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