6. Leadership as Response not Reaction: Wisdom and Mindfulness in Public Sector Leadership

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.