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Leadership Agility: Five Levels of Mastery for Anticipating and Initiating Change (J-B US non-Franchise Leadership) [Hardcover]

William B. Joiner , Stephen A. Josephs
4.0 out of 5 stars  See all reviews (3 customer reviews)
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Book Description

3 Nov 2006 J-B US non-Franchise Leadership (Book 164)
Leadership Agility is the master competency needed for sustained success in today’s complex, fast–paced business environment. Richly illustrated with stories based on original research and decades of work with clients, this groundbreaking book identifies five levels that leaders move through in developing their agility. Significantly, only 10% have mastered the level of agility needed for consistent effectiveness in our turbulent era of global competition. Written in an engaging, down–to–earth style, this book not only provides a map that guides readers in identifying their current level of agility. It also provides practical advice and concrete examples that show managers and leadership development professionals how they can bring greater agility to the initiatives they take every day.

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Product details

  • Hardcover: 336 pages
  • Publisher: John Wiley & Sons; 1 edition (3 Nov 2006)
  • Language: English
  • ISBN-10: 0787979139
  • ISBN-13: 978-0787979133
  • Product Dimensions: 23.5 x 16.3 x 2.8 cm
  • Average Customer Review: 4.0 out of 5 stars  See all reviews (3 customer reviews)
  • Amazon Bestsellers Rank: 208,265 in Books (See Top 100 in Books)
  • See Complete Table of Contents

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Review

"...there is much to learn from this book and I commend the authors for their painstaking analysis" (The Learning Organisation, Vol. 15 No. 1, 2008)

Review

" Leadership Agility is a unique and extraordinarily important contribution to our understanding of what it takes to lead in a world of rapid change and increasing complexity. They show us with vivid real–life examples how leaders grow, that this growth is essential to achieving higher levels of success, and that agility is the new master skill of leadership. I highly recommend this book." —Jim Kouzes, coauthor of the best–selling book, The Leadership Challenge "Great coaching on how to develop leadership agility! Probably the most important competency for leaders to have in today′s rapidly changing world." —Marshall Goldsmith, author, Coaching for Leadership , Global Leadership , and The Leader of the Future "In an era of turmoil and complexity, Leadership Agility is a breakthrough in thinking about leadership competencies. Joiner and Josephs have achieved a creative synthesis of best practices in strategic thinking, emotional intelligence, problem–solving, and action learning. Profusely illustrated with clear examples from real–life leaders, this groundbreaking book will be welcomed by both the line leader and the leadership development professional." —David Giber, senior vice president, consulting and leadership development, Linkage, Inc. "As executives operating in an often chaotic business environment, we know instinctively that our company′s ability to zig and zag is critical.  Leadership Agility takes that instinctive understanding and defines it, measures it, and shows us how to develop it in ourselves and others. This is a timely, thought–provoking, and very important book on leadership." —Betsy Bernard, former president, AT&T " Leadership Agility gave me the inspiration I needed to respond creatively and decisively to several of my current leadership dilemmas. Many readers are bound to be similarly inspired. The clear, specific guidance it provides makes it a "playbook" that managers and leaders will read closely and return to again and again." —Bill Torbert, professor, the Boston College Carroll School of Management; author, Action Inquiry: The secret of timely and transforming leadership " Leadership Agility gives you an insightful, research–based framework that helps you develop as a leader. This book is not about reading and agreeing/disagreeing, it’s about learning and doing." —Patrick Canavan, senior vice president, of Global Governance, Motorola "Joiner and Josephs provide a clear, detailed road map that helps pinpoint where you are on your leadership journey and shows you how to get where you want to go." — Lee Bolman, author, The Wizard and the Warrior; Marion Bloch/Missouri Chair in Leadership, Bloch School of Business and Public Administration, University of Missouri–Kansas City " Leadership Agility is a remarkable achievement. It will serve as a valuable guide not only for business leaders but for anyone who wants to grow as a person, have more satisfying relationships, and experience greater success in all aspects of life. I heartily endorse this book." —Jack Canfield, co–creator of the Chicken Soup for the Soul ® series and coauthor of The Success Principles: How to get from where you are to where you want to be™

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Most Helpful Customer Reviews
9 of 10 people found the following review helpful
2.0 out of 5 stars I Wanted To Like This Book 21 Sep 2007
Format:Hardcover
As a psychologist and leadership consultant with a constructive-developmentalist perspective I was excited to learn about this book. I was even more excited when reading the reviews here.

Thus, I didn't wait for LEADERSHIP AGILITY to come out in paperback...

Alas, I just couldn't finish the book. Part of it is style: I tire easily of illustrative stories about "Bob" and "Susan." Also, any clarity that was generated got lost in later, unnecessary complications.

So... I wanted to like this book. I was thrilled someone was tackling leadership with a "stage" theory.

And... I was disappointed.

If you are interested in this book: (a) wait for the paperback, (b) get a secondhand copy or, best, (c) visit your local library.

If you are genuinely interested in this subject matter and willing to do a little brain work, you can't go wrong with Robert Kegan's THE EVOLVING SELF and IN OVER OUR HEADS. These books are the classics.

Dr. Kirtland C Peterson
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2 of 2 people found the following review helpful
5.0 out of 5 stars A useful addition to the field 10 Sep 2009
Format:Hardcover
I came to this book already ready familiar with the field of adult ego development (e.g. Bill Torbert, Robert Kegan, Ken Wilber, Susanne Cook-Greuter), and its application to leadership as pioneered in the UK by David Rooke. This body of knowledge underpins much of my work as a coach / consultant, because I find it a powerful map of the human condition. On this basis, Leadership Agility adds a useful new dimension in several ways:

I liked the Chapter on `The Five Eds' which brings to life the differences in thinking and behaviour at different levels of leadership / meaning making. I can imagine giving this chapter to a client as a primer. Indeed much of the book is written in an accessible style which lends itself to `end users' as much as consultants.

The Leadership Agility framework itself, describing four dimensions of agility: context-setting, stakeholder, creative and self leadership will be a useful tool to help people apply the insights from a developmental perspective. The integration of work on power style - the extent to which an individual pushes or pulls - is also helpful. The agility framework has also been used to design an on-line 360 degree feedback tool.

There's one chapter dedicated to developing one's leadership agility. Whilst a useful outline, it could offer more and readers with a real interest will need to seek further. Fortunately there are enough references provided for people to do so.

In taking a pragmatic approach, Joiner and Josephs have applied new language to the post conventional stages (defined as individualist, strategist and alchemist by Torbert and Rooke), instead framing them as `post-heroic' and terming them catalyst, co-creator and synergist.
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5 of 6 people found the following review helpful
5.0 out of 5 stars Terrific: a real bible of leadership 20 July 2008
By Ian
Format:Hardcover|Verified Purchase
Books on leadership typically fall into one of these categories:
* Airport business books with a snappy title and a breezy style. They are quick and easy to read, and offer tips, aphorisms and advice.
* "Here is how I did it" by a famous business leader offering the story of their struggle and their tips for success.
* Bandwagon drivel. An academic or writer, usually with no leadership experience or knowledge, publishes some garbage with leadership in the title because they sell. So many books fall into this category, unfortunately.
* Rare and true insight on what leadership is all about. Perhaps about 1% of leadership books fall into this category.

Leadership Agility is in the last category, offering rare and true insight.

The book is based on the insight that people have to grow through different stages of leadership / wisdom / insights about life. If you are at one stage, you have to master the wisdom and insights of that stage, before you can really explore the next stage. (This is not conjecture, there is a huge amount of research in psychology and human development to support it.)

This books examine in a lot of detail how leaders at the different levels think about different situations, what things they pay attention to, what they consider important or unimportant, and what they do to lead. For example,

Someone at the 'expert' level will think they have the right answer, and expect other people to follow their authority.

Someone at the 'achiever' level will do more persuasion (sell their idea rather than tell), but still believe they have the right answer.

Someone at the 'co-creator' level is aware they have a perspective, one perspective out of many valid perspectives.
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Amazon.com: 4.5 out of 5 stars  20 reviews
15 of 15 people found the following review helpful
5.0 out of 5 stars A fresh and integrated view on leadership development 11 Dec 2006
By Amazon Customer - Published on Amazon.com
Format:Hardcover
I just finished reading Leadership Agility and was very impressed with the contents of the book. As a leadership development professional who tries to read everything there in the field, I felt the book offered a very fresh and unique look on leadership development that helped frame many of my experiences with developing leaders. I felt the biggest contribution was showing how the "Outside-In" and "Inside-Out" dimensions of leadership development connected and changed within a leader. Because leadership development books tend to emphasize either an Outside-In (competency-based models) or Inside-Out (i.e. authentic leadership/emotional intelligence) approach, it was so rare to see such a thorough treatment of both dimensions of leadership development. Since reading it, I've given out several copies to my leadership development colleagues.
17 of 18 people found the following review helpful
5.0 out of 5 stars One of the first "integral leadership" books 25 Dec 2006
By James Puett - Published on Amazon.com
Format:Hardcover
I met Bill Joiner and Stephen Josephs at the 2006 Organizational Development Network Conference and was truly impressed by both. This book is an important contribution to the field of management and leadership development. In fact, it is one of the first (in my significant reading of the literature in this arena) that makes an attempt (a successful one at that!) in bringing developmental stage theory and integral theory to bear on the topic. Many books on management development can (in my opinion) often be distilled into a 1-2 page synopsis as the concepts are just that simple. However, I cannot say that about Leadership Agility as nearly every page has many nuggets of practical wisdom. It is worth reading the whole thing.

As other reviewers have noted, Leadership Agility brings together both Outside-In (competency-based) development theory with Inside-Out (self knowledge, values, authenticity and Emotional Intelligence) understanding.

The core of the book revolves around a 5-stage developmental theory that is reflective of literature research as well as interviews completed in the last decade by Bill and Stephen. In essence, people go through identifiable developmental stages each with their own strengths and liabilities: Expert, Achiever, Catalyst, Co-Creator, and Synergist. Each of the 5 stages is cross-referenced to these 4 competencies:
*Context-Setting Agility
*Stakeholder Agility
*Creative Agility
*Self-Leadership Agility

What I especially appreciate is the naming of both Awareness and Intent as a progressive unfolding skill in the agile leader. At each level of development, the person in consideration is able to increasingly step back and take a broader perspective on both themselves and the context-situation-world they operate in. In this manner, the leader is 'transcending and including' (in Ken Wilber's terms) the ideas, concepts, observations, values, and ways of being from previous levels. Not going beyond and leaving behind, but rather including and going even further in the ability to see one's self and the situation.

The Intent element is where "action" in traditional terms takes place. After developing a broader and deeper perspective, the leader also develops the ability to take action in more skillful ways. Action then is the ability to engage other stakeholders in realizing THEIR full potential. Moreover, at each succeeding stage, the authors show how the data supports the finding that more developed agile leaders have an enhanced 'world-centric' perspective and concern. The objectives that previously satisfied them (increasing bottom-line results, increasing market-share, professional progress, etc...) are supportive (i.e., adequate but not totally sufficient) of deeper objectives of serving the development of people and the improvement of the environment both inside and outside the organization. This is genuinely inclusive leadership.

After defining leadership and leadership agility, the authors go on in Part Two to explore the competencies of each stage of leadership. Scenarios are used to explain how several leaders model this development, and tables and graphs are used appropriately to educate the reader on the essentials. Examples are drawn from real life experiences of leaders interviewed by Bill and Stephen in both corporate and educational settings.

In Part Three, both assessment and developmental recommendations are given. Of interest is the fact that high performing, agile leaders all share the trait of having a contemplative practice, whether that be meditation, yoga, contemplative prayer, tai-chi, or other practices that involve taking time to reflect on experience as a leader. Contemplative practice is (in my opinion) critical for any leader or person interested in developing further and gaining improved results in work and life.

The appendix is also a well-written explanation of the research and data that went into and support the findings in the book. This part of Leadership Agility really grounds the material and helped me understand how valid the authors' model and suggestions for development really are.

My one hesitation about giving the book 5 stars (and why I did not) is that, as valuable as the Leadership Agility frame work is, it is not truly "integral" as espoused by Ken Wilber and the Integral Institute. Integral would include more of the "whole person" and the authors chose to make this applicable to leaders in business and other organizations. So the content is geared towards leader behaviors specifically. However, I do not believe that is the intention either. So do not let that put you off. I just think that could be more explicitly examined (Bill and Stephen - Any plans for a follow-up book?)

I highly recommend Leadership Agility to those in leadership roles, consultants, coaches, and anyone else who supports others in a leadership capacity. I know it will be a core part of my library going forward as it has changed my own thinking as a consultant and coach of executives and line managers. Thanks Bill and Stephen!
6 of 6 people found the following review helpful
5.0 out of 5 stars Insightful and practical guide to developing leadership 31 Oct 2006
By Ameeta Kaul - Published on Amazon.com
Format:Hardcover
This book is a wonderful and easy read.

Whoever heard of a book that imparts so much insightful and serious content in an engaging, story-driven format! In what I know is a rare achievement, it presents leadership, within a developmental context, and makes it accessible, acceptable, and actionable, for leaders in all walks of life. Anybody who has investigated developmental psychology, even minimally, knows that it is complex territory. What complicates it further, is that many people tend to resist its implications. And often, what drives the last nail in, is the lack of a clear model or framework for action.

Joiner and Josephs have busted all three hurdles, in this great book. They invite us, the readers into the evolution of leadership, not in a dry, academic way, but rather by enabling us to trace our own leadership journey. In the course of doing so, we realize that not only have we understood a fairly complex model, but also identified with it in our own lives. Further, we have in our hands, a highly actionable tool that can continue to shine a light on our leadership journey in the future.

For me, the most compelling aspect of the book lies in its clarity; its ability to explain succinctly, what actually grows within us, when we evolve as human beings.

I am very excited about this work and look forward to having it open new doors for many of us, everywhere.
19 of 24 people found the following review helpful
2.0 out of 5 stars The Boy Scout theory of leadership development 27 Dec 2009
By nathan - Published on Amazon.com
Format:Hardcover
Years ago, cantankerous therapist Fritz Perls famously accused psychologist Abraham Maslow of being a "sugar-coated Nazi." Maslow's "hierarchy of needs" theory remains popular and influential today, a half-century later, despite its flaws. The major flaw of Maslow's theory is its arbitrariness-posing-as-universality: Maslow's view of the "self-actualized" person is what Larry Kohlberg called a "bag of virtues," which is a set of arbitrary traits and values organized according to "a conventional standard which is both psychologically vague and ethically relative." Psychologist Robert Kegan, when discussing the arbitrary nature of Maslow's theory--and, really, any hierarchical theory of "levels of mastery"--invoked the same conceptually totalitarian tendencies that led Perls to call Maslow a Nazi: "It is comforting to think," Kegan wrote, "that, in totalitarian societies, where troublesome people are often psychiatrically hospitalized, the indigenous mental health professionals are themselves aware that their behavior is nakedly political and actually aimed at social control rather than the health of the person." But, Kegan pointed out, modern attempts to help people "develop" to "higher" levels of functioning may often serve the same function of oppressive social control, intentionally or unintentionally.

Maslow came to mind as I was reading Leadership Agility. Authors Joiner and Josephs have constructed their own hierarchy of "levels of mastery" which amounts to their own carefully sorted and stratified "bag of virtues." The book reminded me, as I was reading, of my years as a Boy Scout. In the Boy Scouts, gaining a certain number of merit badges and other accomplishments permits one to earn a higher rank, and each rank can't be earned without gaining the proper merit badges and passing through the previous ranks. Likewise, the theory of leadership development espoused by Joiner and Josephs proposes increasing "levels of agility" (like Boy Scout ranks) that are acquired by gaining new abilities (like merit badges) in four general functions: context-setting agility, stakeholder agility, creative agility, and self-leadership agility. These new abilities lead to increasingly "agile" performance in pivotal conversations, team initiatives, and organizational initiatives, according to the authors. Development is one-way and rigidly hierarchical: Higher-level (later) abilities cannot be consistently exercised without first passing through lower (earlier) levels of agility, although persons of higher-level agility can temporarily "unintentionally downshift" into lower levels. As the authors describe the process: "You master each level of play by using the abilities you already have to successfully meet the challenges you encounter. Each successful encounter stretches you, giving you new powers or abilities. By the time you've mastered all the challenges on a particular level, you've also gained a new set of abilities. Once mastered, these abilities provide you with the foundation you need to enter the next level." If this description sounds familiar, it may be because it bears some resemblance to the formal school system from which most of us have graduated. Joiner and Josephs are proposing a kind of universal post-graduate curriculum for leadership development.

The highest level of agility (equivalent to Eagle Scout) that Joiner and Josephs propose, the "Synergist," is basically a super-powered version of Maslow's ideal of the fully self-actualized person. The Synergist "experiences leadership as participation in a palpable life purpose that benefits others while serving as a vehicle for personal transformation." Although this "highest level" may seem "highly developed" to some people, it is, as Kohlberg described the bag of virtues, "psychologically vague and ethically relative." Some readers may like this myth, but unfortunately the "levels of agility" proposed in this book have all the objectionable features of stereotypes, and it is easy to imagine these stereotypes becoming a kind of oppressive social control if used as a tool for categorizing oneself, other persons, and other groups of people.

Although I enjoyed reading the book and I was stimulated by a few of the authors' ideas--and I have spent about a year thinking about it before writing this brief review--other books on leadership provide similar insights without the serious limitations of this book's Boy-Scout-like myth. I should note that I'm not against the Boy Scouts! Nor am I against Maslow or Joiner or Josephs, whom I'm sure are (or were) all wonderful persons. The relevant analogy here is that not every leader is, or wants to be, a Boy Scout. Any theory that claims that all leaders are, or should be, Boy Scouts could amount to a kind of "sugar-coated Nazism." I think we need to avoid this kind of coarsely typological thinking and create models that can handle the amazing diversity and complexity of people's experiences of leadership in space and time. In my own experience, there is no universal curriculum for leadership development. There are as many paths to mastery in leadership, and as many stages of those paths, as there are leaders.

Postscript, December 9, 2011: In the two years since writing this brief review, I've read numerous new articles and books that offer strong arguments against the conceptual weaknesses that I identified in Joiner & Josephs' book. Here's a subset of the growing literature that casts serious doubt on many of Joiner & Josephs' assumptions and methods: David H. Barlow & Matthew K. Nock (2009). Why can't we be more idiographic in our research? Perspectives on Psychological Science, 4(1), 19-21. / Michael Basseches & Michael F. Mascolo (2009). Psychotherapy as a developmental process. New York: Routledge. / Lars R. Bergman & Håkan Andersson (2010). The person and the variable in developmental psychology. Zeitschrift für Psychologie - Journal of Psychology, 218(3), 155-165. / T. S. Conner, H. Tennen, W. Fleeson & L. F. Barrett (2009). Experience sampling methods: a modern idiographic approach to personality research. Social and Personality Psychology Compass, 3(3), 292-313. / Nicholas R. Eaton, Robert F. Krueger, Susan C. South, Leonard J. Simms, & Lee Anna Clark (2011). Contrasting prototypes and dimensions in the classification of personality pathology: evidence that dimensions, but not prototypes, are robust. Psychological Medicine, 41(6), 1151-1163. / Alexander von Eye (2010). Developing the person-oriented approach: theory and methods of analysis. Development and Psychopathology, 22(2), 277-285; discussion 287-294. / Kurt W. Fischer, Zachary Stein, & Katie Heikkinen (2009). Narrow assessments misrepresent development and misguide policy. American Psychologist, 64(7), 595-600. / Aaron J. Fisher, Michelle G. Newman, & Peter C. M. Molenaar (2011). A quantitative method for the analysis of nomothetic relationships between idiographic structures: dynamic patterns create attractor states for sustained posttreatment change. Journal of Consulting and Clinical Psychology, 79(4), 552-563. / Marc A. Fournier, Debbie S. Moskowitz, & David C. Zuroff (2008). Integrating dispositions, signatures, and the interpersonal domain. Journal of Personality and Social Psychology, 94(3), 531-545. / Kathleen Gallagher, editor (2008). The methodological dilemma: creative, critical, and collaborative approaches to qualitative research. London; New York: Routledge. / Paul van Geert (2011). The contribution of complex dynamic systems to development. Child Development Perspectives, 5(4), 273-278. / Paul van Geert & Kurt W. Fischer (2009). Dynamic systems and the quest for individual-based models of change and development. In: John P. Spencer, Michael S. C. Thomas, & James L. McClelland, editors. Toward a unified theory of development: connectionism and dynamic systems theory re-considered, pp. 313-337. Oxford; New York: Oxford University Press. / Susan W. Gray & Mark S. Smith (2009). The influence of diversity in clinical supervision: a framework for reflective conversations and questioning. Clinical Supervisor, 28(2), 155-179. / Nick Haslam, Elise Holland, & Peter Kuppens (2011). Categories versus dimensions in personality and psychopathology: a quantitative review of taxometric research. Psychological Medicine, [Epub ahead of print]. / Nick Haslam & Jennifer Whelan (2008). Human natures: psychological essentialism in thinking about differences between people. Social and Personality Psychology Compass, 2(3), 1297-1312. / Adele M. Hayes, Jean-Philippe Laurenceau, Greg Feldman, Jennifer L. Strauss, & LeeAnn Cardaciotto (2007). Change is not always linear: the study of nonlinear and discontinuous patterns of change in psychotherapy. Clinical Psychology Review, 27(6), 715-723. / Kenneth S. Kendler, Peter Zachar, & Carl Craver (2011). What kinds of things are psychiatric disorders? Psychological Medicine, 41(6), 1143-1150. / Michael F. Mascolo & Kurt W. Fischer (2010). The dynamic development of thinking, feeling, and acting over the life span. In: Richard M. Lerner, editor. The handbook of life-span development, vol. 1, pp. 149-194. Hoboken, NJ: John Wiley & Sons. / Sandra D. Mitchell (2008). Explaining complex behavior. In: Kenneth S. Kendler & Josef Parnas, editors. Philosophical issues in psychiatry: explanation, phenomenology, and nosology, pp. 19-37. Baltimore: Johns Hopkins University Press. / Sandra D. Mitchell (2009). Unsimple truths: science, complexity, and policy. Chicago: University of Chicago Press. / John R. Nesselroade & Peter C. M. Molenaar (2010). Emphasizing intraindividual variability in the study of development over the life span: concepts and issues. In: Richard M. Lerner, editor. The handbook of life-span development, vol. 1, pp. 30-54. Hoboken, NJ: John Wiley & Sons. / Antonio Pascual-Leone, Leslie S. Greenberg, & Juan Pascual-Leone (2009). Developments in task analysis: new methods to study change. Psychotherapy Research, 19(4), 527-542. / Krista Langkamer Ratwani, Stephen J. Zaccaro, Sena Garven & David S. Geller (2010). The role of developmental social networks in effective leader self-learning processes. In: Mitchell G. Rothstein & Ronald J. Burke, editors. Self-management and leadership development, pp. 395-428. Cheltenham, UK; Northampton, MA: Edward Elgar. / Gregory T. Smith (2009). Why do different individuals progress along different life trajectories? Perspectives on Psychological Science, 4(4), 415-421. / Sonya K. Sterba & Daniel J. Bauer (2010). Matching method with theory in person-oriented developmental psychopathology research. Development and Psychopathology, 22(2), 239-254. / Arthur A. Stone, editor (2007). The science of real-time data capture: self-reports in health research. Oxford; New York: Oxford University Press. / Jaan Valsiner, Peter C. M. Molenaar, Maria C. D. P. Lyra, & Nandita Chaudhary, editors (2009). Dynamic process methodology in the social and developmental sciences. Dordrecht; New York: Springer.
6 of 6 people found the following review helpful
5.0 out of 5 stars A most significant contribution to the adult development field 20 Sep 2007
By Dr. Thomas Jordan - Published on Amazon.com
Format:Hardcover
I have been working in the field of adult development psychology in various ways since about 1985, having had the privilege to be able to read most of the research that has been published quite thoroughly: Loevinger, Kohlberg, Kegan, Torbert, Lasker, Fowler, Rosenberg, Selman, Cook-Greuter, etc., etc. I have carried out a handful of research projects using adult development psychology to analyze meaning-making in workplace conflicts, security politics and organizational change. I have also for the last few years been leading workshops for organizational consultants, coaches and leaders on adult development psychology.

I have read Leadership agility very thoroughly over the past months and I must say I am still awed by the richness and new insight offered by the authors. This is a most significant contribution not only to our understanding of leadership, but also to the theoretical understanding of adult development in general. The latter aspect of the book risks to go unnoticed because the authors have aimed at reaching an audience of practitioners, using well-chosen case stories and an accessible writing style. The book is very useful not only for leaders, but perhaps in particular for coaches, organizational consultants and change agents. However, it is a veritable goldmine for people like me, who are interested in developing a keener and more differentiated understanding of what adult development really is. The authors could certainly have written a more academic book with a conceptual framework that would more readily appeal to the research community. For scholars of adult development, it should be evident with a more attentive reading that the theoretical framework informing this book takes our understanding several steps beyond what Jane Loevinger, Robert Kegan, Bill Torbert and even Susanne Cook-Greuter have to offer. I bow to this remarkable achievement. It will take me a couple of years to digest and put to work all the insights and distinctions Joiner and Josephs have to offer.
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