Leadership 51 100

They get things doneThey motivate other people Source: Perisco

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.

Setting a direction Aligning people Motivating

Kotter

Ability to see beyond the immediate and the obvious Loyalty Surrounding yourself with talent

Linda Smart

Paint an inspiring pictureRecognise and celebrate other’s successes however smallArticulate a clear, concise, one sentence vision

John Nicholas

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

Source: Bicknell and O’Connor

Create commitment and encourage people Establish a standard of excellence Bridge the present and the future Create meaning and purpose amongst employees

Directive behaviour Supportive behaviour Participative behaviour Achievement-oriented behaviour

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

Nic Paton

Idealised influence Inspirational motivation Intellectual stimulation Individual consideration

Bernard Bass

Assess organisational contextEnvision the futureAlign peopleShow the way

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

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

Open minded and flexibleCaring and service orientedTeam playersCommunicatorsPersonally effective and accountable Source: Pepe

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

ParticipatingSellingDelegatingTelling Hersey and Blanchard

Make your case up front, with hard sell Resist compromiseAssume a great argument/case is the secret to successSee assumption as a one shot effort Source: Conger

External focusClear thinkingImaginationInclusivenessExpertise Source: General Electric

Leadership styles must fit the situationLeaders need to adapt their style to fit situationsLeaders 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

CourageConfidenceConcentrationPassionValues Angela Valenti

Focus and concentrateReveal and engageTimeshift and re-placeDelegate and developExplore and venture

Source: Friedman

DesireVisionCreativityExpertiseRespect

Michael Lee

Provide directionOffer protection from external threatsClarify roles and responsibilitiesManage conflict and maintain orderShape and manage norms Source: Heifetz and Laurie

Ruthless with their use of timeTough on under-performanceBrave in terms of never settling for second bestAble to focus on the important as well as the urgent Trusting of others, believing in potential and capability

Focus on developmentIdentify lynchpin positionsMake it transparentMeasure progress regularlyKeep it flexible Source: Conger and Fulmer

People centredTeam managementImprovised managementMiddle of the roadTask centred management

Manage and maintain self esteemSustain a drive to achieveIntuitively filter useful opportunities from uselessMaintain optimismShow courage to face up to challenges

Edi Kurik

You must have a visionYou must have passionYou must have the ability to make great decisionsYou must have characterYou must have a great team

Don’t let the urgent drive out the importantSet aside time to think and reflectRead and explore outside your field to get ideasBuild and test scenariosDon’t be discouraged by constraints

Joyce Osland

Earn trust – tell the truthEngage with the organisationMaintain focus and consistency of purposeDeliver performance to be proud ofProvide opportunities for growth

Source: Eisenstadt et al

Systems thinkingPersonal masteryMental ModelsBuilding shared visionTeam learning

Peter Senge

TraitBehavioural or styleContingencyVisionary or charismaticEmotional intelligenceCompetency Source: Dulewicz et al

Planning well aheadDeciding how things will be doneAssigning senior tasks clearlyEmphasising deadlines and achievementsMaking expectations clearRewarding achievement

VisionaryCoachingAffiliativeDemocraticPacesettingCommanding Source: Goleman et al

Live with integrity lead by exampleDevelop a ‘big idea’Build a great management teamInspire employees to greatnessCreate a flexible, responsive organisation Use reinforcing management systems

Reingold

Honesty and credibilityAbility to inspireStrong connection to realityPragmatic optimismManaging with intensityBuilding the future

John Agno

Keep vision and values front and centreMake sure people disagreeCultivate truth tellersDo as you would be done to youHonour your intuitionDelegate don’t desert Source: Offermann

L oyaltyE nthusiasmA wareness of selfD riveE mpathyR espect Fiona Dent

Self confidenceSelf promotionSelf admirationSelf worship Self exclusionSelf indulgence Self destruction Source: Lewis and Boone

Honesty and integrityLong term perspectiveOpen mindednessAppreciating and embracing diversityConviction and courageThe drive to counter resistanceThe capacity to think outside of the box

Ashridge

Well founded and balanced judgement Open minded – accepting ideas Critical thinker Integrity Understanding of stakeholders Takes a long term perspective Team driven

Dexia

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

Microsoft

Supportive Participative Analytic Organised Powerful Adroit Inspirational Charismatic

Source: Bolman and Deal

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

Emotional stability Dominance Enthusiasm Conscienciousness Social boldness Tough mindedness Self assurance Compulsivesness

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

Earl Smith

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

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

Integrity Energy Self belief Vision Decisiveness Communication skills Collaborative Drive to take action Courage Creativity

Integrity Humility Dedication Vision Sense of humour Magnamanity Fairness Assertiveness Openness Creativity