His Holiness the Dalai Lama & Laurens Van Den Muyzenberg
London: Nicholas Brealey Publishing, 2008.202 pp; AUD 32.95.

Reviewed by Travis J. Kemp

There has been a growing interest in the application of applied positive psychology methods to the context of coaching in recent times. Indeed, a special issue of the International Coaching Psychology Review (Linley & Kauffman, 2007) was devoted entirely to this theme. Since that time, momentum has gathered in the application of positive psychology to coaching, for example, the mindfulness-based meditation practices outlined by Kabat-Zinn (2005) have been of particular interest to many practicing coaching psychologists. Publications in this area have ranged from the more theoretical applications of mindfulnessbased training to coaching (Collard & Walsh, 2008) to more robust randomised treatment-control group designs such as those reported by Spence, Cavanagh and Grant (2008).

These methods have been employed in Eastern philosophical traditions for thousands of years and recently, through the convening of special interest groups within professional psychology associations such as the Australian Psychological Society, broader Buddhist practices are being explored as potential positive applied psychological interventions within mainstream practice.

Hence a collaboration between the Buddhist tradition’s highest office holder, His Holiness The Dalai Lama and international management development consultant Laurens Van Den Muyzenberg may be of interest to the coaching psychology practitioner working within the leadership coaching context.

The Leader’s Way opens with The Dalai Lama and Muyzenberg illuminating their respective interests in the other’s domain of expertise. Of course, Buddhism is no stranger to business and leadership, with previous insights into this marriage of philosophies being eloquently captured by Buddhist authors such as Roach (2000). However, The Dalai Lama’s explicit intention of contributing to this book is made clear in his introductory declaration:

‘Why am I writing this book now? Because I feel we all should have a sincere concern and take responsibility for how the global economy operates, and an interest in the role of business in shaping our interconnectedness.’ (p.1)

Prophetic and enlightening words from a simple monk as we now settle in to the worst period of economic turmoil in world history.

The book is organised into three broad sections. Leading Yourself; Leading your Organization; and Leading in an Interconnected World. Each of these sections has three unique chapters outlining the application of a specific Buddhist principle to leadership and organisations.

The dialogue within the chapters captures the flowing discourse between The Dalai Lama and Muyzenberg as the application of the broader Buddhist principles of living to the challenges of leadership are progressively explored.

Part one, Leading Yourself, explores the process of developing wisdom and introduces the reader to the Buddhist philosophies of dependent origination, interdependence and impermanence. Muyzenberg articulately translates the application of these principles to the leader’s unique context and challenges and simplifies these often complex and multi-layered concepts into tangible and useable insights and practices for leaders. Staying positive, accepting reality and taking ethical actions are each explored in the first three chapters but perhaps the most immediately accessible and intriguing element of this opening part is the explorations of the Six Perfections; Generosity, ethical discipline, patience, enthusiastic effort, concentration and wisdom. These six perfections, albeit in creative Western business vernacular, have become a central concern and focus for contemporary leadership theorists. The final chapter in this part outlines the importance of training one’s mind in achieving effective leadership. As one would expect, meditation features heavily here and the reader is introduced at a very basic level to the basic structure, function and outcomes of meditation practice.

Part two, Leading Your Organization, turns its attentions to discovering and articulating purpose. The importance of values are highlighted and the tricky subject of the leader’s character is explored in the context of understanding principles and the Buddhist notions of causation. Again, the importance of understanding oneself lies at the core of understanding ‘other’ and this theme is consistently reinforced throughout the book. The place of consistent and constant mindfulness and self-management emerge as consistent themes for leading effectively. The concluding chapter in this part focuses on integrity in business and ethical conduct and the importance of transparency and integrity in transacting business is highlighted from the core Buddhist principles from whence they emanate.

Part three extends the conversation to the challenges of globalization and the loss of diversity within a global market. The implications of environmental change are also touched upon but it is at this point that the book begins to deviate subtly from its balanced and pragmatic approach to relating Buddhist learning to leadership and strays towards becoming a platform for articulating a considered yet values influenced view. I stress at this point that this shift is subtle, however, as the emerging challenges of globalisation are explored, there surfaces a hint of the political and the human-rights activist in both authors perspectives. Strong socialist philosophies relating to enterprise, property ownership and the banking system are postured and a diagnostic approach to a dysfunctional world economy begins to surface. Whilst theoretically sound, the latter chapters grapple with maintaining the balance between pragmatism and idealism which the reader must ultimately resolve on their own terms.

In summary, this is an accessible and easily digestible book for all those interested in leadership and leadership development regardless of their level of familiarity with Buddhist philosophy. For those coaching psychologists working with positive applied methods, it provides a basic foundation in one Eastern philosophical source and its theoretical application to Western business challenges. As a result, it can provide a valuable entry point for clients who are open and interested in exploring an alternative paradigm for leadership development. Whilst the book could be seen by its harsher critics as straying into a values laden duologue, the discerning and well self-managed reader will attend to the timeless core messages it articulates and derive a degree of insight and perspective on the complexity and challenges inherent in the role of leader.

Travis J. Kemp
University of Adelaide.
University of Sydney.
University of South Australia.
The Teleran Group Pty. Ltd.

References

Collard, P. & Walsh, J. (2008). Sensory awareness mindfulness training in coaching: Accepting life’s challenges. Journal of Rational-Emotive & Cognitive-Behavior Therapy, 26(1), 30-37.

Kabat-Zinn, J. (2005). Coming to our senses. Piatkus Books.

Linley, P.A. & Kauffman, C. (Eds.). Special Issue: Positive Psychology. International Coaching Psychology Review, 2(1), 1-112.

Roach, M. (2000). The Diamond Cutter: The Buddha on managing your business and your life. New York: Three Leaves.

Spence, G., Cavanagh, M. & Grant, A. (2008). The integration of mindfulness training and health coaching: An exploratory study. Coaching: An International Journal of Theory, Research and Practice; 1(2), 145-163.