This is a summary of the book titled “Intentional Leadership: The Big 8 capabilities setting leaders apart” written by Rose M. Pattern, a Canadian businesswoman and philanthropist, and published by University of Toronto Press in 2023. She discusses what truly sets effective leaders apart, especially in times of adversity. Drawing from her extensive experience and the rigorous debates held at Toronto’s Rotman School of Management and the BMO Executive Leadership Programs, Patten introduces readers to her framework of the “Big 8” leadership capabilities. These eight qualities—adaptability, strategic agility, self-renewal, character, empathy, communication, collaboration, and developing other leaders—are not just theoretical ideals but practical skills that leaders must cultivate intentionally if they wish to thrive in today’s volatile environment.

Patten’s journey into the heart of leadership began with a simple but profound observation: critical challenges, whether global crises like the 2008 financial meltdown or the COVID-19 pandemic, or more localized emergencies, have the power to forge stronger leaders. She notes that few organizations proactively consider how turbulent change will impact their senior executives, yet it is often those leaders who have been tempered by crisis who step forward to reshape their organizations. The aftermath of upheaval, Patten argues, is a defining moment for leaders—a time to reflect on their actions under pressure and to extract lessons that fuel personal and professional growth.

Leadership, according to Patten, is not a static trait but a dynamic process shaped by context. She identifies three “game changers” that continually affect leadership: stakeholder demands, the evolving workforce, and the need for rapidly changing strategies. Boards of directors, once focused solely on strategy, have shifted their attention to ethical considerations and, more recently, to the agility of leaders in adapting strategies to meet new circumstances. Patten emphasizes that leadership must be prepared for and responsive to a constant sense of urgency.

However, Patten warns that several persistent fallacies make adaptability and rapid change more difficult for leaders. Many believe, without evidence, that leadership ability is constant, that soft skills naturally improve over time, that top performers will automatically become great leaders, and that only junior executives need mentors. These misconceptions, she argues, hinder the development of essential leadership capabilities. Instead, Patten insists that leadership is learned and strengthened through lifelong learning, and that leaders must be willing to change their perceptions and relinquish even long-held points of view.

The book draws on insights from experts like Janice Gross Stein, who distinguishes between change within a familiar context and change that requires leaders to adapt to dramatically altered circumstances. The COVID-19 pandemic, for example, forced leaders to abandon hopes of returning to “normal” and instead prepare for unprecedented challenges. Patten stresses that time spent in a leadership role does not automatically improve soft skills; deliberate prioritization and self-awareness are required. She cites research showing that self-aware leaders are up to four times more likely to succeed than those who lack this quality.

Mentoring, too, is a vital but often overlooked aspect of leadership development. While many senior leaders believe they no longer need mentoring, Patten reveals that nearly 80% of CEOs regularly seek advice from mentors, even if they do not label these relationships as such. Mentors help leaders confront hidden strengths and weaknesses, fostering introspection and growth. The economic crisis of 2008 marked a turning point, prompting organizations to invest more in the development of their top executives through both classroom and on-the-job training.

Adaptability enables leaders to respond to new challenges without being paralyzed by old habits. Strategic agility requires an open mind and the willingness to discard outdated strategies. Self-renewal is fueled by self-assessment and feedback, while character is built through the conscious pursuit of trust and transparency. Empathy, rooted in core values, shapes the atmosphere of an organization, and contextual communication ensures that leaders explain not just the “what” but the “why” behind decisions. Spirited collaboration encourages leaders to share leadership and foster inclusivity, and developing other leaders is essential for organizational resilience.

Patten argues that talent development is perhaps the most vital of the Big 8 capabilities. Despite its importance, many organizations invest more in technical skills than in developing leadership talent, resulting in a shortage of capable leaders. The Big 8 framework is not a checklist but an interconnected set of qualities that overlap and reinforce each other as leaders work together to achieve organizational goals. Intentional leadership requires courage, self-awareness, and a commitment to lifelong learning. Leaders who embrace these principles are better equipped to navigate uncertainty, inspire their teams, and leave a lasting impact.