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: 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 Four thoughts on leadership

Focus on process as well as peopleFocus on process as well as peopleTruly understand your organisationTruly understand your organisationStrive for sense and coherenceStrive for sense and coherenceAchieve clarity through conversationAchieve clarity through conversation

Source: Bicknell and O’ConnorSource: 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: 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: 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 oyalty

E nthusiasm

A wareness of self

D rive

E mpathy

R 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 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: 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 leadersEight 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: 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