florida beauty ghost philodendron Philodendron Florida Ghost
SKU: 49639414904
florida beauty ghost philodendron

florida beauty ghost philodendron Philodendron Florida Ghost

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Description

florida beauty ghost philodendron Philodendron Florida GhostPhilodendron 'Florida Ghost' Philodendron 'Florida Ghost' is a climbing Philodendron from the Florida hybrid group, recognised for new leaves that open pale cream, mint, or almost white before gradually turning green. Fresh growth holds this pale colour briefly while older leaves deepen into green. This cultivar grows from a node forming climbing stem with aerial roots. Small plants may start with simpler foliage, but a supported stem can produce more

Philodendron 'Florida Ghost'

Philodendron 'Florida Ghost' is a climbing Philodendron from the Florida hybrid group, recognised for new leaves that open pale cream, mint, or almost white before gradually turning green. Fresh growth holds this pale colour briefly while older leaves deepen into green.

This cultivar grows from a node-forming climbing stem with aerial roots. Small plants may start with simpler foliage, but a supported stem can produce more divided leaves with a lobed Florida-type outline. The pale new leaves are naturally delicate, so steady warmth, even root moisture, and filtered light help new growth expand cleanly.

Pale new leaves and climbing support

  • Growth habit: Climbing Philodendron with aerial roots that attach more readily when given a pole, plank, or trellis.
  • New growth: Fresh leaves emerge pale cream, mint, or white-green, then gradually harden darker.
  • Leaf maturity: Supported older plants can produce more divided leaves than small juvenile plants.
  • Stem behaviour: Each node can extend the vine and produce roots; early support keeps the stem aligned as leaves enlarge and divide.
  • Care focus: Pale leaves mark faster than older green leaves, especially during unfurling.

Florida hybrid traits in Ghost foliage

Philodendron 'Florida Ghost' traces back to Robert “Bob” McColley’s Philodendron squamiferum × Philodendron pedatum hybrid work in Florida in the 1950s. Philodendron pedatum (Hook.) Kunth was published in Enumeratio Plantarum 3:49 in 1841 and is an accepted wet-tropical climber from South Tropical America. Philodendron squamiferum Poepp. was published in Nova Genera ac Species Plantarum 3:87 in 1845 and is an accepted wet-tropical climber from the Guianas and northern Brazil.

The hybrid combines divided foliage from the Philodendron pedatum side with petiole texture from the Philodendron squamiferum side. In this pale new-growth selection, fresh leaves open cream, mint, or almost white before maturing green. Warm roots, even moisture, and higher humidity help pale leaves expand before they darken.

Care for pale Philodendron growth

  • Light: Place in bright filtered light. Pale emerging leaves scorch easily in harsh direct sun, while very dark placement slows growth and weakens the stem.
  • Watering: Water deeply, then let the upper substrate dry slightly. Keep moisture consistent because pale new leaves can mark when the plant swings between very dry and very wet.
  • Substrate: Use a loose aroid mix with bark or coco chips, perlite or pumice, and a fine moisture-holding component. The roots should receive oxygen soon after each watering.
  • Pot choice: Use a pot with drainage holes and enough depth or weight to keep the climbing stem and support stable.
  • Repotting: Repot when roots fill the pot, the support becomes unstable, or the substrate starts to break down. Move up gradually to keep the root zone airy.
  • Humidity: Keep humidity around 50–70% where possible. Higher humidity during leaf expansion helps reduce tearing, dry tips, and stuck cataphylls.
  • Support: Train the stem up a pole, plank, or trellis. Attached aerial roots steady the stem as leaves enlarge and divide.
  • Temperature: Maintain roughly 18–28°C and avoid cold draughts. Pale new leaves mark more easily when the plant is cold or recently stressed.
  • Feeding: Feed lightly during active growth. Strong fertiliser doses can damage roots, and that stress often shows quickly on delicate new foliage.
  • Growth rate: Expect moderate climbing growth once the plant is rooted, warm, and supported. Larger, more divided leaves develop on a stable climbing stem.
  • Placement: Place it where new leaves receive steady filtered light and do not press against glass, walls, shelves, or neighbouring plants.
  • Semi-hydroponics: This Philodendron can adapt to mineral or semi-hydro substrates if roots are transitioned gradually and the reservoir is kept clean.
  • Pruning: Remove only spent or badly damaged leaves. Older green leaves support the next flush of pale growth.
  • Propagation: Propagate from stem cuttings with at least one node. Cuttings with aerial-root nubs often root faster than bare-node pieces.

Scorched leaves, stuck growth and weak stems

  • Brown marks on pale leaves: Check for direct sun, dry substrate during unfurling, or mechanical damage while the leaf was still soft.
  • Yellowing leaves: Inspect the roots if yellowing spreads quickly. A wet, compact mix can damage roots before the climbing stem collapses.
  • Small leaves and long gaps: A stem growing away from light or support may stretch. Secure the newest growth and move the plant into brighter filtered light.
  • Stuck new growth: Improve humidity and watering consistency, then let the cataphyll loosen naturally. Pulling pale leaves open often leaves tears.
  • Pale growth failing early: Check warmth, root health, and hydration. Very pale new leaves photosynthesise less efficiently at first, so the plant depends on healthy older green foliage and strong roots.
  • Pests: Thrips, mites, and mealybugs can damage pale new leaves early. Inspect the newest leaf, petiole base, and cataphylls often.

Toxicity and handling

Philodendron 'Florida Ghost' is toxic if ingested by pets or people. The plant contains calcium oxalate crystals that can cause irritation of the mouth, lips, tongue, and throat. Keep cuttings, pruned leaves, and rooted stems away from children and animals.

Name origin and Florida context

Philodendron means “tree-loving”, referring to the climbing behaviour common in the genus. 'Florida Ghost' refers to the pale colour of new leaves. Philodendron pedatum means foot-like, referring to divided foliage, while Philodendron squamiferum means scale-bearing, referring to its textured petioles.

Pale new leaves that deepen to green, divided foliage, and climbing Florida hybrid growth define Philodendron 'Florida Ghost'.

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Peter Sorenson
West Palm Beach, US
★★★★★ 5
The Innovator's DNA - Disruptive Research - Disruptive Writing
A Politically Correct Status Quo It is politically correct in management circles to say that you are "results oriented" or that you "drive for results" in your organization. The status quo in business schools is to indoctrinate students in the delivery skills of analyzing, planning, detail-oriented implementing, and disciplined executing. This book and the research upon which it is based disrupts that politically correct status quo. Clayton Christensen has spent close to two decades creating the research, conceptual, and application foundation of the disruptive innovation body of knowledge. He has been working for more than 8 years with Jeff Dyer and Hal Gregersen, both gifted researchers, teachers, and consultants in their own right, on this project. These guys are a disruptive "dream team" of contributors. This book articulates an extension of the disruptive innovation body of knowledge that clearly describes an individual profile of the disruptive innovator and an organizational profile of an organization that makes disruptive innovation happen. So what makes this book disruptive? The first thing is timing. It arrives on the scene at a time when innovation is one of the most critical components of a solution to our global financial and organizational mess. If we are to get out of our morass of debt and sluggish growth and respond to the continually emerging challenges of a burgeoning global society it will ride on the backs and wings of innovation. The status quo must be disrupted for us to survive and thrive! Second is the audacity of the core models. The authors claim that innovation can be learned at both the individual and organizational level. Individuals can increase their ability to discover (Discovery Quotient - DQ) and learn to be more innovative. They cite the four specific behavioral skills of asking questions, engaging in observations, networking with people who have a different point of view, and experimenting to figure out what can work as the common elements of what innovators do. They also identify the cognitive skill of associational thinking, the ability to find connections between ideas that do not seem to be related to each other, as the connection between the behavioral skills and the generation of ideas. They extend their claim that the innovation competency can be learned to the organizational domain by saying that organizations can become more innovative through developing and leading people, designing and implementing processes, and advocating and living by philosophies that support innovation. These two arguments stand in stark contrast to the beliefs and practices of a vast majority of leaders and institutions. (For a diagram of the Model see [...]) 'And all of this is built upon the third source of disruption: research. Their work is based on well-founded research into the "DNA" of the world's leading innovators and the world's most innovative organizations. The authors conducted nearly 100 interviews of world class innovators and their colleagues to get at the heart of what innovators do. They also interviewed and surveyed executives who are not innovators. (Their survey data base has over 5000 respondents in it.) So they have been able to compare and contrast the two populations to more clearly see what it takes to effectively innovate. They have also done research on business results attributable to innovation. Collaborating with HOLT (a division of Credit Suisse) they were able to craft a measurement called the "innovation premium." This measure identifies if an organization's market capitalization can be accounted for by existing cash flows or if there is an innovation influence on the stock price. By using this measure, they have been able to clearly and objectively identify which organizations are benefiting from innovation. Yet to Explore The tension in the balance of influence and power between the leaders with predominantly "Discovery" or "Delivery" mindsets is an area that has yet to be explored. If the premises of this book are sound, and I believe they are, we need to figure out how to manage that tension and balance in order to generate, incubate, and strengthen innovative ideas as we bring them to full fruition in the marketplace. Great ideas that are not delivered upon are simply recreational pursuits that do not build great people, great institutions, and great societies. So there is work yet to do. Invest Your Time and Effort This book makes a significant contribution to both the disruptive innovation body of knowledge and the evolving body of practice on innovating disruptively. It is well worth reading, pondering, and acting upon.
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Reviewed in the United States on August 18, 2011
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Amazon Customer
Grantham, US
★★★★★ 5
Inspiring and well-written
This is a very interesting book written by some Harvard profs. They did a large national survey of innovative businesses and their leaders. The book posits that innovative people follow five skills: associating, questioning, observing, networking, and experimenting. These skills can be found at the individual or organizational level. The idea is that most people have these skills in their DNA and can bring them out with some practice. There are a lot of interesting and inspiring examples like Steve Jobs and Jeff Bezos. Although this book seems like a self-help type book with a lot of hype, it has an academic underpinning. Any organization that is interested in promoting innovation could benefit from encouraging these 5 skills. If you are interested in innovation or creativity in business or any organization that produces something, you will like this book. The books is a little distracting to read because it has sidebars all through it giving interesting examples that break up reading concentration. Aside from that, it is a well-written book that is easy and enjoyable to read. I enjoyed the book greatly and found it to be inspiring.
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Reviewed in the United States on December 5, 2015
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Stephen Collins
Lexington, US
★★★★★ 4
Great read and research. But what about daily application for regular people?
The research piece behind this book might be the next thing I read, as I'm intrigued by the academic rigor applied. The reveal and living examples of the five skills - questioning, networking, experimenting, observing and associating - are tangible and approachable given their articulation through well-known and highly visible entrepreneurs running innovative companies. There's much to be gleaned by looking at the way these people behave and, even through simple emulation, enhancing one's own skills. My only real disappointment with the book is its limited approach to practical, daily application for those not yet at the top of the tree. It's rather a different kettle of fish for the innovation-minded, but stuck in bureaucracy, worker who wants to make things better, is still motivated, and hasn't been crushed by the machine. How does that person actively innovate? And, in some cases, get away with it? This book (or an accompanying volume) focussing on daily, in-work, innovation would be useful.
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Reviewed in the United States on May 23, 2013
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Annette
Battle Creek, US
★★★★★ 5
A Favorite Book on Innovation
Format: Hardcover
Very well written and enough stories to help the true content stick. This is a favorite book of mine and has lead to interesting conversations to boot.
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Reviewed in the United States on September 29, 2025
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Kurt Manwaring
Natrona Heights, US
★★★★★ 5
An exceptional five stars out of five
Few qualities separate inordinately successful entrepreneurs from the rest of the pack than the ability to innovate. Many have debated whether individuals are born with this quality or whether it can be nurtured. In The Innovator's DNA, Jeff Dyer, Hal Gregersen and Clayton Christensen explain that while genetics play a role, innovation is most certainly a skill that can be learned. In particular, the authors introduce and expound upon five "discovery skills" found in the leaders of some of the most innovative companies in the world: (1) associating, (2) questioning, (3) observing, (4) networking and (5) experimenting. Each discovery skill is accompanied by real-world examples and pragmatic exercises that make the book unusually valuable in an age where copious books on change, leadership and innovation overwhelm the already-overwhelmed executive. I give The Innovator's DNA an exceptional five stars out of five. The authors present a very readable book and provide concrete exercises for developing innovative skills. Using the principles provided in the book, I created a folder on my computer that I call my "Innovation Room." I use this to track progress as I work through various exercises and as I take time to ponder about how to apply innovative solutions to extant problems in Utah. This book was and will continue to be useful to me, and is recommended as a must-read for those interested in adding rare innovative attributes to their arsenal of problem-solving and decision-making skills. *NOTE: The preceding text is taken verbatim from my short book review printed in the June 2012 edition of Utah Business.
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Reviewed in the United States on March 22, 2013

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