Description
Book SynopsisExecutive Intelligence zeros in on leadership smarts and notes that in all lists compiled by leadership experts, head hunters, and boards of directors the one and only trait that appears in all is intelligence. Obvious? No, because typically leadership savvy regularly trumps smarts. That is unfortunate because it obscures the cultivation and development of how leaders think, speculate, conceive, and problem solve their own firms and the way they lead. Executive intelligence like emotional intelligence acts like an advanced scout sizing up situations, identifying mine fields, creating contingencies, developing last minute ways out, and then acting like the artful dodger. In the process, the leader develops a special kind of intelligence tied to and defining the kind if leader he or she is; and that ultimately generates the leader's edge and comparative advantage.
Trade ReviewSome might consider Executive Intelligence to be the ultimate oxymoron, but Irving Buchen shows that leadership intelligence can be developed and that, indeed, applied intelligence is the stuff of authentic leadership. Bravo! -- Ken Shelton, editor, Leadership Intelligence
Dr. Buchen's book is both big and bold—in range and depth. Most leadership studies offer one or two ideas often puffed up to justify publication as a separate volume. But this is a cornucopia of smart leader applications. It is about time that the special intelligence of leaders is appreciated and credited with its impact on successful companies. In fact, I am planning to purchase a copy for everyone of my vice presidents. -- Paul Gilbert, CEO of Medvanti
In a global world, intelligence is truly the leader's edge and the source of commercial success. Dr. Buchen captures and examines the nature of such smarts and links it to a series of applications that leaders will value and tap. -- Shamir Andrew Ally, International Consulting and Financial Services
Dr. Buchen's approach to his subject is both vigorous and inspiring, comprehensive and focused. He outlines visions of leadership to which all should aspire -- Cynthia Wagner, editor, THE FUTURIST, World Future Society
Table of ContentsPart 1 Section One: Defining Leadership Intelligence Chapter 2 Chapter 1: How Smart Do CEOs Have to Be? Chapter 3 Chapter 2: Only Superman or God Need Apply Chapter 4 Chapter 3: Fred Smith and Tough Intelligence: Learning to Lead Chapter 5 Chapter 4: Intuitive Intelligence: Mastering the Leadership of Forecasting Chapter 6 Chapter 5: Downsides of Visioning: Misguided Use of the Future Part 7 Section Two: Applying Intelligence Chapter 8 Chapter 6: The Emergence of the Reciprocal Leader: The Intelligence of Managing and Leading Networks Chapter 9 Chapter 7: The Leadership of Leadership Experts to Be Chapter 10 Chapter 9: Navigating Leadership Taxonomies: 5 Choices, 5 Directions Chapter 11 Chapter 10: Leadership Demise: Paranoia and Excesses Chapter 12 Chapter 11: Leadership Applications of "Multiple Intelligence" (MI) Chapter 13 Chapter 12: Network Intelligence and Network Science Chapter 14 Chapter 13: Spotting and Developing Cross-Breeds Chapter 15 Chapter 14: Paradigm Shift Leadership: Perils and Pitfalls Part 16 Section Three: Basic Leadership Types Part 17 "Transformational Intelligence" Chapter 18 Chapter 15: The Profile of the Transformational Leader Chapter 19 Chapter 16: Transformational Intelligence Chapter 20 Chapter 17: Transformational Leaders as CLOs Chapter 21 Chapter 18: Foresight of Transformational Leaders Chapter 22 Chapter 19: Transformational Coaches: Stretch and Transition Training Part 23 "Transactional Intelligence" Chapter 24 Chapter 20 The Conversations of Horizontal Leaders Chapter 25 Chapter 21: Problem Collaboration: The Scenario Methodologies of Horizontal Leaders Part 26 "Integrative Intelligence" Chapter 27 Chapter 22: The Intersector Leader Chapter 28 Chapter 23: The Ideology of Convergence Part 29 "Innovative Intelligence" Chapter 30 Chapter 24: Innovation Mantra Chapter 31 Chapter 25: Innovation Prep: CEO Conversations Part 32 "Anticipatory Intelligence" Chapter 33 Chapter 26: Futurizing as the Magic Bullet Chapter 34 Chapter 27: The Science Fiction Model Chapter 35 Chapter 28: Anticipatory Coaching Chapter 36 Chapter 29: Anticipatory Intelligence at Work: Trend Testing as Future Insurance Chapter 37 Chapter 30: Overcoming Future Avoidance Part 38 Section 4: Conclusion Chapter 39 Chapter 31: Hybrid Intelligence: Circular, Cyclical and Convergent
