The Self-Transforming Mind: A Framework for a new theory of Growth Mindset

Kegan’s concept of self-transforming mind is one of the key theoretical foundations for Skip Bowman’s relational and transformational concept of Growth Mindset.

Self-transforming Mind

Robert Kegan’s concept of the self-transforming mind represents a higher stage of adult development, where individuals move beyond adapting to external demands and begin to challenge and reshape their own frameworks of understanding.

Book – “Immunity to Change” by Robert Kegan and Lisa Lahey

This developmental stage aligns with the shift from protection and control to connection and creativity, as leaders move away from defensive, rigid mindsets and embrace complexity, ambiguity, and innovation.

In his work, Kegan describes how individuals with a self-transforming mind have the ability to:

• Hold multiple perspectives simultaneously, rather than being attached to a single point of view.
• Question their assumptions and beliefs, allowing for continuous learning and personal transformation.
• Navigate complex, interconnected systems, seeing themselves as part of a broader whole rather than isolated individuals.

This concept has profound implications for leadership. Leaders at this developmental stage don’t just respond to challenges; they transform the way they engage with challenges. They evolve from operating within fixed structures to continuously redefining those structures, allowing for deeper creativity and innovation.

Connecting Kegan’s Self-Transforming Mind to Leadership

When we explore the idea of moving from protect and control to connect and create, Kegan’s self-transforming mind offers a compelling framework for understanding this shift. In this context, leadership development mirrors the stages of adult cognitive and emotional growth that Kegan outlines.

1. From Protection and Control to Complexity:
   • Protection and control stem from a more constrained developmental stage, where leaders are primarily concerned with maintaining stability, certainty, and personal safety. This mindset reflects what Kegan calls the socialized mind—a stage in which individuals are defined by the expectations of others and the need for validation through external structures.
   • As leaders develop towards the self-transforming mind, they become more comfortable with complexity and ambiguity. They no longer need to control outcomes or protect their egos. Instead, they embrace the unknown and encourage experimentation and innovation, making room for creative solutions that might initially seem risky or uncertain​​.
2. From Fixed Frameworks to Multiple Perspectives:
   • Leaders operating with a protective mindset often hold fixed beliefs or rigid operational models. This limits their ability to see multiple perspectives or consider new ways of thinking.
   • The self-transforming mind, by contrast, understands that growth requires constantly questioning assumptions and being open to different viewpoints. These leaders connect with others not to enforce their own vision, but to collaboratively build new possibilities. In this way, connection becomes the catalyst for creative thinking​​.
3. From Defensive Postures to Collective Growth:
   • A key feature of protective leadership is defensiveness—leaders feel threatened by change, critique, or failure, and seek to control these elements. This defensive posture stifles innovation and often isolates leaders from their teams.
   • Leaders with a self-transforming mind, however, are deeply connected to the idea of continuous learning and growth—both for themselves and for their teams. They understand that creativity flourishes in environments where failure is seen as part of the learning process, not something to be avoided at all costs. They foster psychological safety, encouraging their teams to take risks, experiment, and learn from mistakes​​.

Kegan’s Self-Transforming Mind in the Safe to Great Model

The Safe to Great leadership principles outlined by Skip Bowman—Aim High, Explore, Transform, Go High, Lift Others Up, and Team Up—parallel Kegan’s self-transforming mind in many ways. They push leaders to evolve from narrow, self-protective operating modes toward more expansive, collaborative, and creative mindsets.

• Transform: In the Safe to Great model, this principle is about leading change not just by reacting to challenges, but by redefining how challenges are approached. Leaders who embody the self-transforming mind view change as an opportunity for deep, systemic innovation, rather than something to be managed or controlled​.
• Lift Others Up: This principle aligns with Kegan’s idea of transcending individualism. Leaders with a self-transforming mind are not focused on personal achievement but on the collective growth of their teams and organizations. They create environments where team members feel safe, valued, and inspired to contribute creatively​.
• Explore: Leaders with a self-transforming mind are inherently exploratory—constantly questioning existing frameworks, seeking new perspectives, and encouraging experimentation. This mindset is key to unlocking creativity, as it removes the fear of failure and fosters a culture of continuous learning​​.

Conclusion: From Protect and Control to Connect and Create with the Self-Transforming Mind

The shift from protect and control to connect and create is not just about changing leadership tactics—it’s about a deep developmental shift in how leaders see themselves and the world around them.

Kegan’s self-transforming mind offers a powerful framework for understanding this transformation. Leaders who reach this stage of development are able to transcend the need for control, embrace complexity, and foster environments where connection and creativity thrive.

By integrating Kegan’s ideas with the Safe to Great principles, leaders can develop the capacity for profound, transformational growth—both in themselves and in their organizations. This shift enables them to lead with vision, inspire innovation, and build deeply connected, creative teams that are prepared to tackle the complexities of the modern world.