Five leadership behaviours

Imposing context

Taking risks

Unpredictability

Conviction

Making things happen

Source: Peter Taffinder

Five skills for real leadership

Difficult learning

Maximising energy

Resonant simplicity

Multiple focus

Mastering inner sense

Source: White, Hodgson and Crainer

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

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

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

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

Five core leadership ingredients

A guiding vision

PassionIntegrityTrustCuriosity and daring

Source: Warren Bennis

Five personal qualities of a leader

Authenticity

Integrity

Will

Self-belief

Self-awareness

Source: Malcolm Higgs

Five types of typical follower

Sheep

‘Yes’ people

Alienated

Survivors

Effective/exemplary

Source: Brown and Thornborrow

Five foundations of leadership Take risks

Seek opportunities

Change organisational rules

Provide something to believe in

Inspire achievement

The big five leadership personality factors

Extraversion

Agreeableness

Conscientiousness

Emotional stability

Openness to experience

Source: Stuart Tubbs

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

Five indicators of leadership

Predicting

Visioning

Assessing

Designing

Communicating

Source: Valarie Washington

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

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

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

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

Five ways a leader shows depth of purpose

Tact and diplomacyTolerance for ambiguityReliability and loyaltyDiligence and qualityRegard for others

Source: Donald Krause

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

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

Six styles of leadership

Directive

Visionary

Affiliative

Participative

Pace setting

Coaching

Six guiding principles of leadership

Achievement orientation

Pragmatism

Practising humility

Being service focused

Demonstrating optimism

Accepting responsibility

Source: Murphy

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

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

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

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

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

Six characteristics most admired in leaders

Honesty

Forward lookingInspiringCompetenceFair-minded

Supportive

Source: Kouzes and Posner

Six leadership competencies

Accepts chaos

Shares information Develops relationships Embraces vision Acts with authenticity Demonstrates ethical sensibility

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

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

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

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

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

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

Six reasons leaders fail

Moodiness

Insensitivity Arrogance Compulsiveness Untrustworthiness

Abrasiveness

Source: Malcolm Higgs

Six types of leader

Heroes

Actors

Immortalists

Power-brokers

Diplomats

Willing victims

Source: Andrew Brown

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

Six core issues for leaders

Integrity

Determination

Magnamanity

Humility

Openness

Creativity

Source: Warren Bennis

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

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

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

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

Seven project leading skills

Confidence

Control

Engagement

Resilience

Decision Making

Problem solving

Flexibility

Source: Provek

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

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

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

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

Seven indicators of leadership adaptability

Optimistic

Self-assured

Innovative

Collaborative

Purposeful

Structured

Proactive

Source: David Miller

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