What are the factors that contribute to leadership effectiveness? Research by Bob Anderson led to a leadership effectiveness model and 360 assessment tool called the Leadership Circle Profile. Elements of this research have been used to create the leadership effectiveness model attached. Also contributing is the OAR/BED model, which suggests some types of behaviours such as ownership, responsibility and accountability enhance leadership, while others such as blaming, excuses and denial erode it.
Kegan's stages of adult development have also been added as a further possible way of viewing leadership effectiveness, suggesting that we are more effective as leaders when we are values-driven and when these values reside within us, contributing to our authenticity of thought and action.
Brain science also contributes to the model: our lymbic brain is designed to keep us safe by mobilising our emotional reactions when our safety is threatened. While this ancient safety system is very effective, it nevertheless erodes our capacity to think and behave in a proactive and effective way as leaders. Some research suggests that leaders can spend 80% or more of their time being reactionary, often due to emotional arousal. Small wonder that Steven Covey's first habit of effectiveness is "Be Proactive".