Scaling leadership : building organizational capability and capacity to create outcomes that matter most

Scaling leadership : building organizational capability and capacity to create outcomes that matter most /

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Bibliographic Details
Main Authors: Anderson, Robert J., 1955- (Author), Adams, W. A. (Bill) (Author)
Corporate Author: ProQuest (Firm)
Format: Electronic eBook
Language:English
Published: Hoboken, New Jersey : John Wiley & Sons, Inc., [2019]
Subjects:
Leadership.
Online Access:Connect to this title online (unlimited simultaneous users allowed; 325 uses per year)

MARC

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100 1 |a Anderson, Robert J.,  |d 1955-  |e author. 
245 1 0 |a Scaling leadership :  |b building organizational capability and capacity to create outcomes that matter most /  |c Robert J. Anderson, William A. Adams. 
263 |a 1901 
264 1 |a Hoboken, New Jersey :  |b John Wiley & Sons, Inc.,  |c [2019] 
300 |a 1 online resource. 
336 |a text  |b txt  |2 rdacontent 
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504 |a Includes bibliographical references and index. 
505 0 0 |a Machine generated contents note:   |g ch. 1   |t Exposed at Scale --   |t Leadership at Scale --   |t Development Gap --   |t Spiritual Journey of Leadership --   |g ch. 2   |t Profiles in Leadership --   |t Optimal Leadership Circle Profile --   |t Conditions for Scale --   |t Bridging the Development Gap --   |g ch. 3   |t Getting a Street View on Leadership --   |t Sample Demographics --   |t How Different Are These Groups? --   |t So What? --   |g ch. 4   |t High-Creative Leadership Strengths --   |t Strengths of High-Creative Leaders --   |t Top 10 Skills for High-Creative Leaders --   |t Biggest Strength Gaps --   |t What Surprised Us? --   |t Contribution of Women Leaders --   |t Scaling Leadership --   |g ch. 5   |t Strengths of High-Reactive Leaders --   |t Top 10 Strengths of High-Reactive Leaders --   |t Non-Differentiating Strengths --   |t Redefining Leadership --   |g ch. 6   |t Leader Liabilities --   |t How We Interrupt Our Effectiveness --   |t Top 10 Liabilities of High-Reactive Leaders --   |t Case Example: President Edwardo --   |t Leadership Ratio --   |t What Is Your Return on Leadership? --   |t Relationship-Task Balance --   |g ch. 7   |t Canceling Effect --   |t Canceling Effect --   |t Does Your Leadership Scale? The Impact of Non-Differentiating Strengths --   |t Seven Multiples, Seven Canceling Effects --   |t Systemic Canceling Effects --   |t Are You Amplifying Your Multiple or Your Canceling Effect? --   |t Matter of Development (The Peter Principle Revisited) --   |g ch. 8   |t How Leaders Scale Leadership --   |t Case in Pont: Jeff Hilzinger --   |t Scaling Leadership Beyond Yourself --   |t Jeff Hilzinger: A Transformational Leader --   |g ch. 9   |t Full-Spectrum Leadership --   |t Middle Groups --   |t Pathway of Development --   |t Deeper Dive into the Data --   |t So What? Key Conclusions --   |t Where Are You? --   |t It's Time for an Upgrade --   |g ch. 10   |t Reactive Leadership --   |t Canceled Gifts and Competing Liabilities --   |t Heart-Centered Leaders --   |t Will-Centered Leaders --   |t Head-Centered Leadership --   |t Universal Model Maps Core Patterns --   |g ch. 11   |t Transforming Reactive into Creative Leadership --   |t Shift from Reactive to Creative in Three Movements --   |t Three Movements, One Symphony --   |t Complementary Competencies --   |t Developing Conscious Leadership --   |g ch. 12   |t Practices That Transform Leadership --   |t How to Change --   |t Establish Generative Tension --   |t Tell the Truth About What We Want --   |t Discerning Purpose --   |t Distill Vision --   |t Outcomes and Behavior --   |t Telling the Truth About Current Reality --   |t Be Intentional --   |t Stop, Challenge, Choose --   |t Practice --   |t Intuition --   |t Reflection --   |t Feedback --   |t Truth Telling --   |t Lead the Change --   |g ch. 13   |t Integral Leadership Informed by Grace --   |g Appendix A   |t Leadership Circle Profile Summary Dimensions --   |g Appendix B   |t Leadership Effectiveness and Business Performance --   |g Appendix C   |t Research Methodology --   |t Description of LQ Indicator and the Selection of Specific Samples Based on LQ --   |t Description of Qualitative Analysis of Comment Feedback --   |g Appendix D   |t Definitions of Thematic Strengths and Liabilities --   |g Appendix E   |t Theorists Integrated into the Leadership Circle Universal Model of Leadership. 
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650 0 |a Leadership. 
700 1 |a Adams, W. A.  |q (Bill),  |e author. 
710 2 |a ProQuest (Firm) 
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856 4 0 |u https://ebookcentral.proquest.com/lib/santaclara/detail.action?docID=5649340  |z Connect to this title online (unlimited simultaneous users allowed; 325 uses per year)  |t 0 
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