• Leadership stages are the stages of Capacity Development through which a leader can perceive and act in the world. At each stage, the the person's worldview changes and expands including all of the capacity of the prior stages that multiply or “synergize” to develop a newly activated level of complexity.

The following function helps to explain an A-type individual:

f (A) = A (H x T x I x G x X)

• Earlier stages may not have the combined cognitive, social, emotional, needs, values, or ethical complexity necessary to perceive or act coherently with environmental demands.



• For example, large organizations often ask their tactical T-type leaders to design concrete quarterly targets, 1-5 year plans as well as 10-20 year scenario forecasts and plans that will benefit the entire organization.
  
  
  • T-type leaders are extremely proficient at linearly calculating how to use materials and “human resources” to accomplish self-identified, short-term, quantitative goals (e.g. quarterly financial goals or one-year implementation plans for a familiar product in a familiar market).
  • T-type leaders are typically NOT adept at providing even relatively accurate longer-term plans for new customers or markets since they literally may not perceive the demands that changing life conditions, interrelated systemic forces, and multiple stakeholders with different values sets will make on a project or organization. This requires A-type leadership capacity.



• Organizations will receive the best results from matching the capacity of a leader to the capacity of the role that leader is required to fulfill. The leader’s capacity should also match the Cultural Stage required by the project or organization (i.e. Cultural, Intercultural, or Transcultural). Doing so will build financial, human, and “good-will” capital for the organization. Failure to do so usually results in expensive restructuring, failed projects, and potentially sucessful leaders who leave or are fired from an organization.