Self awareness Emotional resilience Motivation Interpersonal sensitivity Influence Intuitiveness Conscientiousness and integrity

Source: Higgs and Dukewicz

Reliance on others Aggression Risk seeking Readiness to try something new Task orientation People orientation Growth for the organisation

Source: Drago

Not promoting the vision Failing to listen to everyone on the team Holding all the authority Poor decision making Withholding praise and recognition Not investing in staff growth Failing to improve their own skills

Max Messner

Use time wellShow clarity of purpose Are accessibleMake people feel importantCreate pride in work and the organisationMaster fear – keep belief in themselvesDress for success

Source: John Edmonds

The confusion and chaosOpportunities to multitask and seek variety of taskDiversity, risk, ambiguity and uncertaintyA chance to trust their judgement and intuitionDoing things in new ways – being creative, improvisingLooking forward not back Performing – being centre stage

Source: The fast company

Executor Change agent Mentor The ‘other half’ Partner Heir apparent Most valuable person

Nathan Bennett

Keep a clear organisational focus Expect rigorous thinking Maintain openness to inquiry Nurture conversations about ideas Push decision-making downwards Foster collaborative thinking Demote, transfer or release people who oppose

Source: Elash

Opportunist wins in any way possibleDiplomat avoids overt conflictExpert seeks logic and rational solutionsAchiever effectively meets goals and targetsIndividualist creatively balances competing tensionsStrategist the transformational leaderAlchemist the social and societal transformer

From Rooke and Torbert

Seeing: seeing intentionallyThinking: thinking paradoxicallyKnowing: knowing intuitivelyFeeling: feeling vitally aliveActing: acting responsiblyTrusting: trusting life’s processBeing: being in relationships

Source: Shelton and Darling

Creating a shared vision of the future to which all are committed Dealing with change in a relaxed, flexible and optimistic way Coping with the increasing pace and pressures Getting things done without bruising people (others or oneself) Creating an environment in which people can achieve all they are capable of Building trust, support and co-operation Using creativity and skill in a positive way

Source: Allen and Nixon

See what the specific situation needs.Have a clear and powerful vision and purpose that guides themUse knowledge (theirs’ and others’) as it is needed to deal with a ‘situation’. Are sensitive to, and able to appropriately and differently to their followers. Influence followers to work towards higher level values and goals. Have emotional intelligence - an ability to know and utilise appropriately their own feelings and those of others. Are ‘in the flow’ are at one, focused in the present moment, aware more fully of people around them than others.

Source: Cacioppe

HumilityEnergyIntuitionVisionPerspectivePassionConviction solvingLearning

Source: Harvard Business Review

Leadership Delight the customer Customer focus Management by fact Process performance People-based performance Continuous improvement

Source: Kanji

Personal integrity Open to ideasFair, honest and supportiveDependable, imaginative, broad-mindedCompetent, determined, matureAmbitious and independentLoyal, caring, and co-operativeStraightforward

Source: Hultman

CommunicativeImpressive integrityGenuine interest in othersRecognises and rewards achievementTeam orientationVisionary, and ideas orientedDecisive, and takes responsibilityCompetence

Source: Drouillard and Kleiner

Makes it happen and sees it throughLeads for performanceChampions team workingBuilds and delivers the visionCreates a learning culturePioneers new approachesEnables a culture of open communicationFocuses on customers

Patience, showing self controlKind, giving attention, appreciation, encouragementHumble, authentic without pretence or arroganceRespectful, treating others as important peopleSelfless, meeting the needs of othersForgiving, not resenting when wrongedHonest, being free from deceptionCommitted, sticking to your choices

Source: James Hunter

Identify themselves as change agentsTake responsibility for changeCourageous risk takersBelieve in, and trust peopleHave clear values, and are values-drivenAre lifelong learnersCan deal with complexity, ambiguity and uncertainty

Are visionaries, and share their vision

Source: Tichy and Devanna

Lead yourself firstBe yourself firstAdapt to othersDevelop othersCommunicate with othersBe available to othersSupport othersEncourage others

Source: David Luhr

Creates a sense of urgencyPicks a good teamDevelops an enterprise visionCommunicatesRemoves obstaclesChanges things fastKeeps on changingMakes changes stick Source John Kotter

Identify core valuesBuild alliancesHave a visionCommunicateBuild trustBring in the right peopleAllow those hired to do their jobsGet results

Source: Steven Sample

UnreliableUntrustworthyUnco-operativeIrresponsibleLazyInefficientDisloyalNo potential

Creates vision and sets directionFocuses on ‘what might be’Thinks strategically, has insight sees long termInspires, influences, persuades others to followActs decisively, models the wayDevelops a diversity, competency, empowermentTranslates vision and mission into strategy and actionMaintains customer focus

Source: Deborah Atkinson

PumpProcessor ChannelAmplifierFilterCatalystTransformerSynthesiserCarburettor Source: Bill Thomas

See clearly when you lookHear correctly when you listenThink clearly when you speakInquire critically when you doubtShow respect when you serveMaintain calm when you are challengedConsider consequences when you decideCreate desirable results when you workDo what is right when you act

Creates vision and sets directionFocuses on ‘what can be’ – thinks long termThinks strategically, has insightInspires, influences and persuades followersActs decisively, and empowersModels the wayDevelops a diverse and competent organisationTranslates vision and strategy into actionMaintains customer focus From: Deborah Atkinson

Adopt and communicate an attitude of serviceDemonstrate ideal behaviours, tolerate nothing lessUnderstand and encourage healthy conflictEncourage a climate where truth is heard and valuedConfronting the brutal facts of realityMaking sure the right people are hiredPlacing colleagues ambitions ahead of their ownBecoming and staying constantly curiousNever forgetting their passion and vision

Source: Mary Eule

Charisma Individual consideration Intellectual stimulation Courage Dependability Flexibility Integrity Judgement Respect for others

Source: Conger and Benjamin

The ability to: Facilitate and motivate Influence and persuade Be accountable Build teams Negotiate Reward Manage time and monitor activity Analyse Remain positive

Source: Beck and Davenport

Being seen to be in charge Drive and initiative Decisiveness and comfort with taking responsibility Clear thinking and good judgement Organisational capability - including routine Ability to listen and gather up other’s ideas Being heard when you need to be Showing appreciation and indicating pleasure Being considerate and aware - showing sensitivity

Source: D Wilcox

ManipulativeSymbol-consciousDictatorial about the dreamNarrow-mindedPunitiveMistrustfulWilyPower madPerformance-minded

Source: Tom Peters

Building an environment of trust Retaining talent Leading high performance teams Building winning partnerships Leading change Valuing differences Setting performance expectations Rapid decision making Reviewing performance progress

DDI

Have vision not just reactions Care more about achievement not status Show they are committed not detached Are accessible not detached Are communicators not introverts Are politically sensitive, not politically ignorant Take responsibility rather than pass it Are adaptable not inflexible Are developing and learning not declining

Source: Sir Michael Bichard

Self-confidenceAchievement-drivenOptimismUnderstanding of othersSelf-controlTrustworthinessA change catalystTeamwork and collaborationInnovation From: Henry Stewart

Establish a strong sense of urgencyPick a good teamCreate an enterprise visionCommunicate the visionRemove obstaclesAchieve short term winsConsolidate progress and keep on changingAnchor change to the cultureMake the change stick

Marquardt and Kotter

VisionPeople skillsIntegrity and characterDrive and ambitionGood healthEnergy and staminaPast success and track recordInterpersonal and team orientationCommitment and motivationIndependence Source: Ruth Tait

Leaders manage the dreamLeaders embrace error Leaders encourage reflective backchatLeaders encourage dissentLeaders possess optimism, faith and hopeLeaders understand the Pygmalion effectLeaders have ‘a certain touch’Leaders see the long viewleaders understand stakeholder symmetryLeaders create strategic alliances and partnerships

Source: Warren Bennis

A propensity to leadBrings out the best in peopleAuthenticity and integrityReceptivity to feedbackLearning, agilityAdaptabilityConceptual thinkingAble to navigate ambiguityA passion for resultsCulture fit

Source: Rogers and Smith

Isolates Bystanders Participants Activists Diehards Alienated Passive Conformist Exemplary Pragmatic

Source: Kellerman and Kelley

Work hard and focus wellDevelop and communicate a vision of successDo not ever consider failureAre very different to managersBalance strong self-esteem with flexibilityNever stop learning - especially from experiencePossess and use courageous patienceAre rarely seen, but can be found anywhereMake strong friends and enemiesLeave a lasting and positive sign of ‘being there’

Source: Andrew Gibbons

Broad education Boundless curiosity Belief in people and teamwork Boundless enthusiasm Willingness to take risks Devotion to long-term growth rather than

short-term profit Commitment to excellence Readiness Virtue Vision

Source: Warren Bennis

Be passionate about what you are doing Enjoy learning Exercise Work when you are at work Don’t work when you are not Have outside interests Know your colleagues Use your lunch break Take your holiday Management Today

CreativityEffectivenessUse of facts and dataQuality of workMeeting of deadlinesImplementing solutionsEfficiencyUse of sound methodBeing goal-drivenQuantity of workBeing dependable

Source: Jay Klagge

“Leadership is the wise use of power”

“Leadership is about breaking the rules when others think that rule breaking would be a mistake”

Source: Frederick Nietzsche

“The manager does things right, the leader does the right thing”.

Warren Bennis

“The final test of a leader is that he leaves behind him the conviction and

the will to carry on”.

Walter Lippmann

“A leader’s most important role in any organisation is making good judgements

– well informed, wise decisions that produce the desired outcomes”.

Source: Tichy and Bennis

“A leader is best when people barely know he exists.Not so good when people obey and acclaim him.Worse when they despise him.Fail to honour people and they fail to

honour you.But of a good leader, who talks little, when his work is done, his aim fulfilled, they will all say, ‘we did this ourselves’.”

Source: Lao Tzu

How

are leaders different tomanagers?