

Hatfield, Robyn. (2017). Transformational leadership style. HRSS. Retrieved from.

https://hrssconsultinggroup.com/transformational-leadership-style/

Heider, John. (1985). The Tao of Leadership. Bantam Books

John Gotti. (2019). FBI. Retrieved from. https://www.fbi.gov/history/famous-cases/john-gotti

Laloux, Fredric, (2014). Reinventing Organizations: A Guide to Creating Organizations Inspired

by the Next Stage of Human Consciousness. Nelson Parker.

Leadership Styles Nike’s CEO Mark Parker. (2019). Truscore. Retrieved from.

https://www.truscore.com/resources/leadership-style-nikes-ceo-mark-parker/

Officer Ranks. (2019). Military Advantage. Retrieved from.

https://www.military.com/navy/officer-ranks.html

This day in history mafia boss John Gotti is born. (2019). History. https://www.history.com/this-

day-in-history/mafia-boss-john-gotti-is-born