leadership 51 100
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They get things doneThey motivate other people Source: Perisco
Developing a vision: An understanding of the future and the present resulting in a concept of where to go, what to look for, and how to be prepared.
Exercising leadership: A set of direct and indirect actions to transmit the vision on to the organisation; to create an environment conducive to success; to build the necessary capabilities, and to inspire enthusiastic pursuit of the vision.
Setting a direction Aligning people Motivating
Kotter
Ability to see beyond the immediate and the obvious Loyalty Surrounding yourself with talent
Linda Smart
Paint an inspiring pictureRecognise and celebrate other’s successes however smallArticulate a clear, concise, one sentence vision
John Nicholas
Focus on process as well as peopleTruly understand your organisationStrive for sense and coherenceAchieve clarity through conversation
Source: Bicknell and O’Connor
Create commitment and encourage people Establish a standard of excellence Bridge the present and the future Create meaning and purpose amongst employees
Directive behaviour Supportive behaviour Participative behaviour Achievement-oriented behaviour
Focus on process as well as people Get to grips with the dynamic nature of your organisation Repeatedly strive for coherence Achieve clarity through conversations
Nic Paton
Idealised influence Inspirational motivation Intellectual stimulation Individual consideration
Bernard Bass
Assess organisational contextEnvision the futureAlign peopleShow the way
Results centred Venturing beyond familiar territory to pursue ambitious new
outcomes Internally directed Behaving according to values
Other focused Putting the collective good first
Externally open Learning from the environment and recognising when there is a need for change Source: Quinn
Everyone can be a leader - no they can’t Leaders deliver better results - not always People who get to the top are leaders - not necessarily Leaders are great coaches - rarely Source: Goffee and Jones
Open minded and flexibleCaring and service orientedTeam playersCommunicatorsPersonally effective and accountable Source: Pepe
Implicit prejudice Bias that emerges from unconscious beliefs In-group favouritism Bias that favours your group Over-claiming credit Bias that favours you Conflict of interest Bias that favours those that favour you
Source: Banaji et al
ParticipatingSellingDelegatingTelling Hersey and Blanchard
Make your case up front, with hard sell Resist compromiseAssume a great argument/case is the secret to successSee assumption as a one shot effort Source: Conger
External focusClear thinkingImaginationInclusivenessExpertise Source: General Electric
Leadership styles must fit the situationLeaders need to adapt their style to fit situationsLeaders have problems doing the above
So leaders need to either:
Change the situation to suit their style
Or Change their style to suit the situation
CourageConfidenceConcentrationPassionValues Angela Valenti
Focus and concentrateReveal and engageTimeshift and re-placeDelegate and developExplore and venture
Source: Friedman
DesireVisionCreativityExpertiseRespect
Michael Lee
Provide directionOffer protection from external threatsClarify roles and responsibilitiesManage conflict and maintain orderShape and manage norms Source: Heifetz and Laurie
Ruthless with their use of timeTough on under-performanceBrave in terms of never settling for second bestAble to focus on the important as well as the urgent Trusting of others, believing in potential and capability
Focus on developmentIdentify lynchpin positionsMake it transparentMeasure progress regularlyKeep it flexible Source: Conger and Fulmer
People centredTeam managementImprovised managementMiddle of the roadTask centred management
Manage and maintain self esteemSustain a drive to achieveIntuitively filter useful opportunities from uselessMaintain optimismShow courage to face up to challenges
Edi Kurik
You must have a visionYou must have passionYou must have the ability to make great decisionsYou must have characterYou must have a great team
Don’t let the urgent drive out the importantSet aside time to think and reflectRead and explore outside your field to get ideasBuild and test scenariosDon’t be discouraged by constraints
Joyce Osland
Earn trust – tell the truthEngage with the organisationMaintain focus and consistency of purposeDeliver performance to be proud ofProvide opportunities for growth
Source: Eisenstadt et al
Systems thinkingPersonal masteryMental ModelsBuilding shared visionTeam learning
Peter Senge
TraitBehavioural or styleContingencyVisionary or charismaticEmotional intelligenceCompetency Source: Dulewicz et al
Planning well aheadDeciding how things will be doneAssigning senior tasks clearlyEmphasising deadlines and achievementsMaking expectations clearRewarding achievement
VisionaryCoachingAffiliativeDemocraticPacesettingCommanding Source: Goleman et al
Live with integrity lead by exampleDevelop a ‘big idea’Build a great management teamInspire employees to greatnessCreate a flexible, responsive organisation Use reinforcing management systems
Reingold
Honesty and credibilityAbility to inspireStrong connection to realityPragmatic optimismManaging with intensityBuilding the future
John Agno
Keep vision and values front and centreMake sure people disagreeCultivate truth tellersDo as you would be done to youHonour your intuitionDelegate don’t desert Source: Offermann
L oyaltyE nthusiasmA wareness of selfD riveE mpathyR espect Fiona Dent
Self confidenceSelf promotionSelf admirationSelf worship Self exclusionSelf indulgence Self destruction Source: Lewis and Boone
Honesty and integrityLong term perspectiveOpen mindednessAppreciating and embracing diversityConviction and courageThe drive to counter resistanceThe capacity to think outside of the box
Ashridge
Well founded and balanced judgement Open minded – accepting ideas Critical thinker Integrity Understanding of stakeholders Takes a long term perspective Team driven
Dexia
Principled leadership Facing complexity pressure and uncertainty Understanding own and other’s behaviour Consistency with Microsoft’s values Cross-border collaboration – creating one Microsoft A passion for technology Customer and partner driven
Microsoft
Supportive Participative Analytic Organised Powerful Adroit Inspirational Charismatic
Source: Bolman and Deal
Respect for all Honesty and trustworthiness Absence of complacency Commitment to employee growth and development Challenging inethical behaviour Open with all in the organisation Challenging status quo and business as usual Encouraging new ways of thinking
Emotional stability Dominance Enthusiasm Conscienciousness Social boldness Tough mindedness Self assurance Compulsivesness
Be a visionary Be passionate Be true Be ready for action Be a role model Be a learner Be a great communicator Be competent Be compassionate
Earl Smith
Ability to gain trust Committed to achieve for the organisation Takes personal responsibility Is humble when needed – really listens Values and respects others Has strong communications skills Can create fresh ideas Is level headed and has a sense of humour Can control and channel emotional energy
Strong management of external organisational relationships A solid understanding of financials Ability to think strategically Managing expectations effectively Technically savvy Selects a good team Ability to rally the troops A visionary outlook Politically competent but not political A skilled communicator
Integrity Energy Self belief Vision Decisiveness Communication skills Collaborative Drive to take action Courage Creativity
Integrity Humility Dedication Vision Sense of humour Magnamanity Fairness Assertiveness Openness Creativity