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Five leadership behaviours Imposing context Taking risks Unpredictability Conviction Making things happen Source: Peter Taffinder.

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Presentation on theme: "Five leadership behaviours Imposing context Taking risks Unpredictability Conviction Making things happen Source: Peter Taffinder."— Presentation transcript:

1 Five leadership behaviours Imposing context Taking risks Unpredictability Conviction Making things happen Source: Peter Taffinder

2 Five skills for real leadership Difficult learning Maximising energy Resonant simplicity Multiple focus Mastering inner sense Source: White, Hodgson and Crainer

3 Five new ways to lead 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

4 Five things real leaders can do Challenge the process Inspire a shared vision Enable others to act Model the way Encourage the heart Source: Kouzes and Posner

5 Five ways leaders differentiate Think in different ways Develop a point of view Take it on the road Pull it all together Make it happen Source: Robert Enricot

6 Five areas of leadership competence Creating the case for change Creating structural change Engaging others Implementing and sustaining changes Facilitating and developing capability Source: Higgs and Rowland

7 Five core leadership ingredients A guiding vision Passion Integrity Trust Curiosity and daring Source: Warren Bennis

8 Five personal qualities of a leader Authenticity Integrity Will Self-belief Self-awareness Source: Malcolm Higgs

9 Five types of typical follower Sheep ‘Yes’ people Alienated Survivors Effective/exemplary Source: Brown and Thornborrow

10 Five foundations of leadership Take risks Seek opportunities Change organisational rules Provide something to believe in Inspire achievement

11 The big five leadership personality factors Extraversion Agreeableness Conscientiousness Emotional stability Openness to experience Source: Stuart Tubbs

12 Five ethical questions for leaders 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

13 Five indicators of leadership Predicting Visioning Assessing Designing Communicating Source: Valarie Washington

14 Five myths of leadership Leadership is commonly found Leaders are not all at the top Leadership skills are needed by many not the few Leadership is often low profile and not obvious Leaders that are enablers not directors achieve most Source: Andy Britnell

15 Five tips for leaders Put ethics first – do the right things Surround yourself with the best you can find Show people you value them as individuals Be trustworthy Develop win/win solutions Source: Susan Cullen

16 Five leadership beliefs That leaders believe in… Being the best Superior customer service – both internal and externally The need for ongoing innovation and entrepreneurship The dignity and worth of the individual employee The need for close attention to detail Source: Peters and Austin

17 Five ways leaders create vision Learn to enlist and involve others in the vision Show passion and demand it in others Set the bar high Set the stage Communicate values Source: Nicholas Conner

18 Five ways a leader shows depth of purpose Tact and diplomacy Tolerance for ambiguity Reliability and loyalty Diligence and quality Regard for others Source: Donald Krause

19 Five leadership emotional intelligence clusters The self-awareness cluster The self-regulation cluster The motivation cluster The empathy cluster The social skills cluster Source: Henry Stewart

20 Six core questions leaders ask 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

21 Six styles of leadership Directive Visionary Affiliative Participative Pace setting Coaching

22 Six guiding principles of leadership Achievement orientation Pragmatism Practising humility Being service focused Demonstrating optimism Accepting responsibility Source: Murphy

23 Six marks of a leader 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

24 Six dimensions of leadership Vision and articulation Sensitivity to member needs Unconventional behaviour Taking personal risks Environmental sensitivity Not maintaining the status quo Source: Hip

25 The six ‘l’s of leadership Leads and encourages change Lives by example Lauds achievement Lends a vision Leverages learning and development Looks out for others Source: Tirmizi

26 Six ‘C’s of leadership Leaders need: Clarity Consistency Connectivity Leadership competencies must be: Complicated, but organised Conceptual, but real Current, up to date and ready for use Source: Douglas Ready

27 Six signs of leaders Shows determination to achieve excellent results Focuses on the market Finds better ways Demands top performance Inspires commitment Develops self and others Source: Phillips

28 Six characteristics most admired in leaders Honesty Forward looking Inspiring Competence Fair-minded Supportive Source: Kouzes and Posner

29 Six leadership competencies Accepts chaos Shares information Develops relationships Embraces vision Acts with authenticity Demonstrates ethical sensibility

30 Six key characteristics of leaders Conviction to craft the future Strength to surface sentiments Wisdom for pathways through the paradox Flair to engage through dialogue Passion for success Staying power Source: Andrew and Nada Kakabadse

31 Six things a leader must do 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

32 Six things that are important to leaders 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

33 Six qualities of a transformational leader Vision and articulation Intellectual stimulation Gaining group commitment Providing a positive model Has high expectations Is goal-orientated Source: Bernard Lim

34 The liberating leadership model 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 Source: The Industrial Society

35 Six keys roles for a leader 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

36 Six reasons leaders fail Moodiness Insensitivity Arrogance Compulsiveness Untrustworthiness Abrasiveness Source: Malcolm Higgs

37 Six types of leader Heroes Actors Immortalists Power-brokers Diplomats Willing victims Source: Andrew Brown

38 Six characteristics of transformational leaders Transmitting a sense of joint mission and ownership Expressing dedication to followers Appealing to the hopes and desires of followers Addressing crises head on Easing group tension in critical times Sacrificing self-gain for the gain of others Source: Bass and Avolio

39 Six core issues for leaders Integrity Determination Magnamanity Humility Openness Creativity Source: Warren Bennis

40 Six reasons for leadership failure 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 Source: Mark Sanborn

41 Seven attributes of the 21st century leader 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

42 Seven ways leaders prepare for change 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

43 Seven leadership behaviours Model the values Create external focus Anticipate change, plan for the future Implement with quality, speed and value Achieve results with people Evaluate and act Share key learning

44 Seven project leading skills Confidence Control Engagement Resilience Decision Making Problem solving Flexibility Source: Provek

45 Seven keys for leadership Lead by example Listen aggressively Communicate purpose and meaning Create a climate of trust Look for results not salutes Go beyond standard procedure Build up your people Source: Eli Lilly and Company

46 Seven leadership musts 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

47 Seven foundations of leadership Catalyse change Cope with transition Are open, pragmatic, and self reliant Show a sense of urgency and optimism Demonstrate realistic patience Are empathetic and trust others Go against the grain responsibility Source: Bunker et al

48 Seven essential leadership behaviours Know your people and your business Insist on reality Set clear goals and priorities Follow through Reward the ‘doers’ Expand people’s capabilities Know yourself Source: Bossidy and Charan

49 Seven indicators of leadership adaptability Optimistic Self-assured Innovative Collaborative Purposeful Structured Proactive Source: David Miller

50 Seven leadership signs Respects others Communicates high personal standards Keeps commitments made to others Is open and honest Actions are consistent with words Represents self truthfully Does not exploit people

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