Five skills for real leadership
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Transcript of Five skills for real leadership
![Page 1: Five skills for real leadership](https://reader030.fdocuments.us/reader030/viewer/2022032612/56812ca9550346895d91563a/html5/thumbnails/1.jpg)
Five leadership behaviours
Imposing context
Taking risks
Unpredictability
Conviction
Making things happen
Source: Peter Taffinder
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Five skills for real leadership
Difficult learning
Maximising energy
Resonant simplicity
Multiple focus
Mastering inner sense
Source: White, Hodgson and Crainer
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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
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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
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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
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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
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Five core leadership ingredients
A guiding vision
PassionIntegrityTrustCuriosity and daring
Source: Warren Bennis
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Five personal qualities of a leader
Authenticity
Integrity
Will
Self-belief
Self-awareness
Source: Malcolm Higgs
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Five types of typical follower
Sheep
‘Yes’ people
Alienated
Survivors
Effective/exemplary
Source: Brown and Thornborrow
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Five foundations of leadership Take risks
Seek opportunities
Change organisational rules
Provide something to believe in
Inspire achievement
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The big five leadership personality factors
Extraversion
Agreeableness
Conscientiousness
Emotional stability
Openness to experience
Source: Stuart Tubbs
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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
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Five indicators of leadership
Predicting
Visioning
Assessing
Designing
Communicating
Source: Valarie Washington
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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
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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
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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
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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
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Five ways a leader shows depth of purpose
Tact and diplomacyTolerance for ambiguityReliability and loyaltyDiligence and qualityRegard for others
Source: Donald Krause
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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
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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
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Six styles of leadership
Directive
Visionary
Affiliative
Participative
Pace setting
Coaching
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Six guiding principles of leadership
Achievement orientation
Pragmatism
Practising humility
Being service focused
Demonstrating optimism
Accepting responsibility
Source: Murphy
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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
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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
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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
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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
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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
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Six characteristics most admired in leaders
Honesty
Forward lookingInspiringCompetenceFair-minded
Supportive
Source: Kouzes and Posner
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Six leadership competencies
Accepts chaos
Shares information Develops relationships Embraces vision Acts with authenticity Demonstrates ethical sensibility
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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
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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
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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
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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
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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 SocietySource: The Industrial Society
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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
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Six reasons leaders fail
Moodiness
Insensitivity Arrogance Compulsiveness Untrustworthiness
Abrasiveness
Source: Malcolm Higgs
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Six types of leader
Heroes
Actors
Immortalists
Power-brokers
Diplomats
Willing victims
Source: Andrew Brown
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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
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Six core issues for leaders
Integrity
Determination
Magnamanity
Humility
Openness
Creativity
Source: Warren Bennis
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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
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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
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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
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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
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Seven project leading skills
Confidence
Control
Engagement
Resilience
Decision Making
Problem solving
Flexibility
Source: Provek
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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
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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
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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
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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
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Seven indicators of leadership adaptability
Optimistic
Self-assured
Innovative
Collaborative
Purposeful
Structured
Proactive
Source: David Miller
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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