1. Three broad leadership competencies Setting the agenda Taking others with you Doing it the right way Source: Cacioppe

2. Three leadership strategy questions Three leadership strategy questions What products and services should we offer What products and services should we offer and not offer? and not offer? What markets and types of customer should What markets and types of customer should we service and not service? we service and not service? How are we going to win? How are we going to win? Source: Cokins

3. Three things a leader needs 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

4. Three leadership qualities National Australia Bank 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

5. Three sets of needs a leader must balance Task needs - goal, purpose and objectives Group needs - cohesion, harmony and structure Individual needs - power, status, recognition and achievement John Adair

6. Three ‘C’s for leaders Curiosity Creativity Commitment

7. Four ways leaders create change that sticks Builds a collaborative environment Insists on a culture of personal accountability Demands focus on critical issues and processes Develops and implements robust processes Source: Malone

8. Four questions for leaders How do you learn? Do you face reality? Do you watch and listen? Are you willing to improve? Source: Tichy and Bennis

9. Four priorities for leaders Set direction Set direction Focus on results Influence others Develop people So So urce: Pepe

10. Four signs of fearless leaders Speak the truth when it needs to be heard Encourage debate and different opinions Listen well Accept failure is a possibility Source: Larraine and Segil

11. Four types of organisations leaders see Stable and fixable Complex with different patterns Chaotic with no sure outcomes Terrifying – challenging and hopeful Source: Robert Terry

12. Four types of follower Alienated Conformist Passive Exemplary

13. Four types of leadership learning Inviting Interpreting Integrating Institutionalising

14. Four attention issues for leaders 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

15. Four global leadership characteristics Dealing with uncertainty Knowing customers Balancing tensions Appreciating diversity Source: Pepper

16. Four approaches to the study of leaders Trait approaches Situational approaches Power/influence approaches Behavioural approaches Source: Rowden

17. Four ‘P’ ideas within the verb ‘to lead’ Precedence Pre-eminence Prescription Priority Source: Joy Klagge

18. Four types of leader/organisation relationship Service-offering based Needs-based Relationship-based Trust-based

19. Level of difficulty Competitive advantage from difficult learning Low High Value to the organisation High difficulty Low value High difficulty High value Low difficulty high value Low difficulty Low value

20. Four ‘C’s of leadership Concurrency Collectivity Collaboration Compassion Source: Joseph Raelin

21. Four dependent variables of leadership Followers Sources of authority Types of organisation Organisation culture or climate Source: Brian Cawthray Source: Brian Cawthray

22. Four factors which make it difficult to be an empowering leader Not enough heart Over-evaluation Misunderstanding Faulty implementation Source: Ann Howard

23. Focus The focus-energy matrix Low High Energy Disengagement Purposeful Distraction Procrastination

24. Four leadership types Directive Supportive Participative Achievement oriented Source: Brown and Thornborrow

25. Four behaviours of transformational leaders Charisma Intellectual stimulation Individualised consideration and influence Inspirational motivation Source: Bass

26. Four lessons for leaders 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

27. Four traits of transformational leaders Individualised consideration Intellectual stimulation Inspirational motivation Idealised influence Source: Coad and Barrie

28. Four ‘D’s that help leaders envision Discover Dream Design Deliver Source: Liz Mellish

29. What number 1 owes number 2 Communication Clear decision rights A lock on the back door A shared spotlight Source: Bennett and Miller

30. What number 2 owes number 1 True respect An ego in check An eye for execution Coaching and co-ordination skills Source: Bennett and Miller

31. Four types of leader Traditionalists Catalysts Visionaries Trouble shooters/negotiators Source: Stuart Hannabuss

32. Four characteristics of a leader Courage Persistence Optimism Morality Source: John Adair

33. Four ‘E’s of leadership E nvision E nable E mpower E nvisage

34. Five key qualities of leaders Personal insight Resourcefulness Courage and self belief Skilled risk taking Foresight Source: Jan King

35. Five things that motivate leaders Vision Control Power Narcissism Altruism

36. Five ways leaders impress Seeking understanding and maintaining curiosity Using help and showing humility Having a sense of perspective and balance to life Showing generosity and giving credit Winning wars not ‘just’ battles Source: Patricia Wallington

37. Five rare signs of a leader Walks the talk See strengths Approaches others with unconditional positive self regard Positively influences conversations and relationships Creates an appreciative context Source: Malone

38. Five fighting qualities of leaders Coolness Control Audacity Endurance Decisiveness Source: Sarros and Santora

39. Five leadership mindsets Managing self – the reflective mindset Managing the organisation – the analytical mindset Managing context – the worldly mindset Managing relationships – the collaborative mindset Managing change – the action mindset Source: Gosling and Mintzberg

40. Five key leadership qualities Self awareness, self knowledge and awareness of limitations in self and others Personal persistence and commitment A desire and a willingness to go on learning An ability to recognise, learn, and profit from failures and mistakes A capacity to accept challenges and take risks Source: Bennis and Nanus

41. Five parts to the VOICE leadership model V ision O rganisation I ntegrity C ommunication E xecution

42. Five dominant leadership traits Extroversion Agreeableness Conscientiousness Emotional stability Openness to experience

43. Five rules for leaders Start with a clear vision Build a winning team Don’t ignore problems Focus on innovation Take risks Source: D Michael Abrashoft

44. Five ways to build leadership capacity Build skills to execute strategy Tap the power of group learning Invest in high potential individuals Optimise career enhancing opportunities Promote leaders as coaches

45. Five personal qualities of leaders Resource Candour Devotion Curiosity Independence Source: Sarros and Santora

46. Five competencies for leading change Envision Engage Enable Inquire Develop Source: Malcolm Higgs

47. Five levels of leadership Individual Team Operational Strategic Institutional Source IES

48. Five aspects of leadership emotional intelligence Empathetic responses Mood regulation and control Interpersonal skill Intrinsic motivation Self awareness Source: Source: Carson et al

49. Five abilities a leader needs The ability to: Manage themselves and be a role model Create and lead the vision Get things done with less resource Work constructively with others Manage constituencies effectively Get results swiftly Source: Source: Eichinger and Lominger

50. Five messages leaders must manage Organisational structure and hierarchy Financial results The leader’s sense of his/her own job Time management Corporate culture Source: Source: John Hamm