At this most pivotal time in human history the challenge leaders face is way beyond VUCA. The challenge for leaders today is to righten civilization, to literally re-invent society from the ground up; From first principle—Unity; From zero point. The current order is imploding. It no longer works. We know that going back to normal is a catastrophe. Leadership is now compelled to take responsibility for the welfare of the whole planet. Integral Leadership is required.
As more females assume leadership roles in organizations, it becomes increasingly important to understand orientations to leadership, the skills they bring, the challenges they face, and the impact they have as compared with leaders who identify as male so that gender norms, expectation, and bias do not restrict opportunity. Unfortunately, current research is often contradictory and/or the methodology is too simplistic to capture the complexity of gender differences, leaving room for multiple interpretations of the findings. Many studies have drawbacks or limitations that restrict the insights that can be gleaned. Studies often employ non-standardized measures, conducted with small or narrowly focused samples. There is an over-reliance on self-assessments without any correlation to how leaders actually perform. Further, most studies focus on only one aspect of leadership and very few assess both style and effectiveness.
Discover how improving the internal operating system of the leader creates extraordinary leadership. More than just skill development, the consciousness required to deploy one’s leadership in ways that are well matched to the complexity of the organizational challenges makes all the difference.
An Agile organization is an organization that is High Performance or excellent and at the end of the day, the objective is to reach your purpose and achieve your ambitions. The Agile philosophy is based on a mindset, structure, and way of working that determines its route to becoming a High- Performance Agile Organization. The Agile philosophy makes an organization faster and more flexible and provides a great capacity to adapt to changing circumstances. It increases the capacities and effectiveness of the organization and its people.
From the basement beginnings to the transformational force that it is today, this is the story of how the Leadership Circle has emerged as the new standard for leadership development.
Introducing a significant advancement in state-of-the-art leadership assessment and development, the Leadership Circle Profile is the first competency-based 360° profile to measure behavior at various stages of adult development. It links patterns of action with habits of thought to organize information into a developmental system based on some of the best theoretical frameworks in the leadership, psychological, and spiritual literature. It also displays information in a way that immediately draws attention to the most critical information in the feedback.
This short write-up describes how the Leadership Circle Profile (LCP) compares to other 360° assessment tools.
This white paper contains an independent study of The Leadership Circle Profile conducted by IPRA, a consulting group within the Industrial Organizational Psychology Department at the Bowling Green State University in Ohio. The study concludes that, “[The] Leadership Circle Profile is an internally consistent, valid measure for leadership development [and] the results of this independent investigation suggest that [the] Leadership Circle Profile is quite acceptable for developmental purposes.”
Dive deeper into the research outlined in “The Leadership Circle: Breakthrough Leadership Assessment Technology.” The research dramatically shows how the Leadership Circle Profile graphically displays the aggregate results from among the 486 leaders in the study whose business performance was rated best and worst. This paper presents powerful evidence that changes in leadership behavior, as measured by the Leadership Circle Profile, are very likely to translate into increased leadership effectiveness and thereby, bottom-line business performance.
Build your case for the necessity of an in-depth approach to leadership development–at all levels of the organization–accompanied by the difficult work of systems change. Tackle the tough terrain of leadership development–the major disciplines that need to be integrated into one’s life for genuine development to take place.
Break from old patterns and begin embodying a new, preferred state of an organization. Learn to pay attention to the deep personal changes that are required of people at every level rather than the level of consciousness, thinking, and behavior that gave rise to the old culture.
Two major movements happen in the self (in its inner game) as it transforms from Reactive to Creative Leadership. The first movement has to do with a shift in how we optimize the tension between purpose and safety. In the second parallel movement, identity shifts from the outside-in to the inside out.
The purpose of this article is to introduce a few of the key frameworks that form some of the architecture of the Leadership Circle Profile.”
Discover a model for changing beliefs, enabling managers to more fully embody the principles of a new system in their behavior. Understanding this model is essential in accelerating organizational change by helping managers at all levels gain insight into the nature of their character structures.
After 26 years of supporting leaders in these endeavors, I have learned that leaders can only lead from the “place” of their own development. In other words, where we are, is where we are. We grow and change as we see differently, recognize our own faulty narratives, and develop critical new awareness’s that over time generate more complex meaning-making systems and higher states of consciousness equipping us for new behaviors and results.
Much has been written and said about the need to become more agile these days. And it’s no wonder, given the overwhelming amount of VUCA (Volatility, Uncertainty, Complexity, and Ambiguity). To adapt to an environment of continuous change, one thing is clear: the old models of leadership and organization are falling far short of what’s needed.
Personality and demographic attributes for a set of 1,221 focal managers were examined as correlates of leadership effectiveness evaluations that were obtained via a 360-degree feedback program.
The Leadership Circle’s Universal Model of Leadership (UML), the dynamic polarities within it, and its correlation matrix is found to be consistent/coherent with core scaling geometries. Human beings pattern their identities and the dynamics of their interaction to the same geometries. These findings lend significant credence to the universality of the model. The Universal Model of Leadership is shown to be a zero-point structure.
Padraig O’Sullivan and Roma Gaster, past Partners of The Leadership Circle based in Sydney, Australia, led a groundbreaking study into revealing and understanding the daily habits of exceptional leaders. In effect, the study uncovered what exact habits have these leaders cultivated outside of work that allows them to turn up in work in their leadership positions and lead in an exceptional manner.
