EXTRAORDINARY LEADERSHIP: Addressing the Gaps in Senior Executive Development -- Contents -- Preface -- FROM THE EDITORS -- THE COLLABORATIVE PROCESS -- SPECIAL THANKS -- About the Authors -- Introduction -- PURPOSE OF THIS BOOK -- ADDRESSING GAPS IN EXISTING MODELS OF LEADERSHIP DEVELOPMENT -- A FRESH VIEW OF LEADERSHIP DEVELOPMENT -- MAKING THE INVISIBLE VISIBLE -- WHOM THIS BOOK IS FOR -- HOW THIS BOOK IS ORGANIZED -- HOW TO USE THIS BOOK -- Part One: The Gap Within -- Chapter One: Views from the C-Suite -- LEADERSHIP, NOW MORE THAN EVER BEFORE -- THE SIX INTERVIEWEES -- LEARNINGS FROM THE SIX -- SOFT SKILLS VERSUS HARD -- VIEWS ON PREPARING YOUNG EXECUTIVES -- MORE IMPLICATIONS FOR THE FUTURE -- CONCLUSION -- Chapter Two: The Learning Premise -- THE MANAGERIAL LEADER -- DETERMINATION AND DRIVE TO LEARN -- THE LEARNING PREMISE -- THE CONTENT OF LEARNING IN MANAGERIAL LEADERSHIP -- THE BROAD AGENDA -- CONCLUSION -- Chapter Three: Unlocking Leadership Potential -- DEALING WITH STUCKNESS -- KEGAN'S THEORY AND ITS RELEVANCE TO LEADERSHIP DEVELOPMENT -- DEVELOPMENT AND LEADERSHIP EFFECTIVENESS -- FOSTERING LEADERS' DEVELOPMENT -- APPLYING THE PROCESS TO INDIVIDUALS AND ORGANIZATIONS -- CONCLUSION -- Part Two: The Gap Between -- Chapter Four: Helping Leaders to Become Emotionally Intelligent -- THE ROLE OF EMOTIONAL INTELLIGENCE IN FACING CRITICAL CHALLENGES -- RESEARCH INTO LEADERSHIP AND EMOTIONAL INTELLIGENCE -- HELPING LEADERS TO BECOME MORE EMOTIONALLY INTELLIGENT -- PROCESS-DESIGNED TRAINING: A NEW GROUP APPROACH -- CONCLUSION -- Chapter Five: Leadership as Relational Practice -- HIDDEN CHALLENGES IN IMPLEMENTING RELATIONAL LEADERSHIP -- SOCIETAL-LEVEL DYNAMICS THAT CAN AFFECT RELATIONAL LEADERSHIP -- SPECIFIC WAYS IN WHICH RELATIONAL LEADERSHIP CAN BE UNDERMINED -- ADDRESSING THE GAPS -- CONCLUSION -- Chapter Six: The How-to-Be Leader.

LEADERSHIP AND ''HOW TO BE'' -- ENCOURAGING AUTHENTICITY -- PRESSURES AGAINST AND FOR AUTHENTICITY -- ''BEING,'' ''DOING,'' AND TRANSFORMING THE GIRL SCOUTS -- SOME POSSIBLE LESSONS -- CONCLUSION -- Part Three: The Gap in the System -- Chapter Seven: The Not-So-Secret Sauce of the Leadership Development Recipe -- SOME ASSUMPTIONS ABOUT LEADERSHIP MASTERY -- THE FORCES WORKING AGAINST LEADERSHIP MASTERY -- THE MISSING INGREDIENTS IN LEADERSHIP'S SECRET SAUCE -- CONCLUSION -- Chapter Eight: People in Context -- FOUR SYSTEM CONTEXTS -- AWARENESS OF PERSONS IN CONTEXT -- GROUPS IN CONTEXT -- SYSTEMS IN PRACTICE: THE CASE OF THE RIGID MANAGER -- IMPLICATIONS FOR LEADERSHIP DEVELOPMENT -- CONCLUSION -- APPENDIX: ABOUT THE POWER LAB AND THE ORGANIZATIONAL WORKSHOP -- Chapter Nine: Leading Inclusively -- THE CHANGING CONVERSATION -- THE INCLUSIVE LEADERSHIP MIND-SET -- INCLUSIVE SKILLS FOR LEADERS -- LEADERSHIP TOOLS TO FOSTER INCLUSION -- CONCLUSION -- Part Four: The Gap at the Institutional Level -- Chapter Ten: Developing Leaders with Cultural Intelligence -- ADDING THE CULTURAL INGREDIENT -- SHIFTING TRENDS: WHAT LEADERS COULD BE MISSING -- WHAT IS CULTURE, AND WHY DOES IT MATTER TO LEADERSHIP? -- CULTURAL INTELLIGENCE -- DEVELOPING LEADERS WITH HIGH CULTURAL INTELLIGENCE -- CONCLUSION -- Chapter Eleven: The Shifting Paradigm of Executive Leadership Development -- CURRENT PRACTICE IN LEADERSHIP DEVELOPMENT FOR EXECUTIVES -- WHY TODAY'S APPROACHES FALL SERIOUSLY SHORT -- THE NEW FRAME: COLLECTIVE DEVELOPMENT AND ENTERPRISE APPLICATIONS -- AN ENTERPRISE STRATEGIC CHANGE AGENDA -- A CASE EXAMPLE: NEW EXECUTIVE LEADERSHIP DEVELOPMENT AT IBM -- CONCLUSION -- Chapter Twelve: On the Other Side of the Divide -- HOW DID WE GET HERE? A BRIEF HISTORY OF THE BOOM -- THE DIVIDING LINE: 2008 -- THE NEW ENVIRONMENT -- HOW LEADERS MUST RESPOND.

IMPLICATIONS FOR LEADERSHIP DEVELOPMENT PROFESSIONALS -- CONCLUSION -- Chapter Thirteen: Leadership in the Corner Office -- THE HIGH COST OF FAILED CEO LEADERSHIP -- THE CHALLENGE TO THE BOARD -- THREE QUESTIONS A BOARD MUST ANSWER -- OTHER CHALLENGES TO BOARDS SEEKING TO FILL THE GAPS IN LEADERSHIP -- CONCLUSION -- Chapter Fourteen: Looking Forward -- DEVELOPING LEADERS NOW -- CREATING CONDITIONS FOR DEEP LEARNING -- CONCLUSION -- References -- Name Index -- Subject Index -- About the Center for Creative Leadership.