{"id":138130,"date":"2018-03-02T20:59:06","date_gmt":"2018-03-02T20:59:06","guid":{"rendered":"https:\/\/leadershipcircle.com\/whitepapers-3\/"},"modified":"2018-03-02T20:59:06","modified_gmt":"2018-03-02T20:59:06","slug":"whitepapers-3","status":"publish","type":"page","link":"https:\/\/leadershipcircle.com\/it\/whitepapers-3\/","title":{"rendered":"Whitepapers"},"content":{"rendered":"[vc_row type=”full_width_background” full_screen_row_position=”middle” column_margin=”default” column_direction=”default” column_direction_tablet=”default” column_direction_phone=”default” bg_image=”45079″ bg_position=”left center” background_image_loading=”default” bg_repeat=”no-repeat” scene_position=”center” top_padding=”7%” bottom_padding=”7%” text_color=”light” text_align=”left” row_border_radius=”none” row_border_radius_applies=”bg” overflow=”visible” overlay_strength=”0.3″ gradient_direction=”left_to_right” shape_divider_position=”bottom” bg_image_animation=”none” parallax_bg=”true” 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overflow=”visible” overlay_strength=”0.3″ gradient_direction=”left_to_right” shape_divider_position=”bottom” bg_image_animation=”none” shape_type=””][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”129914″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”center” img_link_target=”_blank” border_radius=”none” box_shadow=”small_depth” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2025\/01\/Are-you-an-Integrated-Leader.pdf”][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”Are you an Integrated Leader?”][vc_column_text css=”” text_direction=”default”]\n
Unlocking Eve + Leadership Circle<\/h5>\n
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Achieving this ideal requires a clear path forward, and our research is dedicated to advancing this vision. This report, the third in our series on Integrated Leadership, is designed to help leaders address a crucial question: \u201cAre You an Integrated Leader?\u201d.<\/p>\n

In doing so, this report details how Integrated Leadership can be understood, identified, measured, and cultivated. Further, for the first time, we introduce the Integrated Leadership Diagnostic (ILD), offering leaders a new way of measuring leadership integration. Our aim is to help leaders understand where they are in their integration journey and evaluate their progress toward becoming fully integrated leaders.<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n[\/vc_column_text][\/toggle][\/toggles][\/vc_column][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”117509″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”center” img_link_target=”_blank” border_radius=”none” box_shadow=”small_depth” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2024\/07\/Integrated-Leadership-2024-Unlocking-Eve.pdf”][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”Integrated Leadership-Unlocking the Future of Leadership”][vc_column_text text_direction=”default”]\n

Unlocking Eve + Leadership Circle<\/h5>\n
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Compelling insights from global leaders about how to lead change, achieve impact, and heal the world: a case study in healthcare<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n[\/vc_column_text][\/toggle][\/toggles][\/vc_column][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”106648″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”center” img_link_target=”_blank” border_radius=”none” box_shadow=”small_depth” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2023\/09\/Integrated-Leadership-The-Pathway-to-Transforming-Healthcare-and-Healing-the-World-Unlocking-EveLC-White-Paper-2023-09.pdf”][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”Integrated Leadership-The Pathway to Transforming Healthcare and Healing the World”][vc_column_text]\n

Unlocking Eve + Leadership Circle<\/h5>\n

The traditional models of thought and leadership that we have relied upon are ill-equipped to address the intricacy and complexity we encounter today.<\/p>\n

Recent research has suggested the presence of a female leadership advantage. By exploring the leadership qualities of female leaders, we begin to understand how to unlock leadership potential by focusing on what makes them successful.<\/p>\n

Our research demonstrates that leadership effectiveness is not just limited to natural skills within female leaders; it can be cultivated by any leader, making leaders of any gender more successful.<\/p>\n[\/vc_column_text][\/toggle][\/toggles][\/vc_column][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”45853″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”center” img_link_target=”_blank” border_radius=”none” box_shadow=”small_depth” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2022\/10\/Future-of-Leadership-Integral-In-formed-by-Unity.pdf”][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”The Future of Leadership is Integral Informed by Unity”][vc_column_text]\n

Bob Anderson<\/h5>\n

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\u2014Unity; From zero point. The current order is imploding. It no longer works.\u00a0 <\/span>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.[\/vc_column_text][\/toggle][\/toggles][\/vc_column][\/vc_row][vc_row type=”in_container” full_screen_row_position=”middle” column_margin=”default” column_direction=”default” column_direction_tablet=”default” column_direction_phone=”default” scene_position=”center” top_padding=”2%” bottom_padding=”2%” text_color=”dark” text_align=”left” row_border_radius=”none” row_border_radius_applies=”bg” overflow=”visible” overlay_strength=”0.3″ gradient_direction=”left_to_right” shape_divider_position=”bottom” bg_image_animation=”none” shape_type=””][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”120745″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”center” img_link_target=”_blank” border_radius=”none” box_shadow=”small_depth” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2024\/06\/Executive-Coaching-Services-in-Organizations-2024-06.pdf”][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”Executive Coaching Services in Organizations”][vc_column_text css=”” text_direction=”default”]\n

Tim Theeboom & Suzanne Kietselaer<\/h5>\n

Seven Critical Factors for Setting up Successful Executive Coaching Services in Organizations<\/p>\n

The guidelines described below are based on qualitative data obtained from interviews with 6 experts in the field. All respondents were senior executives who were either the initiators of the coaching services in their organizations and\/or were in charge of the management of internal \u201ccoachpools\u201d. These coachpools differed in size (ranging from 8 to 400 coaches), as did the organizations (2000 \u2013 30.000 employees). The respondents came from different sectors (governmental institutes (x2), healthcare (x2), banking and travel-industry). The data was collected using a combination of semi-structured and structured interviews (on- and offline).<\/p>\n[\/vc_column_text][\/toggle][\/toggles][\/vc_column][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”25433″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”center” img_link_target=”_blank” border_radius=”none” box_shadow=”small_depth” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2018\/03\/The-Leadership-Circle-A-Brief-History.pdf” delay=”400″][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”The Leadership Circle: A Brief History”][vc_column_text]\n

Bob Anderson<\/h5>\n

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.[\/vc_column_text][\/toggle][\/toggles][\/vc_column][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”25430″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”center” img_link_target=”_blank” border_radius=”none” box_shadow=”small_depth” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2018\/03\/LCP_Breakthrough.pdf” delay=”200″][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”The Leadership Circle: Breakthrough Leadership Assessment Technology”][vc_column_text]\n

Bob Anderson<\/h5>\n

Introducing a significant advancement in state-of-the-art leadership assessment and development, the Leadership Circle Profile is the first competency-based 360\u00b0 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.[\/vc_column_text][\/toggle][\/toggles][\/vc_column][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”45346″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”center” img_link_target=”_blank” border_radius=”none” box_shadow=”small_depth” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2022\/08\/Leadership-Circle-Profile-Comparison-White-Paper-2022-08.pdf” delay=”400″][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”How Does the Leadership Circle Profile Compare to Other 360\u00b0 Assessments?”][vc_column_text]\n

Leadership Circle<\/h5>\n

This short write-up describes how the Leadership Circle Profile (LCP) compares to other 360\u00b0 assessment tools.[\/vc_column_text][\/toggle][\/toggles][\/vc_column][\/vc_row][vc_row type=”in_container” full_screen_row_position=”middle” column_margin=”default” column_direction=”default” column_direction_tablet=”default” column_direction_phone=”default” scene_position=”center” top_padding=”2%” bottom_padding=”2%” text_color=”dark” text_align=”left” row_border_radius=”none” row_border_radius_applies=”bg” overflow=”visible” overlay_strength=”0.3″ gradient_direction=”left_to_right” shape_divider_position=”bottom” bg_image_animation=”none” shape_type=””][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”43913″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”center” img_link_target=”_blank” border_radius=”none” box_shadow=”small_depth” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2022\/03\/Research-on-Female-and-Male-Leaders-White-Paper-2022-03-17.pdf”][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”Understanding the Differences in Reactive and Creative Orientations Between Female and Male Leaders”][vc_column_text]\n

Cynthia Adams & Lani Van Dusen<\/h5>\n

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.[\/vc_column_text][\/toggle][\/toggles][\/vc_column][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”25421″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”center” img_link_target=”_blank” border_radius=”none” box_shadow=”small_depth” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2021\/07\/Spirit-of-Leadership-Whitepaper-2021-07.pdf” delay=”600″][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”The Spirit of Leadership”][vc_column_text]\n

Bob Anderson<\/h5>\n

Discover how improving the internal operating system of the leader creates extraordinary leadership. More than just skill development, the consciousness required to deploy one\u2019s leadership in ways that are well matched to the complexity of the organizational challenges makes all the difference.[\/vc_column_text][\/toggle][\/toggles][\/vc_column][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”25404″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”center” img_link_target=”_blank” border_radius=”none” box_shadow=”small_depth” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2018\/03\/IPRA-Technical-Report_Psychometric-Evaluation-of-TLCP.pdf” delay=”200″][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”Instrument Validation Study”][vc_column_text]\n

Bowling Green State University<\/h5>\n

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, \u201c[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.\u201d[\/vc_column_text][\/toggle][\/toggles][\/vc_column][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”108579″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”center” img_link_target=”_blank” border_radius=”none” box_shadow=”small_depth” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2018\/03\/The-Leadership-Circle-and-Organizational-Performance.pdf”][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”Leadership Circle and Organizational Performance”][vc_column_text]\n

Bob Anderson<\/h5>\n

Dive deeper into the research outlined in \u201cThe Leadership Circle: Breakthrough Leadership Assessment Technology.\u201d 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.[\/vc_column_text][\/toggle][\/toggles][\/vc_column][\/vc_row][vc_row type=”in_container” full_screen_row_position=”middle” column_margin=”default” column_direction=”default” column_direction_tablet=”default” column_direction_phone=”default” scene_position=”center” top_padding=”2%” bottom_padding=”2%” text_color=”dark” text_align=”left” row_border_radius=”none” row_border_radius_applies=”bg” overflow=”visible” overlay_strength=”0.3″ gradient_direction=”left_to_right” shape_divider_position=”bottom” bg_image_animation=”none” shape_type=””][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”25409″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”center” img_link_target=”_blank” border_radius=”none” box_shadow=”small_depth” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2018\/03\/Leadership-Uncommon-Sense-Whitepaper-MARCH2017.pdf” delay=”600″][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”Leadership: Uncommon Sense”][vc_column_text]\n

Bob Anderson<\/h5>\n

Build your case for the necessity of an in-depth approach to leadership development\u2013at all levels of the organization\u2013accompanied by the difficult work of systems change. Tackle the tough terrain of leadership development\u2013the major disciplines that need to be integrated into one\u2019s life for genuine development to take place.[\/vc_column_text][\/toggle][\/toggles][\/vc_column][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”25414″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”center” img_link_target=”_blank” border_radius=”none” box_shadow=”small_depth” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2018\/03\/Mastering_Leadership.pdf”][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”Mastering Leadership”][vc_column_text]\n

Bob Anderson<\/h5>\n

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.[\/vc_column_text][\/toggle][\/toggles][\/vc_column][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”103827″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”center” img_link_target=”_blank” border_radius=”none” box_shadow=”small_depth” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2023\/06\/Reactive-to-Creative-Leadership-ML-2023-06.pdf”][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”Reactive to Creative”][vc_column_text]\n

Bob Anderson & Bill Adams<\/h5>\n

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.[\/vc_column_text][\/toggle][\/toggles][\/vc_column][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”29525″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”center” img_link_target=”_blank” border_radius=”none” box_shadow=”small_depth” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2018\/03\/No-Safe-Path-to-Leadership-Mar18.pdf” delay=”200″][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”No Safe Path to Leadership”][vc_column_text]\n

Bob Anderson<\/h5>\n

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.\u201d[\/vc_column_text][\/toggle][\/toggles][\/vc_column][\/vc_row][vc_row type=”in_container” full_screen_row_position=”middle” column_margin=”default” column_direction=”default” column_direction_tablet=”default” column_direction_phone=”default” scene_position=”center” top_padding=”2%” bottom_padding=”2%” text_color=”dark” text_align=”left” row_border_radius=”none” row_border_radius_applies=”bg” overflow=”visible” overlay_strength=”0.3″ gradient_direction=”left_to_right” shape_divider_position=”bottom” bg_image_animation=”none” shape_type=””][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”25419″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”center” img_link_target=”_blank” border_radius=”none” box_shadow=”small_depth” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2018\/03\/Pathways-to-Partnership-Whitepaper-MAY2016.pdf” delay=”400″][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”Pathways to Partnership”][vc_column_text]\n

Bob Anderson<\/h5>\n

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.[\/vc_column_text][\/toggle][\/toggles][\/vc_column][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”37203″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”center” img_link_target=”_blank” border_radius=”none” box_shadow=”small_depth” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2020\/08\/A-Conscious-Practice-of-Becoming-APR2016.pdf”][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”A Conscious Practice of Becoming”][vc_column_text]\n

Cindy Adams<\/h5>\n

After 26 years of supporting leaders in these endeavors, I have learned that leaders can only lead\u00a0from the \u201cplace\u201d of their own development. In other words, where we are, is where we are. We\u00a0grow and change as we see differently, recognize our own faulty narratives, and develop critical\u00a0new awareness\u2019s that over time generate more complex meaning-making systems and higher states\u00a0of consciousness equipping us for new behaviors and results.[\/vc_column_text][\/toggle][\/toggles][\/vc_column][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”39170″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”center” img_link_target=”_blank” border_radius=”none” box_shadow=”small_depth” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2020\/11\/REIMAGINE-The-X-Factor-for-Agile-Transformation.pdf”][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”REIMAGINE – The X-Factor for Agile Transformation”][vc_column_text]\n

Dave Schrader, PhD<\/h5>\n

Much has been written and said about the need to become more agile these days. And it\u2019s 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:\u00a0the old models of leadership and organization are falling far short of what\u2019s needed.[\/vc_column_text][\/toggle][\/toggles][\/vc_column][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”25393″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”center” img_link_target=”_blank” border_radius=”none” box_shadow=”small_depth” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2018\/08\/Agreement-in-Self-Whitepaper-AUG2018.pdf”][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”Agreement in Self-Other Ratings of Leadership Effectiveness: The Role of Demographics and Personality”][vc_column_text]\n

Bob Anderson<\/h5>\n

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.[\/vc_column_text][\/toggle][\/toggles][\/vc_column][\/vc_row][vc_row type=”in_container” full_screen_row_position=”middle” column_margin=”default” column_direction=”default” column_direction_tablet=”default” column_direction_phone=”default” scene_position=”center” top_padding=”2%” bottom_padding=”2%” text_color=”dark” text_align=”left” row_border_radius=”none” row_border_radius_applies=”bg” overflow=”visible” overlay_strength=”0.3″ gradient_direction=”left_to_right” shape_divider_position=”bottom” bg_image_animation=”none” shape_type=””][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”35842″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”center” img_link_target=”_blank” border_radius=”none” box_shadow=”small_depth” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2020\/05\/Sacred-Geometry-of-the-Leadership-Circle-Profile-2020-02.pdf”][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”The Sacred Geometry of The Leadership Circle Profile and the Universal Model of Leadership: Toward a Physics of Leadership”][vc_column_text]\n

Bob Anderson<\/h5>\n

The Leadership Circle\u2019s Universal Model of Leadership (UML), the dynamic polarities within it, and its\u00a0correlation matrix is found to be consistent\/coherent with core scaling geometries. Human beings\u00a0pattern their identities and the dynamics of their interaction to the same geometries. These findings\u00a0lend significant credence to the universality of the model. The Universal Model of Leadership is shown\u00a0to be a zero-point structure.[\/vc_column_text][\/toggle][\/toggles][\/vc_column][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”109521″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”center” img_link_target=”_blank” border_radius=”none” box_shadow=”small_depth” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2021\/05\/Essence-of-Agile-Orgs.pdf”][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”The Essence of an Agile Organization”][vc_column_text]\n

Peter Stoppelenburg<\/h5>\n

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.[\/vc_column_text][\/toggle][\/toggles][\/vc_column][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”103793″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”” border_radius=”none” box_shadow=”none” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2023\/06\/Neurodiversity-in-a-Leadership-Context.pdf”][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”Neurodiversity in Leadership”][vc_column_text]\n

Brooke Trenwith<\/h5>\n
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This paper has been developed to support coaches to understand the possible impact of neurodiversity when interpreting the Leadership Circle Profile (LCP). It will provide some generalized issues to be aware of when doing a debrief with someone who identifies as being neurodivergent.<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n[\/vc_column_text][vc_column_text][\/vc_column_text][\/toggle][\/toggles][\/vc_column][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”108443″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”” border_radius=”none” box_shadow=”none” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2023\/10\/A-Universal-Model-of-Leadership-2023-10.pdf”][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”A Universal Model of Leadership”][vc_column_text]\n

Bob Anderson and Bill Adams<\/h5>\n
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We must accelerate the pace at which we can develop leaders for the complex realities of today\u2019s business environment. The pace of development must at a minimum keep pace with the rate of change and escalating complexity. This is the Leadership Agenda facing most organizations. Current approaches to developing leaders are not up to this challenge. The field of leadership development is a random collection for very good theory and research, but is completely unintegrated. This leads to a piecemeal approach that has a poor track record.<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n[\/vc_column_text][vc_column_text][\/vc_column_text][\/toggle][\/toggles][\/vc_column][\/vc_row][vc_row type=”in_container” full_screen_row_position=”middle” column_margin=”default” column_direction=”default” column_direction_tablet=”default” column_direction_phone=”default” scene_position=”center” top_padding=”2%” bottom_padding=”2%” text_color=”dark” text_align=”left” row_border_radius=”none” row_border_radius_applies=”bg” overflow=”visible” overlay_strength=”0.3″ gradient_direction=”left_to_right” shape_divider_position=”bottom” bg_image_animation=”none” shape_type=””][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”31048″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”center” img_link_target=”_blank” border_radius=”none” box_shadow=”small_depth” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2018\/09\/Daily-Habits-Whitepaper.pdf” delay=”400″][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”Daily Habits of Exceptional Leaders”][vc_column_text]\n

Padraig O’Sullivan & Roma Gaster<\/h5>\n

Padraig O\u2019Sullivan 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.[\/vc_column_text][\/toggle][\/toggles][\/vc_column][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”108467″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”” border_radius=”none” box_shadow=”none” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2023\/10\/Dive-Into-the-Universal-Model-of-Leadership_2023-10.pdf”][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”Dive Into the Universal Model of Leadership”][vc_column_text]\n

Bob Anderson and Bill Adams<\/h5>\n
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Our Universal Model of Leadership helps explain how extraordinary leadership develops and how to accelerate its development. Many well-intentioned improvement initiatives fall short of intended results because leaders fail to account for the transformation in consciousness required to create and sustain high performance.<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n[\/vc_column_text][vc_column_text][\/vc_column_text][\/toggle][\/toggles][\/vc_column][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”135380″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”” border_radius=”none” box_shadow=”none” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2025\/06\/Conscious-Collective-Leadership-2022-10.pdf”][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”Conscious Collective Leadership: 1+1=3″][vc_column_text css=”” text_direction=”default”]\n

Dave Schrader<\/h5>\n
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Collective Leadership means prioritizing the success of the whole organization to reach the highest potential for the entire leadership team. This requires a heightened sense of communication, trust, and connection between leaders, so that their combined decisions and actions best serve the whole.<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n[\/vc_column_text][vc_column_text][\/vc_column_text][\/toggle][\/toggles][\/vc_column][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/4″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][image_with_animation image_url=”135406″ image_size=”full” max_width=”100%” max_width_mobile=”default” animation_type=”entrance” animation=”Fade In” animation_easing=”default” animation_movement_type=”transform_y” hover_animation=”none” alignment=”” border_radius=”none” box_shadow=”none” image_loading=”default” img_link=”https:\/\/leadershipcircle.com\/wp-content\/uploads\/2025\/06\/TestingForLCPBias_Combined_June2025.pdf”][divider line_type=”No Line”][toggles style=”minimal_small”][toggle color=”Default” heading_tag=”default” heading_tag_functionality=”default” title=”Testing the LCP for Bias”][vc_column_text css=”” text_direction=”default”]\n

Lani Van Dusen, Ph.D.<\/h5>\n
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In today\u2019s culture there is an increasing sensitivity to potential bias in how people are observed and evaluated. It is impossible to remove all personal bias from individuals\u2019 evaluations – people inherently make judgements based on stereotypes and perceptions based on their own experiences. However, the impact of any personal bias on assessment results can be minimized by ensuring that the measurement model and related performance outcomes are not significantly different based solely on group membership of the individuals being evaluated.<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n[\/vc_column_text][vc_column_text][\/vc_column_text][\/toggle][\/toggles][\/vc_column][\/vc_row]\n","protected":false},"excerpt":{"rendered":"

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