Chapter 8 The Aware Leader: Supporting Post-Autonomous Leadership Development Abigail Lynam, Geoff Fitch, and Terri O’Fallon Introduction In this chapter we share research and learning from Pacifc Integral (PI)’s 15 years of designing and facilitating the Generating Transformative Change (GTC) pro- gram; a developmentally informed and research-based leadership development program. We address our approach to working developmentally with leaders, the application of the STAGES developmental model, and the research that informs and guides the program’s curriculum. In greater detail we examine the develop- mental transition between Strategist and Construct Aware (Cook-Greuter, 2013; O’Fallon, 2016) and the implications for leadership practice and development. We explore the unique challenges and opportunities of this developmental transi- tion and the practices and processes that support it. We conclude by sharing prin- ciples and practices for working developmentally with leaders, including pitfalls and challenges, and the ethical perspectives that guide the work. Leadership and Adult Development The last 50 years of adult development research have provided considerable insight into the way adults grow, mature, and learn. Understanding these pat- terns of cognitive, emotional, behavioral, ethical, and spiritual development have signifcant implications for leadership practice and development (Kegan & Lahey 2009; McCauley, Drath, Palus, O’Connor, & Baker, 2006; Reams, 2017; Torbert et al., 2004). The general developmental trajectory includes the widening of cir- cles of identity, care, and responsibility, and increased capacity for perspective- taking, engaging with complexity, systems thinking, difference, and uncertainty. Patterns of thinking develop from either/or thinking to both/and, contextual thinking, and to one within the other paradoxical or interpenetrative thinking (Cook-Greuter, 2004; Lynam, 2014; O’Fallon, 2011). These developmental tra- jectories are relevant for today’s increasingly complex global challenges, as well as rapidly changing and interconnected contexts for life and work. AQ1 Maturing Leadership: How Adult Development Impacts Leadership, 171–189 Copyright © 2020 by Emerald Publishing Limited All rights of reproduction in any form reserved doi:10.1108/978-1-78973-401-020201010