Leadership is no longer just about decision-making—it’s about how those decisions are made and how leaders respond to the situations around them. The concept of Conscious Leadership demonstrates when leaders operate from a place of awareness rather than reacting out of ego or fear. A fundamental concept in conscious leadership is the idea of being above the line or below the line. Understanding this difference is crucial to becoming a conscious leader who inspires trust, collaboration, and growth.
Table of Contents:
What is Conscious Leadership?
At its core, Conscious Leadership refers to the ability to make decisions and lead from a place of mindfulness and intention, rather than reactivity. Conscious leaders are aware of their emotional and mental states, allowing them to respond with reason and logic to challenges rather than reacting defensively or impulsively.
Conscious leadership requires self-awareness, emotional intelligence, and the capacity to rise above automatic behaviors and negative patterns. Leaders who are conscious are better equipped to build healthier team dynamics, increase productivity, and create a positive, inspired culture.
A key component of conscious leadership is knowing when you're operating from an above the line mindset versus a below the line mindset, which ties directly into levels of consciousness as explained by David R. Hawkins in his Map of Consciousness.
Above the Line and Below the Line
The concept of above the line and below the line relates to the levels of consciousness that govern our actions, thoughts, and emotions. On David R. Hawkins' Map of Consciousness, different emotional states are ranked on a scale from low to high, ranging from shame (low) to enlightenment (high).
Levels of Consciousness Explained
The lower levels of consciousness—such as shame, guilt, fear, and pride—are associated with below the line thinking. These states involve negative emotional energy, where leaders react out of ego, self-protection, or fear of failure. At these levels, behavior is often driven by survival instincts, which can lead to poor decisions and strained relationships.
On the other hand, higher levels of consciousness—such as courage, acceptance, and reason—are tied to above the line thinking. Leaders in these states are grounded in positive emotional energy, which allows them to respond with clarity, reason, and intention. Above the line leadership involves taking responsibility for actions and leading from a place of growth, trust, and collaboration.
How Levels of Consciousness Relate to Conscious Leadership
Conscious leadership requires the ability to recognize where you fall on the scale of consciousness at any given moment. Leaders who are operating from a lower consciousness level are more likely to react defensively and make fear-driven decisions. Conversely, leaders operating from a higher level of consciousness are more intentional, open, and capable of making decisions that benefit both themselves and their teams.
Moving from below the line to above the line is essential for effective leadership, and it starts with self-awareness and emotional regulation. Leaders must be able to recognize when they are operating from a lower consciousness level and make conscious efforts to elevate their mindset.
Below the Line Behaviour
When leaders operate below the line, they are functioning from the lower levels of consciousness, such as fear, pride, anger, and shame. These emotional states often lead to behaviors that are counterproductive and damaging to both the leader and their team.
What Does it Mean to Be Below the Line?
Being below the line means leading from a place of reactivity rather than response. Leaders in this state are often defensive, closed off to feedback, and motivated by fear or ego. In Hawkins’ levels of consciousness, emotions like shame, guilt, fear, and anger are associated with below the line behaviors. These emotions lead to narrow, survival-based thinking, where leaders see the world in terms of threats and challenges rather than opportunities.
Behaviors of Below the Line Leadership
Defensiveness: Leaders who are below the line often take feedback personally, perceiving it as a threat to their authority or competence. This leads to resistance to growth and learning.
Blame: Shifting responsibility to others is a common below-the-line behavior. Leaders who operate here avoid accountability, preferring to find fault in external circumstances or their team members.
Fear-based Decision Making: Decisions are made out of fear of failure, rejection, or loss of control. This results in short-term thinking and an inability to pursue long-term vision or strategy.
Closed-mindedness: Leaders below the line resist change and new ideas, driven by the belief that their way is the only way.
These behaviors harm workplace culture, leading to a lack of innovation, reduced collaboration, and low morale. When leaders operate below the line, their teams often mirror this energy, creating an environment marked by tension and distrust.
Above the Line Behaviour
Operating above the line means leading from higher levels of consciousness. Leaders in this state are emotionally intelligent, self-aware, and able to respond thoughtfully to challenges. Above the line leadership is about taking responsibility, responding with reason, and creating a space where both the leader and their team can grow.
What Does it Mean to Be Above the Line?
Being above the line means leading from a place of conscious awareness, where responses are thoughtful and intentional rather than reactive. Leaders in this state are open, curious, and grounded in emotional stability, allowing them to effectively respond to situations instead of being driven by impulse.
In Hawkins’ levels of consciousness, emotions like courage, willingness, acceptance, and reason are associated with above the line leadership. These emotions empower leaders to engage in clear, expansive thinking, where they see opportunities for growth and collaboration rather than threats or challenges. Operating above the line allows leaders to take responsibility for their actions and decisions, focusing on long-term outcomes while fostering an environment of trust and innovation.
Behaviours of Above the Line Leadership
Curiosity and Openness: Above the line leaders approach challenges with a curious mindset, asking questions and seeking to understand different perspectives. They remain open to feedback, viewing it as an opportunity for growth rather than a personal attack.
Accountability: Rather than shifting blame, above the line leaders take responsibility for their actions and decisions. They own their mistakes and use them as opportunities for learning.
More Productive: Above the line leaders are more productive. They are able to stay focused on solutions, prioritize effectively, and help their teams work toward clear goals.
More Mental Resilience: Above the line leaders can complete activities despite how they feel. In specific, they can maintain composure and emotional stability under pressure, staying grounded and focused even in challenging situations.
These behaviors foster a culture of trust, innovation, and collaboration. Teams led by above the line leaders feel empowered to contribute ideas and take risks without fear of criticism.
Above the Line Leadership in Everyday Life
The principles of above the line leadership aren’t confined to the workplace—they can be applied to everyday life. Whether in personal relationships, social situations, or family dynamics, operating above the line leads to more positive outcomes and deeper connections.
In family relationships, when you respond consciously instead of reacting impulsively during conflicts, you create space for understanding and resolution. For instance, as a parent, leading from above the line means you're more likely to listen to your children’s perspectives, rather than letting frustration or authority drive your reactions.
In friendships, showing curiosity and openness helps you build deeper, more meaningful connections. Rather than jumping to conclusions, thinking above the line allows you to approach conversations without judgment, fostering stronger bonds.
In your daily interactions, staying above the line leads to reason-based decision-making. This helps you thoughtfully assess situations, avoiding knee-jerk reactions, and allowing you to make balanced, well-considered choices.
By bringing above the line thinking into everyday situations, individuals can enhance their emotional well-being and cultivate more fulfilling relationships.
Conclusion
In the context of Conscious Leadership, understanding whether you're operating above the line or below the line is critical to both personal and professional success. Leaders who operate below the line function from a place of reactivity, often driven by fear, ego, or insecurity. These behaviors, associated with the lower levels of consciousness, create a toxic environment where innovation and growth are stifled.
On the other hand, above the line leadership involves conscious responses rooted in awareness and accountability. Leaders who stay above the line foster a culture of trust and collaboration, making decisions that benefit the entire organization.
The journey to becoming a conscious leader involves self-awareness and the ability to recognize where you stand on the levels of consciousness. By striving to lead from above the line, both in the workplace and in everyday life, leaders can inspire trust, create stronger relationships, and ultimately drive long-term success.
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