Scaling Leadership

Building Organizational Capability and Capacity to Create Outcomes that Matter Most

; William A. Adams ; Ed Catmull (Forord)

Transform Your Organization by Scaling Leadership


How do senior leaders, in their own words, describe the most effective leaders-the ones that get results, grow the business, enhance the culture and leave in their wake a trail of other really effective leaders? Conversely, how do senior leaders describe the kind of leader that undercuts the organization's capacity and capability to create its future? This book, based on groundbreaking research, shows how senior leaders describe and develop leadership that works, that does not, that scales, and that limits scale. Les mer
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Transform Your Organization by Scaling Leadership


How do senior leaders, in their own words, describe the most effective leaders-the ones that get results, grow the business, enhance the culture and leave in their wake a trail of other really effective leaders? Conversely, how do senior leaders describe the kind of leader that undercuts the organization's capacity and capability to create its future? This book, based on groundbreaking research, shows how senior leaders describe and develop leadership that works, that does not, that scales, and that limits scale.


Is your leadership built for scale as you advance in today's volatile, uncertain, dynamic, and disruptive business environment? This context puts a premium on a very particular kind of leadership-High-Creative leadership capable of rapidly growing the organization while simultaneously transforming it into more agile, innovative, adaptive and engaging workplace. The research presented in this book suggests that senior leaders can describe the High-Creative leadership with surprising clarity. They also describe with equal precision the High-Reactive leadership that cancels itself out and seriously limits scale. Which type of leader are you?


You scale your leadership by increasing the multiple on your leadership in three ways. First, by developing the strengths that differentiate the most effective leaders from the strengths deployed by the most Reactive and ineffective leaders. And second, by increasing your leadership ratio-the ratio of most the effective strengths to the most damaging liabilities. Third, by developing High-Creative leaders all around you.


Scaling Leadership provides a proven framework for magnifying agile and scalable leadership in your organization. Scalable leadership drives forward-momentum by multiplying high-achieving leaders at scale so that growth, productivity and innovation increase exponentially. Creative leaders multiply their strengths beyond technical competence by leading in deep relationship, with radical humanity, passion and integrity.


Drawing upon decades of solid research and experience enhancing individual capability and collective leadership effectiveness with Fortune 500 companies and government agencies, the authors provide an innovative and efficient framework to help you:





Take stock of your own personal balance of leadership strengths and weaknesses

Scale your leadership in deep relationship and high integrity

Proliferate high-achievers throughout your organization's leadership system

Identify ineffective leadership and course-correct quickly

Transform your organization by transforming leadership



Scaling Leadership is an invaluable tool for executives, managers, and leaders in business, academia, nonprofit organizations, and more. This innovative resource provides effective techniques, real-world examples, and expert guidance for organizations seeking to improve performance, align and execute strategies, and transform their business with scalable leadership capability.

Fakta

Innholdsfortegnelse

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