Efnisyfirlit

• 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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