You are previewing Mastering Leadership.
O'Reilly logo
Mastering Leadership

Book Description

Is your leadership a competitive advantage, or is it costing you? How do you know? Are you developing your leadership effectiveness at the pace of change?

For most leaders today, complexity is outpacing their personal and collective development. Most leaders are in over their heads, whether they know it or not. The most successful organizations over time are the best led.  While this has always been true, today escalating global complexity puts leadership effectiveness at a premium. Mastering Leadership involves developing the effectiveness of leaders—individually and collectively—and turning that leadership into a competitive advantage. This comprehensive roadmap for optimal leadership features:

  • Breakthrough research that connects increased leadership effectiveness with enhanced business performance
  • The first fully integrated Universal Model of Leadership—one that integrates the best theory and research in the fields of Leadership and Organizational Development over the last half century
  • A free, online self-assessment of your leadership, using the Leadership Circle Profile, visibly outlining how you are currently leading and how to develop even greater effectiveness
  • The five stages in the evolution of leadership—Egocentric, Reactive, Creative, Integral, and Unitive—along with the organizational structures and cultures that develop at each of these stages
  • Six leadership practices for evolving your leadership capability at a faster pace
  • A map of your optimal path to greater leadership effectiveness
  • Case stories that facilitate pragmatic application of this Leadership Development System to your particular situation

This timeless, authoritative text provides a systemic approach for developing your senior leaders and the leadership system of your organization. It does not recommend quick fixes, but argues that real development requires a strategic, long-term, and integrated approach in order to forge more effective leaders and enhanced business performance. Mastering Leadership offers a developmental pathway to bring forth the highest and best use of yourself, your life, and your leadership.  By more meaningfully deploying all of who you are every day, individually and collectively, you will achieve a leadership legacy consistent with your highest aspirations.

Table of Contents

  1. Acknowledgements
  2. Introduction A Universal Model of Leadership and the Leadership Circle Profile Assessment
    1. HOW THIS BOOK CAME TO BE
    2. A BETTER MODEL OF LEADERSHIP
    3. THE PROMISE OF THIS BOOK
    4. TWO BOOKS IN ONE
    5. TAKE THE LCP SELF-ASSESSMENT
    6. GOING FULL CIRCLE
  3. Chapter 1 The Promise of Leadership: <i xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" xmlns:m="http://www.w3.org/1998/Math/MathML" xmlns:svg="http://www.w3.org/2000/svg">Meeting the High Bar of Expectations</i>
    1. HIGH BAR OF EXPERIENCE AND EXPECTATIONS
    2. LEADERSHIP MATTERS
    3. FOUR UNIVERSAL PROMISES OF LEADERSHIP
    4. BROKEN LEADERSHIP PROMISES
    5. KEEPING THE PROMISE
    6. THE LEADERSHIP AGENDA
  4. Chapter 2 Leadership Effectiveness and Business Performance: <i xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" xmlns:m="http://www.w3.org/1998/Math/MathML" xmlns:svg="http://www.w3.org/2000/svg">The Primary Competitive Advantage</i>
    1. WHAT THE RESEARCH SHOWS
    2. WHAT IS YOUR LEADERSHIP QUOTIENT?
    3. PROVOCATIVE QUESTIONS
    4. COLLECTIVE EFFECTIVENESS
    5. COLLECTIVE EFFECTIVENESS AND INTELLIGENCE
  5. Chapter 3 Mastery and Maturity, Consciousness and Complexity: <i xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" xmlns:m="http://www.w3.org/1998/Math/MathML" xmlns:svg="http://www.w3.org/2000/svg">The Leadership Development Agenda</i>
    1. TRIUMPH AND FAILURE OF THE INNER GAME
    2. COMPETENCY IS ONLY HALF THE GAME
    3. TWO GAMES OF LEADERSHIP
    4. INNER GAME RUNS THE OUTER GAME
    5. LITANY OF THE LITERATURE
    6. FOUR FOUNDATIONAL PREMISES
    7. CONSCIOUSNESS AND COMPLEXITY
    8. UNDERSTANDING COMPLEXITY: REDUNDANT POLARITIES AND PROBLEMS
    9. NON-OBVIOUS POINTS OF LEVERAGE
    10. THE LEADERSHIP IMPERATIVE
    11. THE CORE ARGUMENT
    12. UNCOMMON SENSE
    13. COLLECTIVE WISDOM
    14. A GLOBAL LEADERSHIP IMPERATIVE
    15. NOTES
  6. Chapter 4 Stages of Development: <i xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" xmlns:m="http://www.w3.org/1998/Math/MathML" xmlns:svg="http://www.w3.org/2000/svg">The Backbone of the Universal Model of Leadership</i>
    1. STAGES OF DEVELOPMENT FRAMEWORK
    2. THE UNIVERSAL MODEL OF LEADERSHIP
    3. CORRELATION CONCLUSIONS
    4. TRAJECTORY OF LIFE-LONG DEVELOPMENT
    5. CHILDHOOD: SEEING DEVELOPMENT THE EASY WAY
    6. IDENTITY IS AT THE CORE
  7. Chapter 5 Five Levels of Leadership: <i xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" xmlns:m="http://www.w3.org/1998/Math/MathML" xmlns:svg="http://www.w3.org/2000/svg">Structures of Mind and Performance</i>
    1. EGOCENTRIC LEADERSHIP
    2. REACTIVE LEADERSHIP
    3. CREATIVE LEADERSHIP
    4. INTEGRAL LEADERSHIP
    5. UNITIVE LEADERSHIP
  8. Chapter 6 The Universal Model and Metrics: <i xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" xmlns:m="http://www.w3.org/1998/Math/MathML" xmlns:svg="http://www.w3.org/2000/svg">Global Leadership, Cross-Cultural, and Gender Application</i>
    1. TASK AND RELATIONSHIP—HORIZONTAL AXIS
    2. A DYNAMIC MODEL
    3. OPTIMAL LEADERSHIP
    4. LINK TO PERFORMANCE AND EFFECTIVENESS
    5. DYNAMIC POLARITIES
    6. UNIVERSALITY OF THE MODEL
    7. CASE IN POINT: CROSS-CULTURAL APPLICATION IN RURAL UGANDA
    8. GENDER AND THE UNIVERSAL MODEL
    9. STAGE OF DEVELOPMENT RESEARCH
    10. CONCLUSIONS AND IMPLICATIONS
  9. Chapter 7 The Leadership System: <i xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" xmlns:m="http://www.w3.org/1998/Math/MathML" xmlns:svg="http://www.w3.org/2000/svg">The Central Organizing System</i>
    1. SIX SYSTEMS OF ORGANIZATIONAL EFFECTIVENESS
    2. WHOLE SYSTEMS APPROACH TO DEVELOPING LEADERSHIP
    3. FOUR COMPELLING CASE STUDIES
    4. OWNING DEVELOPMENT FROM THE TOP
  10. Chapter 8 Reactive Leadership: <i xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" xmlns:m="http://www.w3.org/1998/Math/MathML" xmlns:svg="http://www.w3.org/2000/svg">An Insufficient Triumph of Development</i>
    1. PERFORMANCE REVIEW
    2. LEAVE YOUR EGO AT THE DOOR
    3. I DARE YOU TO TELL ME THE TRUTH
    4. TWO PRIMARY MOVEMENTS
    5. STRUCTURE OF REACTIVE MIND
    6. CORE OPERATING BELIEFS
    7. PUTTING IT ALL TOGETHER
    8. THE LEADERSHIP AGENDA
    9. NOTES
  11. Chapter 9 Reactive Leadership at Work: <i xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" xmlns:m="http://www.w3.org/1998/Math/MathML" xmlns:svg="http://www.w3.org/2000/svg">From Patriarchy to Partnership</i>
    1. MOVING FROM PATRIARCHY TO PARTNERSHIP
    2. NAVIGATING TWO JOURNEYS
    3. THREE CORE REACTIVE TYPES
    4. GIFTS OF EACH TYPE
    5. GIFTS HUNG ON A REACTIVE STRUCTURE
    6. REACTIVE DYNAMICS—TRUE TO TYPE
    7. REACTIVE TYPE DYNAMICS IN THE UNIVERSAL MODEL
    8. NATURAL SELECTION PROCESS—CREATING COLLECTIVE PATTERNS OF PATRIARCHY
  12. Chapter 10 Creative Leadership: <i xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" xmlns:m="http://www.w3.org/1998/Math/MathML" xmlns:svg="http://www.w3.org/2000/svg">Fulfilling the Promise of Leadership</i>
    1. PERFORMANCE REVIEW
    2. THE HERO'S JOURNEY
    3. WHAT THE TRANSITION LOOKS LIKE
    4. TALKING ABOUT IT WITHOUT KNOWING IT
    5. CREATIVE STRUCTURE
    6. CREATIVE STRUCTURE OF IDENTITY
    7. RESTRUCTURING IDENTITY BELIEFS
    8. DESIGNED FOR LEADING CHANGE
    9. CREATIVE MIND AND PERFORMANCE
    10. ALIGNMENT
    11. PATH OF DEVELOPMENT—MOVE TOWARD YOUR NEAR ENEMY
    12. TYPE THROUGH STAGE
    13. CREATIVE ORGANIZATIONS
    14. INTEGRATION
    15. LITERACY IN THE PATHWAYS OF TRANSFORMATION
    16. TWO CURRENTS OF TRANSFORMATION
  13. Chapter 11 Six Leadership Practices: <i xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" xmlns:m="http://www.w3.org/1998/Math/MathML" xmlns:svg="http://www.w3.org/2000/svg">Spiritual Boot Camp for Leaders</i>
    1. PRACTICE 1: DISCERNING PURPOSE
    2. PRACTICE 2: DISTILLING VISION
    3. PRACTICE 3: KNOWING YOUR DOUBTS AND FEARS
    4. PRACTICE 4: ENGAGE IN AUTHENTIC, COURAGEOUS DIALOGUE
    5. PRACTICE 5: DEVELOP INTUITION, OPEN TO INSPIRATION
    6. PRACTICE 6: THINK SYSTEMICALLY
    7. PATH OF MASTERING LEADERSHIP
  14. Chapter 12 Integral Leadership: <i xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" xmlns:m="http://www.w3.org/1998/Math/MathML" xmlns:svg="http://www.w3.org/2000/svg">Built for Complexity, Designed for Transformation</i>
    1. BRIEF SUMMARY OF STAGES
    2. SERVANT OF THE SYSTEM
    3. MATURING INTUITION
    4. SEEING THE ENTIRE DEVELOPMENT SPECTRUM
    5. HOLDING UNRESOLVEDNESS, CONFLICT, AND TENSION
    6. AS WITHIN, SO WITHOUT
    7. A MEETING OF TWIN OPPOSITES
    8. HAVE YOU EVER ONCE ASKED ME WHAT I WANT?
    9. SHADOW SIDE OF THE UNIVERSAL MODEL
    10. FIERCE COMPASSION, THE DANCE OF ENEMIES
    11. WHY IS CHANGE SO DIFFICULT?
    12. INTEGRAL LEADERSHIP IMPERATIVE
    13. NOTES
  15. Chapter 13 Unity: <i xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" xmlns:m="http://www.w3.org/1998/Math/MathML" xmlns:svg="http://www.w3.org/2000/svg">Journey's End, Development Turned Upside Down</i>
    1. WAVES ON THE OCEAN
    2. NO SELF, ALL GOD
    3. DEVELOPMENT TURNED UPSIDE DOWN
    4. TWO ARGUMENTS FOR DEVELOPMENT
    5. NOT ME, NOT ME
    6. UNITY LEADERSHIP
  16. Appendix 1 Leadership Circle Profile Dimensions
  17. Appendix 2 Theorists Integrated into The Leadership Circle Universal Model of Leadership
  18. References
  19. About the Authors
    1. ROBERT J. ANDERSON
    2. WILLIAM A. ADAMS
  20. Index
  21. EULA