Difficult learning Maximising energy Resonant simplicity Multiple focus Mastering inner sense

Source: White, Hodgson and Crainer

Imposing context Taking risks Unpredictability Conviction

Making things happen

Source: Peter Taffinder

Develop your own vision for the organisation Decide on the few absolutely critical interventions that will make a decisive difference Develop close relationships with managers Build your network Develop support for yourself

From: Bruce Nixon

Challenge the process Inspire a shared vision Enable others to act Model the way Encourage the heart

Source: Larry Reynolds

Think in different ways Develop a point of view Take it on the road Pull it all together Make it happen

Source: Robert Enricot

Creating the case for change Creating structural change Engaging others Implementing and sustaining changes Facilitating and developing capability

Source: Higgs and Rowland

A guiding visionPassionIntegrityTrustCuriosity and daring

Source: Warren Bennis

Authenticity Integrity

Will Self-belief

Self-awareness

Source: Malcolm Higgs

Sheep‘Yes’ peopleAlienatedSurvivorsEffective/exemplary

Source: Brown and Thornborrow

Take risks Seek opportunities Change organisational rules Provide something to believe in Inspire achievement

ExtraversionAgreeablenessConscientiousnessEmotional stabilityOpenness to experience

Source: Stuart Tubbs

What would my mother say about this? What if this was my personal money? Is this how I would want to be treated? Would I want what I am doing widely known? Am I going to keep this promise?

Source: George Franks

PredictingVisioningAssessingDesigningCommunicating

Source: Valarie Washington

Leadership is commonly foundLeaders are not all at the topLeadership skills are needed by many not the fewLeadership is often low profile and not obviousLeaders that are enablers not directors achieve most

Source: Andy Britnell

Put ethics first – do the right thingsSurround yourself with the best you can find How people you value them as individualsBe trustworthyDevelop win/win solutions

Source: Susan Cullen

Learn to enlist and involve others in the visionShow passion and demand it in othersSet the bar highSet the stageCommunicate values

Source: Nicholas Conner

Tact and diplomacy Tolerance for ambiguity Reliability and loyalty Diligence and quality Regard for others

Source: Donald Krause

The self-awareness clusterThe self-regulation clusterThe motivation clusterThe empathy clusterThe social skills cluster

Source: Henry Stewart

What is our purpose?What are our driving forces?What are our core values?What do we do best?What do we want to accomplish?What do we need to change?

Source: Richard Allen

That leaders believe in…Being the bestSuperior customer service – both internal and externallyThe need for ongoing innovation and entrepreneurshipThe dignity and worth of the individual employeeThe need for close attention to detail

Source: Peters and Austin

Directive Visionary Affiliative Participative Pace setting Coaching

Achievement orientationPragmatismPractising humilityBeing service focusedDemonstrating optimismAccepting responsibility

Source: Murphy

L istens skillfully E nthuses and inspires

A cts creatively and decisively D ependable and reliable E ducated and aware R esults driven

From: George Mason University

Vision and articulationSensitivity to member needsUnconventional behaviourTaking personal risksEnvironmental sensitivityNot maintaining the status quo

Source: hip

Leads and encourages change Lives by example Lauds achievement Lends a vision Leverages learning and development Looks out for others

Source: Tirmizi

Leaders need: Clarity Consistency ConnectivityLeadership competencies must be: Complicated, but organised Conceptual, but real Current, up to date and ready for use

Source: Douglas Ready

Shows determination to achieve excellent results Focuses on the market Finds better ways Demands top performance Inspires commitment Develops self and others

Source Phillips

HonestyForward lookingInspiringCompetenceFair-mindedSupportive

Source: Kouzes and Posner

Accepts chaos Shares information Develops relationships Embraces vision Acts with authenticity Demonstrates ethical sensibility

Conviction to craft the future Strength to surface sentiments

Wisdom for pathways through the paradoxFlair to engage through dialoguePassion for successStaying power

Source: Andrew and Nada Kakabadse

Provide a new perspective Change attitudes Instil a sense of fairness Use political skills Show consideration for others Use rhetorical skills

Source: Landrum et al

Ethics and values Composure and appearance Learning on the fly Making decisions and solving problems Negotiation skills Able to cope with ambiguity A drive for results

From: St Pauls Leadership programmes

Vision and articulation Intellectual stimulationGaining group commitmentProviding a positive modelHas high expectations

Is goal-orientated

Source: Bernard Lim

L iberates E ncourages and supports

A chieves purpose D evelops people and teams E xample setting R elationship building through trust

Source: The Industrial Society

Challenging the process Inspiring a shared vision Enabling others to act Modeling the way Encouraging the heart Developing leadership at every level

Source: Kouzes and Posner

Moodiness Insensitivity Arrogance Compulsiveness Untrustworthiness Abrasiveness

Source: Malcolm Higgs

HeroesActorsImmortalistsPower-brokersDiplomatsWilling victims

Source: Andrew Brown

Transmitting a sense of joint mission and ownershipExpressing dedication to followersAppealing to the hopes and desires of followersAddressing crises head onEasing group tension in critical timesSacrificing self-gain for the gain of others

Source: Bass and Avolio

Integrity Determination Magnamanity Humility Openness Creativity

Source: Warren Bennis

A shift in focus and loss of control Poor communication Risk aversion Slip of ethics Poor self-management Loss of passion and belief

Source: Mark Sanborn

Systems thinker Change agent Innovator and risk taker Servant and steward Polychronic co-ordinator Teacher, mentor, coach and learner Visionary and vision-builder

Source: Michael Marquardt

Pick up on environmental signals Be energised about the future Cut through complexity, get to the essence of all key issues Set clear parameters Provide context and shared language Identify and engage significant stakeholders Tap into the best ideas wherever their source

Source: Tichy and Bennis

Model the valuesCreate external focusAnticipate change, plan for the futureImplement with quality, speed and valueAchieve results with peopleEvaluate and actShare key learning

ConfidenceControlEngagementResilienceDecision MakingProblem solvingFlexibility

Source: Provek

Lead by exampleListen aggressivelyCommunicate purpose and meaningCreate a climate of trustLook for results not salutesGo beyond standard procedureBuild up your people

Source: Eli Lilly and Company

Learn what leadership means Be honest and open with yourself Concentrate on behaviour Monitor your leadership behaviour Focus first on your strengths Work on your weaknesses over time Do it! Turn what you know into what you do

Catalyse changeCope with transitionAre open, pragmatic, and self reliantShow a sense of urgency and optimismDemonstrate realistic patienceAre empathetic and trust othersGo against the grain responsibility

Source: Bunker et al

Know your people and your businessInsist on realitySet clear goals and prioritiesFollow throughReward the ‘doers’ Expand people’s capabilitiesKnow yourself

Source: Bossidy and Charan

OptimisticSelf-assuredInnovativeCollaborativePurposefulStructuredProactive

Source: David Miller

Respects othersCommunicates high personal standardsKeeps commitments made to othersIs open and honestActions are consistent with wordsRepresents self truthfully

Does not exploit people