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Two things leaders do They get things done They motivate other people Source: Perisco The leader’s two contributions Developing a vision: An understanding of the future and the present resulting in a concept of where to go, what to look for, and how to be prepared. Exercising leadership: A set of direct and indirect actions to transmit the vision on to the organisation; to create an environment conducive to success; to build the necessary capabilities, and to inspire enthusiastic pursuit of the vision. Three ways leaders create change Setting a direction Aligning people Motivating Source: Kotter Three leadership qualities for success Ability to see beyond the immediate and the obvious Loyalty Surrounding yourself with talent Source: Linda Smart Three steps to true leadership Paint an inspiring picture Recognise and celebrate other’s successes however small Articulate a clear, concise, one sentence vision Source: John Nicholas Four thoughts on leadership Focus on process as well as people Truly understand your organisation Strive for sense and coherence Achieve clarity through conversation Source: Bicknell and O’Connor Four ways leaders use vision Create commitment and encourage people Establish a standard of excellence Bridge the present and the future Create meaning and purpose amongst employees Four ways leaders use goal – focussed behaviour Directive behaviour Supportive behaviour Participative behaviour Achievement-oriented behaviour Four ideas for leaders Focus on process as well as people Get to grips with the dynamic nature of your organisation Repeatedly strive for coherence Achieve clarity through conversations Source: Nic Paton Four essentials for transformational leadership Idealised influence Inspirational motivation Intellectual stimulation Individual consideration Source: Bernard Bass Four priorities for a leader Assess organisational context Envision the future Align people Show the way Four parts to a leader’s fundamental state Results centred Venturing beyond familiar territory to pursue ambitious new outcomes Internally directed Behaving according to values Other focused Putting the collective good first Externally open Learning from the environment and recognising when there is a need for change Source: Quinn Four leadership myths Everyone can be a leader - no they can’t Leaders deliver better results - not always People who get to the top are leaders - not necessarily Leaders are great coaches - rarely Source: Goffee and Jones Four things leaders must be Open minded and flexible Caring and service oriented Team players Communicators Personally effective and accountable Source: Pepe Four unintentional biases in decision making Implicit prejudice Bias that emerges from unconscious beliefs In-group favouritism Bias that favours your group Over-claiming credit Bias that favours you Conflict of interest Bias that favours those that favour you Source: Banaji et al Four leadership styles Participating Selling Delegating Telling Source: Hersey and Blanchard Four ways leaders don’t persuade Make your case up front, with hard sell Resist compromise Assume a great argument/case is the secret to success See assumption as a one shot effort Source: Conger Five leadership traits for building growth External focus Clear thinking Imagination Inclusiveness Expertise Source: General Electric Five conclusions on leadership by Fiedler Leadership styles must fit the situation Leaders need to adapt their style to fit situations Leaders have problems doing the above So leaders need to either: Change the situation to suit their style Or Change their style to suit the situation Five things to look for in leaders Courage Confidence Concentration Passion Values Source: Angela Valenti Five things leaders must do Focus and concentrate Reveal and engage Timeshift and re-place Delegate and develop Explore and venture Source: Friedman Five signs of a leader Desire Vision Creativity Expertise Respect Source: Michael Lee Five responsibilities for leaders Provide direction Offer protection from external threats Clarify roles and responsibilities Manage conflict and maintain order Shape and manage norms Source: Heifetz and Laurie Five inspirational leadership behaviours Ruthless with their use of time Tough on under-performance Brave in terms of never settling for second best Able to focus on the important as well as the urgent Trusting of others, believing in potential and capability Five ways to make leadership succession planning work Focus on development Identify lynchpin positions Make it transparent Measure progress regularly Keep it flexible Source: Conger and Fulmer Five leadership styles – managerial grid People centred Team management Improvised management Middle of the road Task centred management Five things leaders can do well Manage and maintain self esteem Sustain a drive to achieve Intuitively filter useful opportunities from useless Maintain optimism Show courage to face up to challenges Source: Edi Kurik Five leadership ‘must haves’ You must have a vision You must have passion You must have the ability to make great decisions You must have character You must have a great team Five tips for leaders Don’t let the urgent drive out the important Set aside time to think and reflect Read and explore outside your field to get ideas Build and test scenarios Don’t be discouraged by constraints Source: Joyce Osland Five challenges for leaders Earn trust – tell the truth Engage with the organisation Maintain focus and consistency of purpose Deliver performance to be proud of Provide opportunities for growth Source: Eisenstadt et al Five disciplines for leaders Systems thinking Personal mastery Mental Models Building shared vision Team learning Source: Peter Senge Six schools of leadership Trait Behavioural or style Contingency Visionary or charismatic Emotional intelligence Competency Source: Dulewicz et al Six strategic leadership behaviours Planning well ahead Deciding how things will be done Assigning senior tasks clearly Emphasising deadlines and achievements Making expectations clear Rewarding achievement Six leadership styles Visionary Coaching Affiliative Democratic Pacesetting Commanding Source: Goleman et al Six indicators of real leadership Live with integrity lead by example Develop a ‘big idea’ Build a great management team Inspire employees to greatness Create a flexible, responsive organisation Use reinforcing management systems Source: Reingold Six essentials for leaders Honesty and credibility Ability to inspire Strong connection to reality Pragmatic optimism Managing with intensity Building the future Source: John Agno Six ways leaders counter follower dissent Keep vision and values front and centre Make sure people disagree Cultivate truth tellers Do as you would be done to you Honour your intuition Delegate don’t desert Source: Offermann Six parts to a leadership mnemonic L E A D E R oyalty nthusiasm wareness of self rive mpathy espect Source: Fiona Dent Seven steps to leadership failure Self confidence Self promotion Self admiration Self worship Self exclusion Self indulgence Self destruction Source: Lewis and Boone Seven attitudes leaders need Honesty and integrity Long term perspective Open mindedness Appreciating and embracing diversity Conviction and courage The drive to counter resistance The capacity to think outside of the box Source: Ashridge Seven qualities of the best leaders Well founded and balanced judgement Open minded – accepting ideas Critical thinker Integrity Understanding of stakeholders Takes a long term perspective Team driven Source: Dexia Seven leadership qualities from Microsoft Principled leadership Facing complexity pressure and uncertainty Understanding own and other’s behaviour Consistency with Microsoft’s values Cross-border collaboration – creating one Microsoft A passion for technology Customer and partner driven Source: Microsoft Eight dimensions of leadership Supportive Participative Analytic Organised Powerful Adroit Inspirational Charismatic Source: Bolman and Deal Eight keys to leadership success Respect for all Honesty and trustworthiness Absence of complacency Commitment to employee growth and development Challenging inethical behaviour Open with all in the organisation Challenging status quo and business as usual Encouraging new ways of thinking Eight traits for leaders Emotional stability Dominance Enthusiasm Conscienciousness Social boldness Tough mindedness Self assurance Compulsivesness Nine steps to becoming a great leader Be a visionary Be passionate Be true Be ready for action Be a role model Be a learner Be a great communicator Be competent Be compassionate Source: Earl Smith Nine things to look for in a leader Ability to gain trust Committed to achieve for the organisation Takes personal responsibility Is humble when needed – really listens Values and respects others Has strong communications skills Can create fresh ideas Is level headed and has a sense of humour Can control and channel emotional energy Ten top qualities of leaders Strong management of external organisational relationships A solid understanding of financials Ability to think strategically Managing expectations effectively Technically savvy Selects a good team Ability to rally the troops A visionary outlook Politically competent but not political A skilled communicator Ten Churchillian leadership traits Integrity Energy Self belief Vision Decisiveness Communication skills Collaborative Drive to take action Courage Creativity Ten top leadership characteristics Integrity Humility Dedication Vision Sense of humour Magnamanity Fairness Assertiveness Openness Creativity
