Scaling Leadership : Building Organizational Capability and Capacity to Create Outcomes That Matter Most.
Anderson, Robert J.
Scaling Leadership : Building Organizational Capability and Capacity to Create Outcomes That Matter Most. - 1st ed. - 1 online resource (291 pages)
Intro -- Scaling LEADERSHIP: Building Organizational Capability and Capacity to Create Outcomes that Matter Most -- Contents -- Foreword -- Acknowledgments -- Introduction -- Chapter 1 Exposed at Scale -- Leadership at Scale -- The Development Gap -- The Spiritual Journey of Leadership -- Chapter 2 Profiles in Leadership -- Optimal Leadership Circle Profile -- Creative Leadership -- Creative Leadership and Business Performance -- Reactive Leadership -- Push-Pull of Leadership Effectiveness -- A Tale of Two Leaders -- Conditions for Scale -- Condition 1 : Creative Leadership -- Condition 2 : Deep Relationship -- Condition 3 : Radically Human -- Condition 4 : Systems Awareness -- Condition 5 : Purposeful Achievement -- Condition 6 : Generative Tension -- Bridging the Development Gap -- Chapter 3 Getting a Street View on Leadership -- Sample Demographics -- How Different Are These Groups? -- So What? -- Chapter 4 High-Creative Leadership Strengths -- Strengths of High-Creative Leaders -- Top 10 Skills for High-Creative Leaders -- Biggest Strength Gaps -- What Surprised Us? -- Contribution of Women Leaders -- Scaling Leadership -- Chapter 5 The Strengths of High-Reactive Leaders -- Top 10 Strengths of High-Reactive Leaders -- Non-Differentiating Strengths -- Redefining Leadership -- Chapter 6 Leader Liabilities -- How We Interrupt Our Effectiveness -- Top 10 Liabilities of High-Reactive Leaders -- Case Example: President Edwardo -- Leadership Ratio -- What Is Your Return on Leadership? -- Relationship-Task Balance -- Chapter 7 The Canceling Effect -- The Canceling Effect -- Does Your Leadership Scale? The Impact of Non-Differentiating Strengths -- Seven Multiples, Seven Canceling Effects -- Systemic Canceling Effects -- Are You Amplifying Your Multiple or Your Canceling Effect? -- A Matter of Development (The Peter Principle Revisited). Chapter 8 How Leaders Scale Leadership -- Case in Pont: Jeff Hilzinger -- Scaling Leadership Beyond Yourself -- Step 1 : Start with Yourself -- Step 2 : Develop Leadership Teams -- Step 3 : Build Leadership Systems -- Jeff Hilzinger: A Transformational Leader -- Chapter 9 Full-Spectrum Leadership -- The Middle Groups -- A Pathway of Development -- A Deeper Dive into the Data -- So What? Key Conclusions -- Where Are You? -- It's Time for an Upgrade -- Chapter 10 Reactive Leadership -- Canceled Gifts and Competing Liabilities -- Heart-Centered Leaders -- Will-Centered Leaders -- Head-Centered Leadership -- The Universal Model Maps Core Patterns -- Chapter 11 Transforming Reactive into Creative Leadership -- Shift from Reactive to Creative in Three Movements -- The First Movement -- The Second Movement -- The Third Movement -- Three Movements, One Symphony -- Complementary Competencies -- Developing Conscious Leadership -- Chapter 12 Practices That Transform Leadership -- How to Change -- Establish Generative Tension -- Tell the Truth About What We Want -- Discerning Purpose -- Distill Vision -- Outcomes and Behavior -- Telling the Truth About Current Reality -- Be Intentional -- Stop, Challenge, Choose -- Practice -- Intuition -- Reflection -- Feedback -- Truth Telling -- Lead the Change -- Chapter 13 Integral Leadership Informed by Grace -- Appendix A Leadership Circle Profile Summary Dimensions -- Appendix B Leadership Effectiveness and Business Performance -- Appendix C Research Methodology -- Description of LQ Indicator and the Selection of Specific Samples Based on LQ -- Description of Qualitative Analysis of Comment Feedback -- Appendix D Definitions of Thematic Strengths and Liabilities -- Thematic Strengths -- Thematic Challenges/Liabilities -- Appendix E Theorists Integrated into the Leadership Circle Universal Model of Leadership. About the Authors -- Notes -- References -- Index -- Advert -- EULA.
9781119538271
Leadership.
Electronic books.
658.4092
Scaling Leadership : Building Organizational Capability and Capacity to Create Outcomes That Matter Most. - 1st ed. - 1 online resource (291 pages)
Intro -- Scaling LEADERSHIP: Building Organizational Capability and Capacity to Create Outcomes that Matter Most -- Contents -- Foreword -- Acknowledgments -- Introduction -- Chapter 1 Exposed at Scale -- Leadership at Scale -- The Development Gap -- The Spiritual Journey of Leadership -- Chapter 2 Profiles in Leadership -- Optimal Leadership Circle Profile -- Creative Leadership -- Creative Leadership and Business Performance -- Reactive Leadership -- Push-Pull of Leadership Effectiveness -- A Tale of Two Leaders -- Conditions for Scale -- Condition 1 : Creative Leadership -- Condition 2 : Deep Relationship -- Condition 3 : Radically Human -- Condition 4 : Systems Awareness -- Condition 5 : Purposeful Achievement -- Condition 6 : Generative Tension -- Bridging the Development Gap -- Chapter 3 Getting a Street View on Leadership -- Sample Demographics -- How Different Are These Groups? -- So What? -- Chapter 4 High-Creative Leadership Strengths -- Strengths of High-Creative Leaders -- Top 10 Skills for High-Creative Leaders -- Biggest Strength Gaps -- What Surprised Us? -- Contribution of Women Leaders -- Scaling Leadership -- Chapter 5 The Strengths of High-Reactive Leaders -- Top 10 Strengths of High-Reactive Leaders -- Non-Differentiating Strengths -- Redefining Leadership -- Chapter 6 Leader Liabilities -- How We Interrupt Our Effectiveness -- Top 10 Liabilities of High-Reactive Leaders -- Case Example: President Edwardo -- Leadership Ratio -- What Is Your Return on Leadership? -- Relationship-Task Balance -- Chapter 7 The Canceling Effect -- The Canceling Effect -- Does Your Leadership Scale? The Impact of Non-Differentiating Strengths -- Seven Multiples, Seven Canceling Effects -- Systemic Canceling Effects -- Are You Amplifying Your Multiple or Your Canceling Effect? -- A Matter of Development (The Peter Principle Revisited). Chapter 8 How Leaders Scale Leadership -- Case in Pont: Jeff Hilzinger -- Scaling Leadership Beyond Yourself -- Step 1 : Start with Yourself -- Step 2 : Develop Leadership Teams -- Step 3 : Build Leadership Systems -- Jeff Hilzinger: A Transformational Leader -- Chapter 9 Full-Spectrum Leadership -- The Middle Groups -- A Pathway of Development -- A Deeper Dive into the Data -- So What? Key Conclusions -- Where Are You? -- It's Time for an Upgrade -- Chapter 10 Reactive Leadership -- Canceled Gifts and Competing Liabilities -- Heart-Centered Leaders -- Will-Centered Leaders -- Head-Centered Leadership -- The Universal Model Maps Core Patterns -- Chapter 11 Transforming Reactive into Creative Leadership -- Shift from Reactive to Creative in Three Movements -- The First Movement -- The Second Movement -- The Third Movement -- Three Movements, One Symphony -- Complementary Competencies -- Developing Conscious Leadership -- Chapter 12 Practices That Transform Leadership -- How to Change -- Establish Generative Tension -- Tell the Truth About What We Want -- Discerning Purpose -- Distill Vision -- Outcomes and Behavior -- Telling the Truth About Current Reality -- Be Intentional -- Stop, Challenge, Choose -- Practice -- Intuition -- Reflection -- Feedback -- Truth Telling -- Lead the Change -- Chapter 13 Integral Leadership Informed by Grace -- Appendix A Leadership Circle Profile Summary Dimensions -- Appendix B Leadership Effectiveness and Business Performance -- Appendix C Research Methodology -- Description of LQ Indicator and the Selection of Specific Samples Based on LQ -- Description of Qualitative Analysis of Comment Feedback -- Appendix D Definitions of Thematic Strengths and Liabilities -- Thematic Strengths -- Thematic Challenges/Liabilities -- Appendix E Theorists Integrated into the Leadership Circle Universal Model of Leadership. About the Authors -- Notes -- References -- Index -- Advert -- EULA.
9781119538271
Leadership.
Electronic books.
658.4092