Mastering leadership : an integrated framework for breakthrough performance and extraordinary business results /

Show other versions (2)

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 kno...

Full description

Bibliographic Details
Call Number:Libro Electrónico
Main Author: Anderson, Robert J.
Other Authors: Adams, William A.
Format: Electronic eBook
Language:Inglés
Published: Hoboken, N.J. : Wiley, 2015.
Subjects:
Business.
Affaires.
businesses (business enterprises)
BUSINESS & ECONOMICS > Leadership.
Business
Nonfiction.
Online Access:Texto completo
Table of Contents:
  • Intro
  • Praise
  • Title page
  • Copyright
  • 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.

Similar Items