Leadership at Scale : Building Organizational Capability and Capacity to Create Outcomes That Matter Most

Intro -- Scaling LEADERSHIP: Building Organizational Capability and Capacity to Create Outcomes that Matter Most -- Contents -- Foreword -- Acknowledgments -- Introduction -- Chapter 1 Exposed at Scale -- Leadership at Scale -- The Development Gap -- The Spiritual Journey of Leadership -- Chapter 2 Profiles in Leadership -- Optimal Leadership Circle Profile -- Creative Leadership -- Creative Leadership and Business Performance -- Reactive Leadership -- Push-Pull of Leadership Effectiveness -- A Tale of Two Leaders -- Conditions for Scale -- Condition 1 : Creative Leadership -- Condition 2 : Deep Relationship -- Condition 3 : Radically Human -- Condition 4 : Systems Awareness -- Condition 5 : Purposeful Achievement -- Condition 6 : Generative Tension -- Bridging the Development Gap -- Chapter 3 Getting a Street View on Leadership -- Sample Demographics -- How Different Are These Groups? -- So What? -- Chapter 4 High-Creative Leadership Strengths -- Strengths of High-Creative Leaders -- Top 10 Skills for High-Creative Leaders -- Biggest Strength Gaps -- What Surprised Us? -- Contribution of Women Leaders -- Scaling Leadership -- Chapter 5 The Strengths of High-Reactive Leaders -- Top 10 Strengths of High-Reactive Leaders -- Non-Differentiating Strengths -- Redefining Leadership -- Chapter 6 Leader Liabilities -- How We Interrupt Our Effectiveness -- Top 10 Liabilities of High-Reactive Leaders -- Case Example: President Edwardo -- Leadership Ratio -- What Is Your Return on Leadership? -- Relationship-Task Balance -- Chapter 7 The Canceling Effect -- The Canceling Effect -- Does Your Leadership Scale? The Impact of Non-Differentiating Strengths -- Seven Multiples, Seven Canceling Effects -- Systemic Canceling Effects -- Are You Amplifying Your Multiple or Your Canceling Effect? -- A Matter of Development (The Peter Principle Revisited).