ABSTRACT!

Action Logic Leadership Theory explores how individuals assumptions of their own and others
behavior affect their thinking, acting, interpreting feedback and maintaining power. Each action logic is
comprised of three interrelated parts: a cognitive component, related to ones thinking and sensemaking capabilities; an operative component, where ones life purpose, needs, and intentions are
aligned with their actions; and an affective component, related to ones emotions and experiences of
interacting with the world. !

Strengths !
+ The techniques and practices of action logics
can be learned and help people transform to !
higher levels of positive action.!

+ There is a positive link or correlation between

being an effective leader and an understanding
of how and what a leader knows to be
important.!

- Limited empirical evidence on latter logics. Most

studies were done with managers and
professionals in ages 25-55. !

+ Grounded in ancient cultures with

increasingly meaningful contributions from
psychology and human development.!

- May be more useful for management, rather than

leadership. !

+ Multiple empirical studies support the

concepts and extensive database of sentence
completion profiles provide high reliability for
the Leadership Development Framework.!

Critiques !
- More leader/individual oriented despite increasing
reliance on the process of leadership involving
others and followers. Does not provide analysis of
how followers or others affect the action logic being
addressed.!

+ Provides utility in leadership development

and practical use for individuals and groups.

- How you see yourself may not be how others see

you. !

- Difficult not to see the action logics as stages

versus a cumulative building of meaning making!

- Does not account for cultural difference and how

other cultures interpret the same information.!

!
References!
Azzur, a British consulting firm (2014).
Torberts Action Logics a Leadership
Perspective. Retrieved from the Azzur
company website (copyright by Azzur
Limited) http://www.azzur.co.uk/
knowledgebank/
Torbert_Action_Logics.pdf

- Focus on action seems to not fully include

negative capacity and reflective inaction.!

Check For Understanding Color Key

Alchemist

Achiever

Individualist

Expert

Diplomat

Strategist

Ironist

Opportunist

Cook-Greuter, S.R. (2004). Making the

case for a developmental perspective.
Industrial and Commercial Training, 36
(7), 275-281.
Loevinger, J. (Ed.). (1998). Technical
foundations for measuring ego
development: The Washington University
Sentence Completion Test. Mahwah, NJ:
Lawrence Erlbaum Associates.

Rooke, D., & Torbert, W.R. (2005). Seven

transformations of leadership. Harvard
Business Review, April, 1-11.

Rooke, D., & Torbert, W.R. (1999). The

CEOs role in organizational
transformation.

Stephanie Barnes, Jessica Denton, John Hinck, Crystal Knight,

Melissa Montoya, Aya Turubayeva, Amy Vargas, Tracy Zetts