White Papers
Bob Anderson
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.
No Safe Path to Leadership
Bob Anderson
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.”
Pathways to Partnership
Bob Anderson
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.
The Spirit of Leadership
Bob Anderson
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.
The Leadership Circle and Organizational Performance
Bob Anderson
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.
Reactive to Creative
Bob Anderson and Bill Adams
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.
Daily Habits of Exceptional Leaders
Padraig O'Sullivan
Padraig O’Sullivan and Roma Gaster, 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.
Leadership: Uncommon SenseThe Role of Demographics and Personality
Bob Anderson
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.
THE LEADERSHIP CIRCLE: A Brief History
Bob Anderson
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.
The Leadership Circle: Breakthrough Leadership Assessment Technology
Bob Anderson
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.
How Does the Leadership Circle Profile Compare to Other 360° Assessments?
The Leadership Circle
This short write-up describes how the Leadership Circle Profile (LCP) compares to other 360° assessment tools.
Instrument Validation Study
Bowling Green State University
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.”
Agreement in Self-Other Ratings of Leadership Effectiveness: The Role of Demographics and Personality
Bob Anderson
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 Sacred Geometry of The Leadership Circle Profile and the Universal Model of Leadership: Toward a Physics of Leadership
Bob Anderson
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.
A Conscious Practice of Becoming
Cindy Adams
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.
REIMAGINE – The X-Factor for Agile Transformation
Dave Schrader, PhD
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.
