Some leaders create more energy, joy, productivity, and dedication in their staff than others. For many of us, when asked to remember a boss for whom we loved to work, we can immediately conjure up someone; the memory of working for them brings a smile to our face. Sometimes we can be articulate about one or two particular behaviors the boss exhibited that made them so great to work for; sometimes its a an overall attitude or approach of the boss. Bosses with an abundance mental model - seeing the world as resource sufficient and power as shareable - are preferred over scarcity bosses and their organizations are healthier. Their organizations do better at conflict resolution, communication, and teamwork. Abundance leadership behaviors, of which there are 26, include: Manages by walking around; is visible to staff Focuses on the bottom line - is financially savvy Cares about social issues (e.g. justice, poverty, education, etc.) Cares about the natural environment (e.g. recycling, alternative energy, global warming, etc.) Has high cognitive or technical intelligence Takes chances and gets overburdened too easily Lacks focus and can be recklessly optimistic No leadership model has adequately encompassed the range of leadership behaviors that sum up the "felt experience" by staff of great bosses, nor do the models examine the mental models that drive those behaviors. Leadership research has tried to explain this phenomenon with numerous conceptual models. Is it the personality of the leader? Social stature? Training? Context? The research has evolved over time to explain great leaders as a mix of personality, experience, context, and serendipity. A new instrument and model, the Abundance Leadership model which comes out of research created a spectrum of abundance and scarcity mental models from which a leader operates and shows how this is reflected in their daily leadership behavior.

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