There are profound implications at the micro-level with regard to the lives lived in “desperation” by men and women who have lost their job or at the very least have given up hope of realizing lifelong dreams. They are living in the organizational underground, a world populated by the unemployed and underemployed.

In this issue we specifically explore the obstacles that face sage leaders in their civic engagement and the ways they find meaning and satisfaction in this engagement—despite the obstacles. We also offer two more interviews.

There is a kind of “multi-tasking” that takes place in this remarkable city located on the Mississippi River. It is a state of mind that should be cherished in the lives and minds of the men and women we coach.

Four very different assumptions about what leads people or organizations to change are presented: Rational Planning, Social Interaction, Human Problem-Solving and Political approaches to planned change.

In the world of 21st Century organizations we experience profound vulnerability—in large part because the environment both inside and outside the organization is filled with complexity, unpredictability and turbulence (a confluence of order and chaos).

What does a theoretical model of evolution have to do with the very real world of organizational innovation and the challenges of fostering change within a complex system (such as exists in 21st Century organizations).

How do we as coaches work most effectively with men and women who have been identified as high potential performers, and how do we work most effectively with men and women who have already been acknowledged for high levels of performance?

The new role of the sage leader is to walk the planet as a person of inner harmony who is civically engaged in his or her community. That is the subject of this project on Theory S.

There is need to explore four subjects: a new paradigm of what aging means today, an understanding of the historic role of the elder, the meaning of “sagacity,” and the relevance of leadership research.

Any study of Theory S – and specially any study regarding the nature of Senior Sage leadership (ages 56+) and Emerging Sage leadership (ages 25-55)—must take into account social and cultural aspects of the age groups that broadly define who these people are and what they represent.