leadership 1 50

Setting the agendaTaking others with youDoing it the right way

Source: Cacioppe

What products and services should we offer and not offer?

What markets and types of customer should we service and not service? How are we going to win?

Source: Cokins

Creative skills to generate new ideas Analytical skills to evaluate which ideas are good ones Practical skills to implement the ideas and to persuade others of their value

Wisdom Intelligence Creativity

Source: Robert Sternberg

Flexible and adaptable Committed to making a difference Communicates with impact Clear service orientation Clarity Intellectually robust Constantly extends business knowledge Recognises the need for change, creates new directions Strong self regard Acts with integrity Brings out the best in people

Task needs - goal, purpose and objectivesGroup needs - cohesion, harmony and structureIndividual needs - power, status, recognition and achievement

John Adair

Curiosity Creativity Commitment

Set direction Focus on results Influence others Develop people

Source: Michael Pepe

Builds a collaborative environmentInsists on a culture of personal accountabilityDemands focus on critical issues and processesDevelops ad implements robust processes

Source: Malone

Set directionFocus on resultsInfluence othersDevelop people

Source: Pepe

How do you learn? Do you face reality? Do you watch and listen? Are you willing to improve?

Source: Tichy and Bennis

Speak the truth when it needs to be heard Encourage debate and different opinions Listen well Accept failure is a possibility

Larraine and Segil

Stable and fixable Complex with different patterns Chaotic with no sure outcomes Terrifying – challenging and hopeful

Source: Robert Terry

Alienated Conformist Passive Exemplary

Inviting Interpreting Integrating Institutionalising

Leaders can: Focus their own attention Attract the right attention to themselves Direct the attention of those that follow them Maintain the attention of their customers and clients

Source: Beck and Davenport

Dealing with uncertainty Knowing customers Balancing tensions Appreciating diversity

Source: Pepper

Trait approaches Situational approaches

Power/influence approaches Behavioural approaches

Source: Rowden

Precedence Pre-eminence Prescription Priority

Source: Joy Klagge

Service-offering basedNeeds-basedRelationship-basedTrust-based

Level of difficulty

Competitive advantage from difficult learning

Low Low

High

HighValue to the organisation

High difficultyLow value

High difficulty High value

Low difficultyhigh value

Low difficultyLow value

Concurrency Collectivity Collaboration Compassion

Source: Joseph Raelin

Followers Sources of authority Types of organisation

Organisation culture or climate

Source: Brian Cawthray

Not enough heart Over-evaluation Misunderstanding Faulty implementation

Source: Ann Howard

Focus

The focus-energy matrix

LowLow

High

HighEnergy

Disengagement Purposeful

DistractionProcrastination

DirectiveSupportiveParticipativeAchievement oriented

Source: Brown and Thornborrow

Charisma Intellectual stimulation Individualised consideration and influence Inspirational motivation

Bass

You are your own best teacher Accept responsibility, and blame no-one You can learn anything you want to learn True understanding comes from reflecting

on your experience

Individualised considerationIntellectual stimulationInspirational motivation

Idealised influence

Source: Coad and Barrie

DiscoverDreamDesignDeliver

Source: Liz Mellish

CommunicationClear decision rightsA lock on the back door

A shared spotlight

Source: Bennett and Miller

True respectAn ego in checkAn eye for execution

Coaching and co-ordination skills

Source: Bennett and Miller

TraditionalistsCatalystsVisionariesTrouble shooters/negotiators

Source: Stuart

Hannabuss

E nvisionE nable

E mpower E nvisage

Personal insight Resourcefulness Courage and self beliefSkilled risk takingForesight Source: Jan King

Vision Control Power Narcissism Altruism

Seeking understanding and maintaining curiosityUsing help and showing humilityHaving a sense of perspective and balance to lifeShowing generosity and giving creditWinning wars not ‘just’ battles

Source: Patricia Wallington

Walks the talkSee strengthsApproaches others with unconditional positive self regardPositively influences conversations and relationshipsCreates an appreciative context

Source: Malone

Coolness Control Audacity Endurance Decisiveness

Source: Sarros and Santora

Managing self – the reflective mindsetManaging the organisation – the analytical mindsetManaging context – the worldly mindsetManaging relationships – the collaborative mindsetManaging change – the action mindset

Source: Gosling and Mintzberg

Self awareness, self knowledge and awareness of limitations in self and othersPersonal persistence and commitmentA desire and a willingness to go on learningAn ability to recognise, learn, and profit from failures and mistakesA capacity to accept challenges and take risks

Source: Bennis and Nanus

V isionO rganisationI ntegrityC ommunicationE xecution

ExtroversionAgreeablenessConscientiousnessEmotional stabilityOpenness to experience

Start with a clear visionBuild a winning teamDon’t ignore problemsFocus on innovationTake risks

Source: D Michael Abrashoft

Build skills to execute strategyTap the power of group learningInvest in high potential individualsOptimise career enhancing opportunitiesPromote leaders as coaches

Resource Candour Devotion Curiosity Independence

Source: Sarros and Santora

Envision Engage Enable Inquire

\ Develop

Source: Malcolm Higgs

Individual Team Operational Strategic Institutional

Source IES

Empathetic responses Mood regulation and control Interpersonal skill Intrinsic motivation Self awareness

Carson et al

The ability to:Manage themselves and be a role modelCreate and lead the visionGet things done with less resourceWork constructively with othersManage constituencies effectivelyGet results swiftly

Eichinger and Lominger

Organisational structure and hierarchy Financial results The leader’s sense of his/her own job Time management Corporate culture

John Hamm