Table of Contents
This chapter concerns the development of cognitive and emotional capabilities of leaders in the public sector; in particular, the capacity to respond rather than react automatically to challenging events, described herein as ‘mindfulness’. The chapter aims to make the case:
That key differences in the complexity of cognitive and emotional processing are not stylistic but developmental. Although difficult, it is possible for leaders to learn to think and feel in more complex ways; and
That the cultivation of mindfulness in particular may well be associated with this development.
In essence, the chapter argues that the failure to think complexly is a problem for public sector and political leadership and that the cultivation of mindfulness may form part of the solution.
The chapter begins by outlining key theoretical beliefs embodied in the psychological perspective that informs this work, then outlines what mental complexity might look like in the context of a senior public servant. Two key developmental pathologies are then described (over and under-differentiation) and linked to senior leadership in Australia by considering Judith Brett’s (2007) analysis of John Howard’s term as prime minister. Finally, the possible implications of mindfulness training in the development of mental complexity are considered and related to leadership. The chapter concludes with a brief consideration of some key factors working against the development of mental complexity in public sector and political leaders.