Conscious leadership for modern complexity
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In this paper, we aim to discuss the essence of the concept of conscious leadership, highlighting the necessity as well as the relevance of engaging in conscious leadership as a way of addressing the modern business environment. Conscious leadership is introduced as the set of key concepts and features that are relevant to leadership today, supported by historical knowledge and modern findings. Atma Bodha (self-knowledge), Atma Chintan (self-contemplation), and Atma Manthan (self-churning) are essential components, as are the 7 A’s of conscious leadership: awake, aware, alive, alert, adaptable, accountable, and authentic. Reflective questions (RQs) serve as powerful tools for self-discovery, introspection, and critical thinking, leading to significant growth both personally and professionally. The study shows that conscious leadership promotes personal development, ethical decision-making, and collaborative teamwork. By embracing proactivity, problem-solving, and conflict management, leaders can effectively navigate challenges in today's business environment, leading to positive long-term organizational outcomes. Thus, this paper contributes to the construction of more enhanced leadership programs by establishing a clear outline of the path of conscious leadership.
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Jain and Sharma extended this through their 7 A's framework, positioning ethical negotiation as central to sustainable conflict resolution.
“Jain and Sharma (2024) extended this through their “7 A's” framework (e.g., accountable, authentic), positioning ethical negotiation as central to sustainable conflict resolution.”
From The Role of Conscious Leadership in Resolving Inter-Organizational Conflict: A Systematic Review and Conceptual Model (2025) · cites this paper as Jain and Sharma, 2024
Section 5, “7 A's of Conscious Leadership” (page not provided), sets out the framework and includes accountability and authenticity. It does not position ethical negotiation as central to sustainable conflict resolution; searches for those terms found discussion of ethical leadership but no such connection. (LLM, conf=0.88)
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Malek, A., & Mahmud, Q. M. (2025) · International Journal of Management and Applied Research · doi:10.18646/2056.122.25-011 · Cited by 1 · see citing works
“Jain and Sharma (2024) extended this through their “7 A’s” framework (e.g., accountable, authentic), positioning ethical negotiation as central to sustainable conflict resolution.”
- Authors
- Jain, J., & Sharma, V.
- Venue
- Journal of Business and Management Studies
- Published
- 2024-09-21
- Volume
- 6
- Issue
- 5
- Pages
- 94-105
- ISSN
- 2709-0876 (ISSN-L)
- OpenAlex
- W4402696514
- Cited by
- 0
- References
- 0
- FWCI
- 0.00
- Type
- journal article
- Language
- en
- Open access
- diamond
- dx.doi.org
- Licence
- Locations
- Journal of Business and Management Studies (publishedVersion, cc-by-nc)
- Topics
- Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
- Social Sciences › Demography › Workplace Spirituality and Leadership
- Social Sciences › Education › Education, Leadership, and Health Research
- Keywords
- conscious leadership, self-knowledge, reflective questions, ethical decision-making, collaborative teamwork, conflict management, leadership development programs, organizational outcomes
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