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Scaling Leadership - Building Organizational Capability and Capacity to Create Outcomes that Matter Most


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Table of Contents

Foreword xiii

Acknowledgments xv

Introduction xix

Chapter 1 Exposed at Scale 1

Leadership at Scale 2

The Development Gap 4

The Spiritual Journey of Leadership 9

Chapter 2 Profiles in Leadership 13

Optimal Leadership Circle Profile 15

Conditions for Scale 21

Bridging the Development Gap 28

Chapter 3 Getting a Street View on Leadership 31

Sample Demographics 33

How Different Are These Groups? 33

So What? 37

Chapter 4 High-Creative Leadership Strengths 39

Strengths of High-Creative Leaders 40

Top 10 Skills for High-Creative Leaders 41

Biggest Strength Gaps 43

What Surprised Us? 44

Contribution of Women Leaders 45

Scaling Leadership 49

Chapter 5 The Strengths of High-Reactive Leaders 53

Top 10 Strengths of High-Reactive Leaders 54

Non-Differentiating Strengths 55

Redefining Leadership 60

Chapter 6 Leader Liabilities 65

How We Interrupt Our Effectiveness 65

Top 10 Liabilities of High-Reactive Leaders 66

Case Example: President Edwardo 69

Leadership Ratio 71

What Is Your Return on Leadership? 73

Relationship-Task Balance 73

Chapter 7 The Canceling Effect 79

The Canceling Effect 80

Does Your Leadership Scale? The Impact of Non-

Differentiating Strengths 83

Seven Multiples, Seven Canceling Effects 84

Systemic Canceling Effects 87

Are You Amplifying Your Multiple or Your Canceling Effect? 89

A Matter of Development (The Peter Principle Revisited) 91

Chapter 8 How Leaders Scale Leadership 95

Case in Pont: Jeff Hilzinger 95

Scaling Leadership Beyond Yourself 96

Jeff Hilzinger: A Transformational Leader 111

Chapter 9 Full-Spectrum Leadership 115

The Middle Groups 116

A Pathway of Development 117

A Deeper Dive into the Data 118

So What? Key Conclusions 124

Where Are You? 127

It’s Time for an Upgrade 129

Chapter 10 Reactive Leadership 131

Canceled Gifts and Competing Liabilities 134

Heart-Centered Leaders 135

Will-Centered Leaders 140

Head-Centered Leadership 144

The Universal Model Maps Core Patterns 149

Chapter 11 Transforming Reactive into Creative Leadership 153

Shift from Reactive to Creative in Three Movements 155

Three Movements, One Symphony 161

Complementary Competencies 163

Developing Conscious Leadership 166

Chapter 12 Practices That Transform Leadership 169

How to Change 171

Establish Generative Tension 173

Tell the Truth About What We Want 173

Discerning Purpose 174

Distill Vision 175

Outcomes and Behavior 176

Telling the Truth About Current Reality 178

Be Intentional 182

Stop, Challenge, Choose 182

Practice 184

Intuition 184

Reflection 185

Feedback 187

Truth Telling 188

Lead the Change 189

Chapter 13 Integral Leadership Informed by Grace 193

Appendix A Leadership Circle Profile Summary Dimensions 201

Appendix B Leadership Effectiveness and Business Performance 207

Appendix C Research Methodology 211

Description of LQ Indicator and the Selection of Specific Samples Based on LQ 211

Description of Qualitative Analysis of Comment Feedback 213

Appendix D Definitions of Thematic Strengths and Liabilities 215

Appendix E Theorists Integrated into the Leadership Circle Universal

Model of Leadership 221

About the Authors 226

Notes 228

References 235

Index 243

About the Author

ROBERT J. ANDERSON is the Founder, Chairman, and Chief Creative Officer of The Leadership Circle, and co-founder of the Full Circle Group. Anderson created The Leadership Circle Profile (LCP) (the first of its kind) a 360-degree feedback tool integrating behavioral competencies with underlying motivational systems.

WILLIAM A. ADAMS is the CEO of the Leadership Circle, and Co-founder and CEO of the Full Circle Group. He has worked with CEOs, senior leaders, and boards of directors as a leadership consultant and trusted advisor for over 30 years. Clients include the CEOs and teams of major Fortune 500 corporations (public and private), non-profits and private equity start-up businesses. He works with executives in the areas of business transformation, leadership effectiveness, performance improvement, strategy alignment and execution.

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