Development of Leadership in an individual

Universal Model of Leadership & Types of

Intelligence

MBAG 401 VCL

DMC, SSSIHL
development of effective leadership
The development of effective leadership, especially in complex leadership roles, is a long-term project—it is life
work.

The process of developing extraordinary leadership is the same process as becoming an extraordinary person.

If we are to fulfil on the leadership agenda facing us, we need to rethink how we are developing leaders.

Our efforts need to be long-term and systemic (not episodic and piecemeal), individual and collective, and
integrative of the inner and outer game of leadership.

Anything less is not likely to succeed.

The practice of developing extraordinary leaders, capable of elegantly and masterfully leading in today’s
complex global business environment, must place equal emphasis on developing capability and
consciousness. The inner game and the outer game must be co-developed.
UNIVERSAL Model of Mastering Leadership: An Integrated
Framework for Breakthrough Performance

LEADERSHIP and Extraordinary Business Results, by

Robert J. Anderson and William A. Adams
(Wiley, 2015)
Inner Game
 UNIVERSAL Model of
LEADERSHIP
The circle has a vertical and horizontal axis dividing it into four quadrants.

The vertical axis represents the stage of a leader’s development—the level of

maturity of the leader’s inner game that mediates the effectiveness of outer-game
of leadership. The progressive stages of adult development form the backbone of
our universal model.

The horizontal axis is defined by task and relationship. Research shows that most
of a leader’s effectiveness can be explained by these two variables—how well
they manage tasks and how well they manage relationships. Leaders who
effectively accomplish tasks and establish great relationships are more effective.
Creative Vs. Reactive
A leader can manage people creatively in a way that engages, empowers, and brings out the
best in them.

Or, that leader can engage people reactively in a way that may be people oriented and heart
centered but gives up too much power in service of being liked and accepted.

A leader can manage tasks creatively by being purpose driven and vision focused to achieve
effective execution on results and systemic improvement.

Or, a leader can manage tasks reactively by over-controlling and driving the organization and
people beyond sustainable limits.
Connecting Patterns of Action
with Habits of Thought
CREATIVE COMPETENCIES are well-researched competencies:
◦ measuring how you achieve results,
◦ bring out the best in others,
◦ lead with vision, enhance your own development, act with integrity and courage,
◦ and improve organizational systems.

REACTIVE TENDENCIES are leadership styles that emphasize:

◦ caution over creating results,
◦ self-protection over productive engagement,
◦ and aggression over building alignment. These self-limiting styles over emphasize the focus on gaining the
approval of others, protecting yourself, and getting results through high control tactics.
Leadership Circle Profile - a 360 assessment
In the outer Circle of the top half – 18 key Creative Leadership Competencies – that strongly
correlate to Leadership Effectiveness and Business Performance
In the Outer Circle of the bottom half – 11 Reactive Leadership Styles – that are strongly inverse
to Leadership Effectiveness and Business Performance
In the Inner Circle of the top half – 18 competencies are arranged into 5 Categories -
encompasses the best leadership theories
In the Inner Circle of the bottom half – 11 styles into 3 Categories
The Optimal Leadership Profile above was created by asking 50,000 managers
worldwide to describe the kind of leadership that, if it existed in their organization, would
allow the organization to thrive in its current marketplace and into the future
 THE CREATIVE Leadership
Competencies
RELATING summary dimension measures the leader's capability to relate to others in a way that
brings out the best in people, groups and organizations. It is composed of:

• Caring Connection measures the leader's interest in an ability to form warm, caring relationships.

• Fosters Team Play measures the leader's ability to foster high-performance teamwork among team members
who report to him/her, across the organization, and within teams in which he/she participates.

• Collaborator measures the extent to which the leader engages others in a manner that allows the parties
involved to discover common ground.

• Mentoring & Developing measures the leader's ability to develop others through mentoring and maintaining
growth-enhancing relationships.

• Interpersonal Intelligence measures the interpersonal effectiveness with which the leader listens, engages in
conflict and controversy, deals with the feelings of others, and manages his/her own feelings.
 THE CREATIVE Leadership
Competencies
SELF-AWARENESS summary dimension measures the leader's orientation to ongoing professional
and personal development, as well as the degree to which inner self-awareness is expressed through
high integrity leadership. It is composed of:
• Selfless Leader measures the extent to which the leader pursues service over self-interest, where the need
for credit and personal ambition is far less important than creating results that serve a common good.<
• Balance measures the leader's ability to keep a healthy balance between business and family, activity and
reflection, work and leisure - the tendency to be self-renewing, and handle the stress of life without losing the
self.
• Composure measures the leader's ability in the midst of conflict and high-tension situations, to remain
composed and centered, and to maintain a calm, focused perspective.
• Personal Learner measures the degree to which the leader demonstrates a strong and active interest in
learning and personal and professional growth. It measures the extent to which he/she actively and reflectively
pursues growing in self-awareness, wisdom, knowledge, and insight.
AUTHENTICITY
summary dimension measures the leader's capability to relate to others in an
authentic, courageous and high-integrity manner. It is composed of:

•Integrity measures how well the leader adheres to the set of values and principles that
he/she espouses; that is how well he/she can be trusted to "walk the talk."

•Courageous Authenticity measures the leader's willingness to take touch stands, bring up
the "undiscussables" (risky issues the groups avoid discussing), and openly deal with difficult
relationship problems.
SYSTEMS AWARENESS
summary dimension measures the degree to which the leader's awareness is focused on
whole system improvement, productivity, and community welfare. It is composed of:

•Community Concern measures the service orientation from which the leader leads. It measures
the extent to which he/she links his/her legacy to service of community and global welfare.

•Sustainable Productivity measures the leader's ability to achieve results in a way that maintains
or enhances the overall long-term effectiveness of the organization. It measures how well he/she
balances human/technical resources to sustain long-term high performance.

•Systems Thinker measures the degree to which the leader thinks and acts from a whole system
perspective as well as the extent to which he/she makes decisions in light of the long-term health
of the whole system.
ACHIEVING
summary dimension measures the extent to which the leader offers visionary, authentic,
and high achievement leadership. It is composed of:
•Strategic Focus measures the extent to which the leader thinks and plans rigorously and
strategically to ensure that the organization will thrive in the near and long-term.
•Purposeful & Visionary measures the extent to which the leader is goal directed and has a track
record of goal achievement and high performance.
•Achieves Results measures the degree to which the leader is goal directed and has a track
record of goal achievement and high performance.
•Decisiveness measures the leader's ability to make decisions on time, and the extent to which
he/she is comfortable moving forward in uncertainty.
Reactive
leaders
 THE REACTIVE Leadership
Tendencies: Complying
COMPLYING summary dimension measures the extent to which a leader gets a sense of self-worth and
security by complying with the expectations of others rather than acting on what he/she intends and wants. It
is composed of:

• Conservative measures the extent to which the leader thinks and acts conservatively, follows procedure, and lives
within the prescribed rules of the organization with which he/she is associated.

• Pleasing measures the leader's need to conform, follow the rules, and meet the expectations of those in authority. It
measures the extent to which he/she goes along to get along, thereby compressing the full extent of his/her creative
power into culturally acceptable boxes.

• Belonging measures the leader’s need to conform, follow the rules, and meet the expectations of those in authority. It
measures the extent to which he/she goes along to get along, thereby compressing the full extent of his/her creative
power into culturally acceptable boxes.

• Passive measures the degree to which the leader gives away his/her power to others and to circumstances outside
his/her control. It is a measure of the extent to which he/she believes that he/she is not the creator of his/her life
experience, that his/her efforts do not make much difference, and that he/she lacks the power to create the future
he/she wants.
PROTECTING
PROTECTING summary dimension measures the belief that the leader can protect
himself/herself and establish a sense of worth through withdrawal, remaining distant,
hidden, aloof, cynical, superior, and/or rational. It is composed of:
•Arrogance measures the leader’s tendency to project a large ego — behavior that is
experienced as superior, egotistical, and self-centered.
•Critical is a measure of the leader’s tendency to take a critical, questioning, and somewhat
cynical attitude.
•Distance is a measure of the leader’s tendency to establish a sense of personal worth and
security through withdrawal, being superior and remaining aloof, emotionally distant, and
above it all.
 CONTROLLING
CONTROLLING summary dimension measures the extent to which the leader establishes a sense of personal worth through
task accomplishment and personal achievement. It is composed of:

• Perfect is a measure of the leader’s need to attain flawless results and perform to extremely high standards in order to feel secure and
worthwhile as a person. Worth and security is equated with being perfect, performing constantly at heroic levels, and succeeding
beyond all expectations.

• Driven is a measure of the extent to which the leader is in overdrive. It is a measure of his/her belief that worth, and security are tied to
accomplishing a great deal through hard work. It measures his/her need to perform at a very high level in order to feel worthwhile as a
person. A good work ethic is a strength of this style, provided that the leader keeps things in balance and is able to balance helping
others achieve with his/her own achievement.

• Ambition measures the extent to which the leader needs to get ahead, move up in the organization, and be better than others. Ambition
is a powerful motivator. This scale assesses if that motivation is positive, furthering progress — or negative, overly self-centered and
competitive.

• Autocratic measures the leader’s tendency to be forceful, aggressive, and controlling. It measures the extent to which he/she equates
self-worth and security to being powerful, in control, strong, dominant, invulnerable, or on top. Worth is measured through comparison,
that is, having more income, achieving a higher position, being seen as a most/more valuable contributor, gaining credit, or being
promoted.
IDENTITY
In the Universal Model of Leadership, identity is at the core. As it evolves, identity restructures itself into more
mature awareness and self-understanding. Each progressive evolution enables increased capability to handle
increased complexity.

Identity defines who we are, organizes much of our leadership behavior, and drives the strategies that we use
to establish ourselves in the world.

Identity is at the core of our inner game (IOS)—the part that harbors our sense of self; organizes how we
understand ourselves; and determines how we establish our sense of self-worth, self-esteem, personal
value, and security.

Identity drives how we take up our role in situations and how we deploy ourselves moment to moment.

Since our Identity mediates much of our thinking and behavior, it generates patterns of results consistent with
how our Identity is structured.

When Identity evolves, so do we, as do the results we attain.

leadership circle profile: Summary
From this core model, the authors have created the leadership circle profile (LCP), a
leadership 360 assessment designed to provide feedback to a leader on his/her
effectiveness in relation to the universal

In the outer circle of the top half of the LCP is an array of 18 key creative leadership
competencies that are well researched to correlate strongly to leadership effectiveness (r =
.93) and business performance (r = .61).

In the outer circle of the bottom half of the circle is an array of 11 reactive leadership styles
that impede the creative competencies and, thus, are strongly inverse to leadership
effectiveness (r = -.68) and business performance (r = -.32).
Stages of progress
Our Universal Model includes five stages of
progressive leadership development:
Egocentric,
Reactive,
Creative,
Integral,
Unitive.
Each stage is more mature, more effective
and higher performing.

Is there a parallel with Maslow’s Hierarchy of Needs?

 Leadership Effectiveness is highly related to the Stage of
Development of the leader. Furthermore, since business performance

Consciousne is strongly correlated to Leadership Effectiveness, we conclude that

the performance of an organization depends highly on the level
of consciousness of its leadership.

ss is the Consciousness is the Internal Operating System (IOS) of

performance. With each evolution in consciousness comes greater

Internal capacity, capability, and mastery to meet complexity with greater

effectiveness. Higher consciousness begets higher performance.

Operating The premise at the heart of the Universal Model of Leadership is that
consciousness can evolve into higher-order capacity to meet
complexity.

System (IOS) Development proceeds from lower to higher-order Structures of Mind

through a series of well-mapped and researched stages.

of Each stage develops out of the previous stage and into the next. This
sequential order is built into the way the human body/mind is

performance designed. Each stage is inevitable—we must grow into it, and
eventually beyond it.
 At each stage transition, something is being lost and
gained. With each developmental evolution, the old
operating system (the way we know ourselves and our
reality) is being deconstructed. It comes apart so that a
more effective operating system can be reconstructed.
disintegration Development is a disintegration-reintegration process.
-reintegration It is metanoia and metamorphosis. There is loss and
gain with each progression. At each developmental
process inflection point, we are challenged to let go of old ways
of knowing before new ways of sense-making have
booted up. At each transition, we are losing ourselves
and gaining a new self.

If we do not evolve at the pace of escalating

complexity, we become less relevant.

Metanoia: change in one's way of life resulting from penitence or spiritual conversion
1. Egocentric.
. The identity at the Egocentric level is “I am my needs.” We are identified with our ability to
meet our needs. This identity does not notice other’s (often-competing) needs. At this stage,
our needs are primary. We are islands onto ourselves, and we relate to others primarily to
get our needs met. Growth at this phase is taking others’ needs and expectations into
account. It requires defining ourselves co-relationally, such that our primary loyalty is no
longer to ourselves, but to the relationship (friend, parent, family, organization, community).

Egocentric Mind in adolescence is normal. In adulthood, it is pathology. In leadership, it is

destructive. Egocentric leadership is responsible for oppressive dictatorships, Fascism,
Nazism, terrorist extremism, ethnic cleansing, gang violence, and immoral governance.
2. Reactive.
The ability to hold both our needs and the needs/feelings of others simultaneously is the hallmark of the Reactive level. We
learn societal rules and play by them in order to meet expectations. We dive into our chosen professions and work hard on
honing our outer game. We gain the Domain Knowledge required to succeed in a chosen field. We create businesses, build
careers, climb ladders, get married, have families, and establish the homestead.

Leaders at the Reactive Level often care deeply about their employees and manage and function as benevolent parents or
patriarchs/matriarchs.

The organization is ordered and efficient. It is competency driven and mechanistic. It uses all of the scientific management
tools.

Employee input is solicited, but decision-making and creative expression are still vested with top leaders.

Leadership is often humane but lacks the capability of broadly sharing power.

People are informed but not involved in decision-making. People feel supported financially and treated fairly, but most are not
expected to be involved in important decisions.

The institutional style that emerges with Reactive leadership is a large, efficient hierarchy—an ordered and layered
bureaucracy. Its political climate requires loyalty and obedience.
3. Creative.
Most change efforts are attempts to create a Creative culture that is flatter, leaner, more agile, and requires higher ownership
and creative involvement at lower levels. Such change efforts can only succeed if the leadership is functioning with the
Creative Mind.

At the Creative level, we shed some old assumptions that have been running us all our lives; and we initiate a more authentic
version of ourselves. By shedding well-patterned assumptions, we start to see the habitual ways of thinking that form the core
of the Reactive Mind. They have served us well but are now reaching operational limits—they are not complex enough for the
complexity of life and leadership into which we have grown.

By initiating a more authentic self, we begin to ask new questions: Who am I? What do I really want? What do I care most
about? What do I stand for? How can I make my life and my leadership a creative expression of what matters most? We
become visionary leaders.

As new possibilities open up, we begin to orient our life and leadership more on our sense of personal purpose and vision.
Transitioning to the Creative Self is the major transition of life and leadership. To make this transition, we no longer ignore the
unique call of the soul.

Creative leadership is required to create lean, innovative, visionary, creative, agile, high-involvement, high-fulfillment
organizations—and to evolve adaptive designs and cultures. The focus is on high performance through teamwork and
self-development. Leadership is shared. The leader now takes responsibility for authoring the vision, enrolling others in the
vision, and helping them discover how the vision enables them to fulfill their personal purposes collectively.
4. Integral.
This level of leadership is capable of leading amid complexity. The vision of the Creative leader expands to
include systemic welfare—Systems Thinking and Design.
The Integral leader holds a larger vision of the welfare of the whole system and becomes the architect of its
future.
Integral leaders focus on a vision not only for their organization, but also for the welfare of the larger
system in which their organization is embedded and interdependent.
At this stage, Servant Leadership fully emerges. The leader becomes the servant of the whole.
Integral level leaders become systemic and community oriented. The workplace becomes a self-renewing
organization where members are true participating partners.
The legacy of the leader is connected to developing the organization into a vehicle for service to a larger
constituency.
The organization is seen as a network of stakeholders nested within a larger system of networks. Vision often
becomes global and oriented toward service to human welfare. Sustainability and long-term common good
become salient values.
5. Unitive.
This is the highest stage of awareness of who we are—a sacred union with All that Is.
Spiritual practices, such as meditation and contemplative prayer, accelerate our
development through the stages.
In fact, the Unitive Self seldom, if ever, develops without a long-term spiritual practice.
Initially, at the Unitive level, the self realizes, “I am not the body, nor the mind, but a soul—an
essential self in communion with the Divine.
As this Unitive Self acts in the world, it becomes a highly effective tool of the spirit. Further into
Unitive realization, the astonishing oneness underlying diversity becomes obvious.
We ecstatically experience the world as one. This oneness is an experience of oneness with life—
the oneness of all things with Itself. This is the birth of universal compassion: “I am my brother and
my sister. We are all each other! The earth and all beings are one life.”
Conclusion
We live in a time of great opportunity and
great peril. The next 50 years will be
pivotal. We could either create a new and
vital global order of planetary welfare or
destroy ourselves. With their global
reach, business leaders play a major
role in the world’s future. The evolution
of ever more effective and conscious
leaders is not only a business imperative
as complexity escalates, but a global
requirement.