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POSITION PAPERS |
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Mastering Leadership
Bob Anderson, CEO and Founder, The Leadership Circle |
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This paper outlines the disciplines required for leaders to break from old patterns in order to begin embodying a new, preferred state of an organization. Most organizational change efforts pay too little attention to the deep personal changes that are required of people at every level. The flawed assumption is that we can create the new culture out of the level of consciousness, thinking, and behavior that gave rise to the old culture. When this fatal flaw remains unchallenged, the change efforts start with a flurry of energy, vision and activity. They then grind to a halt when people start waiting for others to change first and to give them permission to act on the new vision. |
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Pathways
to Partnership
Bob Anderson, CEO and Founder, The Leadership Circle |
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This paper outlines 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. |
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Spirit of Leadership
Bob Anderson, CEO and Founder, The Leadership Circle |
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This paper outlines a model for change and contains research showing that the main thing developing when leadership becomes extraordinary is the internal operating system of the leader. It is not merely the development of skill, but the consciousness required to skillfully deploy one’s leadership in ways that are well matched to the complexity of the organizational challenges. |
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Leadership:
Uncommon Sense
Bob Anderson, CEO and Founder, The Leadership Circle
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This paper has two objectives. First, it builds a 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. Second, it describes the terrain of leadership development - the major disciplines that need to be integrated into one’s life for genuine development to take place. Leadership is connected with the deepest parts of ourselves. It has much more to do with character, courage, and conviction than it does with specific skills or even competencies. Leadership requires wisdom, self-knowledge, and the development of our character at psychological and spiritual levels. |
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RESEARCH |
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The
Leadership Circle:
Breakthrough Leadership Assessment Technology
Bob Anderson, CEO and Founder, The Leadership Circle
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This paper outlines The Leadership Circle Profile — a significant advancement in state-of-the-art leadership assessment and development. It is the first competency-based 360 assessment tool to measure behavior at various stages of adult development; to link 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 literatures; and to display information in a way that immediately draws attention to the most critical information in the feedback. |
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The
Leadership Circle and Organizational Performance
Bob Anderson, CEO and Founder, The Leadership Circle |
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This paper provides greater detail about the research outlined in “The Leadership Circle Profile: Breakthrough Leadership Assessment Technology”. This research shows that The Leadership Circle Profile dimensions are highly correlated to a measure of leadership effectiveness. It also shows strong and significant correlations to a measure of business performance. It dramatically shows how The Leadership Circle Profile graphically displays the aggregate results from amongst the 486 leaders in the study whose business performance was rated best and worst. In short, 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. |
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Agreement in Self-Other Ratings of Leadership Effectiveness:
The Role of Demographics and Personality
Robert J. Anderson, Jr. and Robert P. Vecchio |
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Based on research done at the University of Notre Dame, this paper takes a deep look at exactly what biases exist in leadership assessment processes. The topic of multi-source feedback has been the subject of increasing research interest as a consequence of the growth of 360-degree feedback programs. Before great faith can be placed in multi-source appraisals, it is important to determine whether these appraisals are prone to personal biases. |
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