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Leadership Agility: Five Levels of Mastery for Anticipating and Initiating Change

Book Description

Leadership Agility is the master competency needed for sustained success in today’s complex, fast-paced business environment. Richly illustrated with stories based on original research and decades of work with clients, this groundbreaking book identifies five levels that leaders move through in developing their agility. Significantly, only 10% have mastered the level of agility needed for consistent effectiveness in our turbulent era of global competition. Written in an engaging, down-to-earth style, this book not only provides a map that guides readers in identifying their current level of agility. It also provides practical advice and concrete examples that show managers and leadership development professionals how they can bring greater agility to the initiatives they take every day.

Table of Contents

  1. Copyright
  2. Introduction: The Master Competency
    1. AN INTEGRAL APPROACH
    2. Stages of Personal Development
      1. The Pre-Conventional and Conventional Stages
      2. The Post-Conventional Stages
      3. Levels of Leadership Agility
    3. HOW TO USE THIS BOOK
      1. Part One
      2. Part Two
      3. Part Three
      4. Additional Resources
    4. A FEW WORDS ABOUT WORDING
      1. Beyond the Leader/Manager Dichotomy
      2. Competencies and Capacities
      3. Anonymous Real-Life Stories
      4. Quotes
  3. 1. What Is Leadership Agility?
    1. 1. Agility in a World of Change and Complexity
      1. 1.1. THE AGILITY IMPERATIVE
      2. 1.2. FIVE LEVELS OF LEADERSHIP AGILITY
        1. 1.2.1. The Expert Level
        2. 1.2.2. The Achiever Level
        3. 1.2.3. Heroic and Post-Heroic Leadership
        4. 1.2.4. The Catalyst Level
        5. 1.2.5. The Co-Creator Level
        6. 1.2.6. The Synergist Level
      3. 1.3. AGILITY LEVELS AND PERSONALITY TYPES
    2. 2. The Five Eds
      1. 2.1. A LEADERSHIP CHALLENGE
        1. 2.1.1. A Little Imagination
        2. 2.1.2. Assessing Your Level of Leadership Agility
      2. 2.2. ED1: THE EXPERT
      3. 2.3. ED2: THE ACHIEVER
      4. 2.4. ED3: THE CATALYST
      5. 2.5. ED4: THE CO-CREATOR
      6. 2.6. ED5: THE SYNERGIST
      7. 2.7. INITIAL SELF-ASSESSMENT
    3. 3. Four Competencies for Agile Leadership
      1. 3.1. THE LEADERSHIP AGILITY COMPASS
        1. 3.1.1. Context-Setting Agility
        2. 3.1.2. Stakeholder Agility
        3. 3.1.3. Creative Agility
        4. 3.1.4. Self-Leadership Agility
      2. 3.2. PUTTING IT ALL TOGETHER
      3. 3.3. LEVELS OF AWARENESS AND INTENT
  4. 2. Five Levels of Leadership Agility
    1. 4. Expert Level: Solve Key Problems
      1. 4.1. WHAT LEADERSHIP MEANS TO AN EXPERT
      2. 4.2. PIVOTAL CONVERSATIONS AT THE EXPERT LEVEL
      3. 4.3. TEAM LEADERSHIP AT THE EXPERT LEVEL
      4. 4.4. ORGANIZATIONAL LEADERSHIP AT THE EXPERT LEVEL
      5. 4.5. EXPERT-LEVEL LEADERSHIP AGILITY COMPETENCIES
        1. 4.5.1. Expert Awareness and Intent
        2. 4.5.2. Expert Context-Setting Agility
        3. 4.5.3. Expert Stakeholder Agility
        4. 4.5.4. Expert Creative Agility
        5. 4.5.5. Expert Self-Leadership Agility
    2. 5. Achiever Level: Accomplish Desired Outcomes
      1. 5.1. WHAT LEADERSHIP MEANS TO AN ACHIEVER
      2. 5.2. PIVOTAL CONVERSATIONS AT THE ACHIEVER LEVEL
      3. 5.3. TEAM LEADERSHIP AT THE ACHIEVER LEVEL
      4. 5.4. LEADING ORGANIZATIONAL CHANGE AT THE ACHIEVER LEVEL
      5. 5.5. ACHIEVER-LEVEL LEADERSHIP AGILITY COMPETENCIES
        1. 5.5.1. Achiever Awareness and Intent
        2. 5.5.2. Achiever Context-Setting Agility
        3. 5.5.3. Achiever Stakeholder Agility
        4. 5.5.4. Achiever Creative Agility
        5. 5.5.5. Achiever Self-Leadership Agility
    3. 6. Catalyst Level: Mobilize Breakout Endeavors
      1. 6.1. WHAT LEADERSHIP MEANS AT THE CATALYST LEVEL
      2. 6.2. PIVOTAL CONVERSATIONS AT THE CATALYST LEVEL
      3. 6.3. TEAM LEADERSHIP AT THE CATALYST LEVEL
      4. 6.4. LEADING ORGANIZATIONAL CHANGE AT THE CATALYST LEVEL
      5. 6.5. CATALYST-LEVEL LEADERSHIP AGILITY COMPETENCIES
        1. 6.5.1. Catalyst Awareness and Intent
        2. 6.5.2. Catalyst Context-Setting Agility
        3. 6.5.3. Catalyst Stakeholder Agility
        4. 6.5.4. Catalyst Creative Agility
        5. 6.5.5. Catalyst Self-Leadership Agility
    4. 7. Co-Creator Level: Realize Shared Purpose
      1. 7.1. WHAT LEADERSHIP MEANS TO A CO-CREATOR
      2. 7.2. PIVOTAL CONVERSATIONS AT THE CO-CREATOR LEVEL
      3. 7.3. TEAM LEADERSHIP AT THE CO-CREATOR LEVEL
      4. 7.4. LEADING ORGANIZATIONAL CHANGE AT THE CO-CREATOR LEVEL
      5. 7.5. the capacities of CO-CREATOR LEADERS
        1. 7.5.1. Co-Creator Awareness and Intent
        2. 7.5.2. Co-Creator Context-Setting Agility
        3. 7.5.3. Co-Creator Stakeholder Agility
        4. 7.5.4. Co-Creator Creative Agility
        5. 7.5.5. Co-Creator Self-Leadership Agility
    5. 8. Synergist Level: Evoke Unexpected Possibilities
      1. 8.1. WHAT LEADERSHIP MEANS AT THE SYNERGIST LEVEL
      2. 8.2. PIVOTAL CONVERSATIONS AT THE SYNERGIST LEVEL
      3. 8.3. TEAM LEADERSHIP AT THE SYNERGIST LEVEL
      4. 8.4. LEADING ORGANIZATIONAL CHANGE AT THE SYNERGIST LEVEL
      5. 8.5. THE CAPACITIES OF SYNERGIST LEADERS
        1. 8.5.1. Synergist Awareness and Intent
        2. 8.5.2. Synergist Context-Setting Agility
        3. 8.5.3. Synergist Stakeholder Agility
        4. 8.5.4. Synergist Creative Agility
        5. 8.5.5. Synergist Self-Leadership Agility
  5. 3. Becoming a More Agile Leader
    1. 9. Assessing Leadership Agility
      1. 9.1. FREQUENTLY ASKED QUESTIONS
        1. 9.1.1. Leadership Agility and Levels of Organizational Responsibility
        2. 9.1.2. Leadership Agility and Leadership Effectiveness
        3. 9.1.3. Leadership Agility and Corporate Responsibility
      2. 9.2. FINE-TUNING YOUR SELF-ASSESSMENT
        1. 9.2.1. Identifying Your Current Level of Leadership Agility
        2. 9.2.2. Downshifting
        3. 9.2.3. Growing into a New Agility Level
        4. 9.2.4. Straddling Two Levels
        5. 9.2.5. Unintentional Downshifting and Emotional Hijacking
      3. 9.3. ASSESSING AGILITY WITHIN YOUR CURRENT LEVEL
        1. 9.3.1. Mastering Leadership Agility Levels
        2. 9.3.2. A Real-Life Self-Assessment
    2. 10. Developing Leadership Agility
      1. 10.1. SETTING LEADERSHIP DEVELOPMENT GOALS
        1. 10.1.1. Developing to a New Agility Level
        2. 10.1.2. Developing Within Your Current Level
      2. 10.2. SELF-LEADERSHIP IN ACTION
        1. 10.2.1. Sarah's Action Experiments
        2. 10.2.2. Sarah's Worst Nightmare
        3. 10.2.3. The Reverse Role-Play
        4. 10.2.4. The Big Meeting
      3. 10.3. THE POWER OF REFLECTIVE ACTION
        1. 10.3.1. The Reflective Action Cycle
        2. 10.3.2. The Resilient Attitude
        3. 10.3.3. Making Reflective Action a Foundational Practice
      4. 10.4. LEVELS OF AWARENESS AND INTENT
      5. 10.5. GROWING INTO A NEW AGILITY LEVEL
      6. 10.6. ATTENTIONAL PRACTICE
        1. 10.6.1. The Power of Attention
        2. 10.6.2. Meditation as Attentional Practice
        3. 10.6.3. Other Ways to Develop Your Attention
      7. 10.7. ATTENTION AND LEADERSHIP AGILITY
      8. 10.8. THE CHALLENGE AHEAD
  6. A. Research Behind This Book
    1. A.1. THREE PHASES OF RESEARCH
      1. A.1.1. Phase One: Understanding Developmental Stages
      2. A.1.2. Phase Two: Connecting Stages and Leadership
      3. A.1.3. A Sustained Interlude of Practical Work
      4. A.1.4. Phase Three: A Burst of R&D
      5. A.1.5. Stages and Levels
    2. A.2. RESEARCH METHODS
      1. A.2.1. Sample Size
      2. A.2.2. Data Sources
      3. A.2.3. Interview Format
      4. A.2.4. Assessment of Developmental Stage
      5. A.2.5. How We Estimated the Percentage of Managers at Each Stage
  7. B. Stages of Personal Development
    1. B.1. THE THREE PRE-CONVENTIONAL STAGES
      1. B.1.1. The Explorer Stage
      2. B.1.2. The Enthusiast Stage
      3. B.1.3. The Operator Stage
    2. B.2. THE THREE CONVENTIONAL STAGES
      1. B.2.1. The Conformer Stage
      2. B.2.2. The Expert Stage
      3. B.2.3. The Achiever Stage
    3. B.3. THREE POST-CONVENTIONAL STAGES
      1. B.3.1. The Catalyst Stage
      2. B.3.2. The Co-Creator Stage
      3. B.3.3. The Synergist Stage
    4. B.4. FAQS ABOUT DEVELOPMENTAL STAGES
    5. B.5. STAGES BEYOND SYNERGIST
  8. Notes for Inquiring Readers
    1. INTRODUCTION: THE MASTER COMPETENCY
      1. An Integral Approach
      2. Stages of Personal Development
      3. Levels of Leadership Agility
      4. A Few Words About Wording
    2. AGILITY in a world of change and complexity
      1. The Agility Imperative
      2. Five Levels of Leadership Agility
      3. Agility Levels and Personality Types
    3. THE FIVE EDS
      1. A Leadership Challenge
      2. Initial Self-Assessment
    4. FOUR COMPETENCIES FOR AGILE LEADERSHIP
      1. The Leadership Agility Compass
      2. Putting It All Together
      3. Levels of Awareness and Intent
    5. EXPERT level
      1. Pivotal Conversations at the Expert Level
      2. Team Leadership at the Expert Level
      3. Organizational Leadership at the Expert Level
      4. Expert-Level Leadership Agility Competencies
    6. ACHIEVER level
      1. What Leadership Means to an Achiever
      2. Pivotal Conversations at the Achiever Level
      3. Team Leadership at the Achiever Level
      4. Leading Organizational Change at the Achiever Level
      5. Achiever-Level Leadership Agility Competencies
    7. CATALYST level
      1. What Leadership Means at the Catalyst Level
      2. Pivotal Conversations at the Catalyst Level
      3. Team Leadership at the Catalyst Level
      4. Leading Organizational Change at the Catalyst Level
      5. Catalyst-Level Leadership Agility Competencies
    8. CO-CREATOR level
      1. What Leadership Means to a Co-Creator
      2. Pivotal Conversations at the Co-Creator Level
      3. Team Leadership at the Co-Creator Level
      4. Leading Organizational Change at the Co-Creator Level
      5. The Capacities of Co-Creator Leaders
    9. SYNERGIST level
      1. What Leadership Means at the Synergist Level
      2. Pivotal Conversations at the Synergist Level
      3. Team Leadership at the Synergist Level
      4. Leading Organizational Change at the Synergist Level
      5. The Capacities of Synergist Leaders
    10. ASSESSING LEADERSHIP AGILITY
      1. Frequently Asked Questions
      2. Fine-Tuning Your Self-Assessment
      3. Assessing Agility Within Your Current Level
    11. DEVELOPING LEADERSHIP AGILITY
      1. Setting Leadership Development Goals
      2. Self-Leadership in Action
      3. The Power of Reflective Action
      4. Levels of Awareness and Intent
      5. Growing into a New Agility Level
      6. Attentional Practice
      7. Attention and Leadership Agility
    12. Appendix A: RESEARCH BEHIND THIS BOOK
      1. Three Phases of Research
      2. Research Methods
    13. Appendix B: STAGES OF PERSONAL DEVELOPMENT
      1. The Three Pre-Conventional Stages
      2. The Three Conventional Stages
      3. Three Post-Conventional Stages
      4. FAQs About Developmental Stages
      5. Stages Beyond Synergist
  9. References
  10. Resources
  11. Acknowledgments
  12. The Authors