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<p>Acknowledgements xi</p> <p>Introduction A Universal Model of Leadership and The Leadership Circle Profile Assessment xv</p> <p>How This Book Came to Be 2</p> <p>A Better Model of Leadership 2</p> <p>The Promise of This Book 2</p> <p>Two Books in One 2</p> <p>Take the LCP Self-Assessment 2</p> <p>Going Full Circle 2</p> <p><b>Chapter 1 The Promise of Leadership: Meeting the High Bar of Expectations 1</b></p> <p>High Bar of Experience and Expectations 2</p> <p>Leadership Matters 2</p> <p>Four Universal Promises of Leadership 4</p> <p>Broken Leadership Promises 9</p> <p>Keeping the Promise 9</p> <p>The Leadership Agenda 10</p> <p><b>Chapter 2 Leadership Effectiveness and Business Performance: The Primary Competitive Advantage 13</b></p> <p>What the Research Shows 13</p> <p>What is Your Leadership Quotient? 17</p> <p>Provocative Questions 18</p> <p>Collective Effectiveness 19</p> <p>Collective Effectiveness and Intelligence 22</p> <p><b>Chapter 3 Mastery and Maturity, Consciousness and Complexity: The Leadership Development Agenda 27</b></p> <p>Triumph and Failure of the Inner Game 28</p> <p>Competency is Only Half the Game 29</p> <p>Two Games of Leadership 29</p> <p>Inner Game Runs the Outer Game 31</p> <p>Litany of the Literature 33</p> <p>Four Foundational Premises 35</p> <p>Consciousness and Complexity 38</p> <p>Understanding Complexity: Redundant Polarities and Problems 40</p> <p>Non-Obvious Points of Leverage 41</p> <p>The Leadership Imperative 42</p> <p>The Core Argument 43</p> <p>Uncommon Sense 44</p> <p>Collective Wisdom 45</p> <p>A Global Leadership Imperative 46</p> <p><b>Chapter 4 Stages of Development: The Backbone of the Universal Model of Leadership 47</b></p> <p>Stages of Development Framework 48</p> <p>The Universal Model of Leadership 49</p> <p>Correlation Conclusions 53</p> <p>Trajectory of Life-Long Development 55</p> <p>Childhood: Seeing Development the Easy Way 56</p> <p>Identity is at the Core 58</p> <p><b>Chapter 5 Five Levels of Leadership: Structures of Mind and Performance 61</b></p> <p>Egocentric Leadership 63</p> <p>Reactive Leadership 66</p> <p>Creative Leadership 75</p> <p>Integral Leadership 82</p> <p>Unitive Leadership 85</p> <p><b>Chapter 6 The Universal Model and Metrics: Global Leadership, Cross-Cultural, and Gender Application 87</b></p> <p>Task and Relationship—Horizontal Axis 87</p> <p>A Dynamic Model 89</p> <p>Optimal Leadership 90</p> <p>Link to Performance and Effectiveness 92</p> <p>Dynamic Polarities 96</p> <p>Universality of the Model 99</p> <p>Case in Point: Cross-Cultural Application in Rural Uganda 102</p> <p>Gender and the Universal Model 104</p> <p>Stage of Development Research 106</p> <p>Conclusions and Implications 112</p> <p><b>Chapter 7 The Leadership System: The Central Organizing System 115</b></p> <p>Six Systems of Organizational Effectiveness 116</p> <p>Whole Systems Approach to Developing Leadership 120</p> <p>Four Compelling Case Studies 122</p> <p>Owning Development from the Top 151</p> <p>Chapter 8 Reactive Leadership: An Insufficient Triumph of Development 155</p> <p>Performance Review 156</p> <p>Leave Your Ego at the Door 156</p> <p>I Dare You to Tell Me the Truth 156</p> <p>Two Primary Movements 160</p> <p>Structure of Reactive Mind 169</p> <p>Core Operating Beliefs 176</p> <p>Putting It All Together 179</p> <p>The Leadership Agenda 180</p> <p><b>Chapter 9 Reactive Leadership at Work: From Patriarchy to Partnership 183</b></p> <p>Moving from Patriarchy to Partnership 183</p> <p>Navigating Two Journeys 185</p> <p>Three Core Reactive Types 186</p> <p>Gifts of Each Type 189</p> <p>Gifts Hung on a Reactive Structure 191</p> <p>Reactive Dynamics—True to Type 194</p> <p>Reactive Type Dynamics in the Universal Model 198</p> <p>Natural Selection Process—Creating Collective Patterns of Patriarchy 200</p> <p><b>Chapter 10 Creative Leadership: Fulfilling the Promise of Leadership 205</b></p> <p>Performance Review 205</p> <p>The Hero’s Journey 207</p> <p>What the Transition Looks Like 209</p> <p>Talking About It Without Knowing It 211</p> <p>Creative Structure 213</p> <p>Creative Structure of Identity 216</p> <p>Restructuring Identity Beliefs 216</p> <p>Designed for Leading Change 220</p> <p>Creative Mind and Performance 221</p> <p>Alignment 223</p> <p>Path of Development—Move Toward Your Near Enemy 224</p> <p>Type Through Stage 229</p> <p>Creative Organizations 229</p> <p>Integration 230</p> <p>Literacy in the Pathways of Transformation 231</p> <p>Two Currents of Transformation 232</p> <p><b>Chapter 11 Six Leadership Practices: Spiritual Boot Camp for Leaders 239</b></p> <p>Practice 1: Discerning Purpose 239</p> <p>Practice 2: Distilling Vision 245</p> <p>Practice 3: Knowing Your Doubts and Fears 248</p> <p>Practice 4: Engage in Authentic, Courageous Dialogue 252</p> <p>Practice 5: Develop Intuition, Open to Inspiration 255</p> <p>Practice 6: Think Systemically 259</p> <p>Path of Mastering Leadership 262</p> <p><b>Chapter 12 Integral Leadership: Built for Complexity, Designed for Transformation 265</b></p> <p>Brief Summary of Stages 267</p> <p>Servant of the System 268</p> <p>Maturing Intuition 268</p> <p>Seeing the Entire Development Spectrum 269</p> <p>Holding Unresolvedness, Conflict, and Tension 270</p> <p>As Within, So Without 271</p> <p>A Meeting of Twin Opposites 272</p> <p>Have You Ever Once Asked Me What I Want? 272</p> <p>Shadow Side of the Universal Model 274</p> <p>Fierce Compassion, The Dance of Enemies 286</p> <p>Why is Change so Difficult? 291</p> <p>Integral Leadership Imperative 292</p> <p><b>Chapter 13 Unity: Journey’s End, Development Turned Upside Down 295</b></p> <p>Waves on the Ocean 296</p> <p>No Self, All God 297</p> <p>Development Turned Upside Down 299</p> <p>Two Arguments for Development 300</p> <p>Not Me, Not Me 300</p> <p>Unity Leadership 301</p> <p>Appendix 1 Leadership Circle Profile Summary Dimensions 303</p> <p>Appendix 2 Theorists Integrated into The Leadership Circle Universal Model of Leadership 309</p> <p>References 315</p> <p>Index 000</p>

<p><b>ROBERT J. ANDERSON</b> is the Founder and Chairman of The Leadership Circle and the Full Circle Group. He has been a pacesetter and visionary in the leadership development field for 30 years. <p><b>WILLIAM A. ADAMS</b> is the CEO of The Leadership Circle and the Full Circle Group. He has been a practice leader in the field for 30 years. His clients include the CEOs and teams of major Fortune 500 corporations (public and private) and private equity start-up businesses. <p>With The Leadership Circle and Full Circle Group team.

<p>Praise for<i> Mastering</i> LEADERSHIP <p>"This is the definitive book on leadership principles and practices! Expansive and practical at the same time, <i>Mastering Leadership</i> is for forward-thinking leaders who want the most essential leadership lessons analyzed and presented in one astute place. Anderson and Adams' Universal Model synthesizes everything that leadership theory thus far has to offer. Read it, apply its principles, and you witness the transformation in yourself and everyone in your circle!"<br/> <b>— Marshall Goldsmith,</b> Author of the <i>New York Times</i> #1 bestseller <i>Triggers</i>, Top-ranked Executive Coach, Author of bestsellers <i>MOJO</i> and <i>What Got You Here Won't Get You There</i> <p>"There is no shortage of information on leadership theory—Google will return over 15,000,000 results in .32 seconds. However, in their new book, <i>Mastering Leadership</i>, Adams and Anderson turn theory into practice by framing great leadership as a purposeful pursuit rather than a genetic anomaly. Their leadership model provides a well proven framework that allows leaders to assess their strengths and needs. Importantly, it also provides the practical knowledge and tools to enable a transition to greater effectiveness. This book should be a well-worn staple in every leader's '10 Essentials."<br/> <b>—John Mendel, </b>Executive Vice President, Automotive, American Honda <p>"This is not a book written for bedtime reading. Its ideas need to be examined in the bright light of day and then…for the courageous…put into practice. The authors have very skillfully woven a tapestry with threads from extensive research, years of experience, philosophy, and metaphysics. The Leadership Circle Profile (LCP) and the Universal Model of Leadership (UML) are tools that empirically guide the reader on a journey of self-discovery and growth. Their application breeches the barriers of traditional thinking and carries the reader into the realm of Unity Leadership. The demands on today's leaders to produce high-performing and highly-productive organizations has never been greater. Therefore, understanding the correlation between business performance and leadership effectiveness has never been more important. This book helps leaders answer the question posed in one of the book's case studies: 'What would you do if you could?"<br/> <b>— Stephen Ewing,</b> Chairman of the Board of AAA Michigan and ACG, Retired President and Chief Operating Officer of MCN Energy Group Inc., Retired Vice Chair of DTE Energy <p>"This book is a testimony that love and power and clear purpose can co-exist. It gives form and proof that leadership is a human function. You can define it, measure it, teach it, and yet, in the end, our capacity to be honest with ourselves and fulfill our promises to each other is decisive. The book offers the integration of mind and matter, depth and relatedness; rare combinations in the modern world of speed, convenience, and scale. Read the book. Put it under your pillow. Speak of it to others."<br/> <b>— Peter Block,</b> Partner of Designed Learning and Author of <i>Flawless Consulting: A Guide to Getting Your Expertise Used; Stewardship: Choosing Service Over Self-Interest</i>; and <i>The Empowered Manager: Positive Political Skills at Work</i>

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