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Self awareness Emotional resilience Motivation Interpersonal sensitivity Influence Intuitiveness Conscientiousness and integrity
Source: Higgs and Dukewicz
Reliance on others Aggression Risk seeking Readiness to try something new Task orientation People orientation Growth for the organisation
Source: Drago
Not promoting the vision Failing to listen to everyone on the team Holding all the authority Poor decision making Withholding praise and recognition Not investing in staff growth Failing to improve their own skills
Max Messner
Use time wellShow clarity of purpose Are accessibleMake people feel importantCreate pride in work and the organisationMaster fear – keep belief in themselvesDress for success
Source: John Edmonds
The confusion and chaosOpportunities to multitask and seek variety of taskDiversity, risk, ambiguity and uncertaintyA chance to trust their judgement and intuitionDoing things in new ways – being creative, improvisingLooking forward not back Performing – being centre stage
Source: The fast company
Executor Change agent Mentor The ‘other half’ Partner Heir apparent Most valuable person
Nathan Bennett
Keep a clear organisational focus Expect rigorous thinking Maintain openness to inquiry Nurture conversations about ideas Push decision-making downwards Foster collaborative thinking Demote, transfer or release people who oppose
Source: Elash
Opportunist wins in any way possibleDiplomat avoids overt conflictExpert seeks logic and rational solutionsAchiever effectively meets goals and targetsIndividualist creatively balances competing tensionsStrategist the transformational leaderAlchemist the social and societal transformer
From Rooke and Torbert
Seeing: seeing intentionallyThinking: thinking paradoxicallyKnowing: knowing intuitivelyFeeling: feeling vitally aliveActing: acting responsiblyTrusting: trusting life’s processBeing: being in relationships
Source: Shelton and Darling
Creating a shared vision of the future to which all are committed Dealing with change in a relaxed, flexible and optimistic way Coping with the increasing pace and pressures Getting things done without bruising people (others or oneself) Creating an environment in which people can achieve all they are capable of Building trust, support and co-operation Using creativity and skill in a positive way
Source: Allen and Nixon
See what the specific situation needs.Have a clear and powerful vision and purpose that guides themUse knowledge (theirs’ and others’) as it is needed to deal with a ‘situation’. Are sensitive to, and able to appropriately and differently to their followers. Influence followers to work towards higher level values and goals. Have emotional intelligence - an ability to know and utilise appropriately their own feelings and those of others. Are ‘in the flow’ are at one, focused in the present moment, aware more fully of people around them than others.
Source: Cacioppe
HumilityEnergyIntuitionVisionPerspectivePassionConviction solvingLearning
Source: Harvard Business Review
Leadership Delight the customer Customer focus Management by fact Process performance People-based performance Continuous improvement
Source: Kanji
Personal integrity Open to ideasFair, honest and supportiveDependable, imaginative, broad-mindedCompetent, determined, matureAmbitious and independentLoyal, caring, and co-operativeStraightforward
Source: Hultman
CommunicativeImpressive integrityGenuine interest in othersRecognises and rewards achievementTeam orientationVisionary, and ideas orientedDecisive, and takes responsibilityCompetence
Source: Drouillard and Kleiner
Makes it happen and sees it throughLeads for performanceChampions team workingBuilds and delivers the visionCreates a learning culturePioneers new approachesEnables a culture of open communicationFocuses on customers
Patience, showing self controlKind, giving attention, appreciation, encouragementHumble, authentic without pretence or arroganceRespectful, treating others as important peopleSelfless, meeting the needs of othersForgiving, not resenting when wrongedHonest, being free from deceptionCommitted, sticking to your choices
Source: James Hunter
Identify themselves as change agentsTake responsibility for changeCourageous risk takersBelieve in, and trust peopleHave clear values, and are values-drivenAre lifelong learnersCan deal with complexity, ambiguity and uncertainty
Are visionaries, and share their vision
Source: Tichy and Devanna
Lead yourself firstBe yourself firstAdapt to othersDevelop othersCommunicate with othersBe available to othersSupport othersEncourage others
Source: David Luhr
Creates a sense of urgencyPicks a good teamDevelops an enterprise visionCommunicatesRemoves obstaclesChanges things fastKeeps on changingMakes changes stick Source John Kotter
Identify core valuesBuild alliancesHave a visionCommunicateBuild trustBring in the right peopleAllow those hired to do their jobsGet results
Source: Steven Sample
UnreliableUntrustworthyUnco-operativeIrresponsibleLazyInefficientDisloyalNo potential
Creates vision and sets directionFocuses on ‘what might be’Thinks strategically, has insight sees long termInspires, influences, persuades others to followActs decisively, models the wayDevelops a diversity, competency, empowermentTranslates vision and mission into strategy and actionMaintains customer focus
Source: Deborah Atkinson
PumpProcessor ChannelAmplifierFilterCatalystTransformerSynthesiserCarburettor Source: Bill Thomas
See clearly when you lookHear correctly when you listenThink clearly when you speakInquire critically when you doubtShow respect when you serveMaintain calm when you are challengedConsider consequences when you decideCreate desirable results when you workDo what is right when you act
Creates vision and sets directionFocuses on ‘what can be’ – thinks long termThinks strategically, has insightInspires, influences and persuades followersActs decisively, and empowersModels the wayDevelops a diverse and competent organisationTranslates vision and strategy into actionMaintains customer focus From: Deborah Atkinson
Adopt and communicate an attitude of serviceDemonstrate ideal behaviours, tolerate nothing lessUnderstand and encourage healthy conflictEncourage a climate where truth is heard and valuedConfronting the brutal facts of realityMaking sure the right people are hiredPlacing colleagues ambitions ahead of their ownBecoming and staying constantly curiousNever forgetting their passion and vision
Source: Mary Eule
Charisma Individual consideration Intellectual stimulation Courage Dependability Flexibility Integrity Judgement Respect for others
Source: Conger and Benjamin
The ability to: Facilitate and motivate Influence and persuade Be accountable Build teams Negotiate Reward Manage time and monitor activity Analyse Remain positive
Source: Beck and Davenport
Being seen to be in charge Drive and initiative Decisiveness and comfort with taking responsibility Clear thinking and good judgement Organisational capability - including routine Ability to listen and gather up other’s ideas Being heard when you need to be Showing appreciation and indicating pleasure Being considerate and aware - showing sensitivity
Source: D Wilcox
ManipulativeSymbol-consciousDictatorial about the dreamNarrow-mindedPunitiveMistrustfulWilyPower madPerformance-minded
Source: Tom Peters
Building an environment of trust Retaining talent Leading high performance teams Building winning partnerships Leading change Valuing differences Setting performance expectations Rapid decision making Reviewing performance progress
DDI
Have vision not just reactions Care more about achievement not status Show they are committed not detached Are accessible not detached Are communicators not introverts Are politically sensitive, not politically ignorant Take responsibility rather than pass it Are adaptable not inflexible Are developing and learning not declining
Source: Sir Michael Bichard
Self-confidenceAchievement-drivenOptimismUnderstanding of othersSelf-controlTrustworthinessA change catalystTeamwork and collaborationInnovation From: Henry Stewart
Establish a strong sense of urgencyPick a good teamCreate an enterprise visionCommunicate the visionRemove obstaclesAchieve short term winsConsolidate progress and keep on changingAnchor change to the cultureMake the change stick
Marquardt and Kotter
VisionPeople skillsIntegrity and characterDrive and ambitionGood healthEnergy and staminaPast success and track recordInterpersonal and team orientationCommitment and motivationIndependence Source: Ruth Tait
Leaders manage the dreamLeaders embrace error Leaders encourage reflective backchatLeaders encourage dissentLeaders possess optimism, faith and hopeLeaders understand the Pygmalion effectLeaders have ‘a certain touch’Leaders see the long viewleaders understand stakeholder symmetryLeaders create strategic alliances and partnerships
Source: Warren Bennis
A propensity to leadBrings out the best in peopleAuthenticity and integrityReceptivity to feedbackLearning, agilityAdaptabilityConceptual thinkingAble to navigate ambiguityA passion for resultsCulture fit
Source: Rogers and Smith
Isolates Bystanders Participants Activists Diehards Alienated Passive Conformist Exemplary Pragmatic
Source: Kellerman and Kelley
Work hard and focus wellDevelop and communicate a vision of successDo not ever consider failureAre very different to managersBalance strong self-esteem with flexibilityNever stop learning - especially from experiencePossess and use courageous patienceAre rarely seen, but can be found anywhereMake strong friends and enemiesLeave a lasting and positive sign of ‘being there’
Source: Andrew Gibbons
Broad education Boundless curiosity Belief in people and teamwork Boundless enthusiasm Willingness to take risks Devotion to long-term growth rather than
short-term profit Commitment to excellence Readiness Virtue Vision
Source: Warren Bennis
Be passionate about what you are doing Enjoy learning Exercise Work when you are at work Don’t work when you are not Have outside interests Know your colleagues Use your lunch break Take your holiday Management Today
CreativityEffectivenessUse of facts and dataQuality of workMeeting of deadlinesImplementing solutionsEfficiencyUse of sound methodBeing goal-drivenQuantity of workBeing dependable
Source: Jay Klagge
“Leadership is the wise use of power”
“Leadership is about breaking the rules when others think that rule breaking would be a mistake”
Source: Frederick Nietzsche
“The manager does things right, the leader does the right thing”.
Warren Bennis
“The final test of a leader is that he leaves behind him the conviction and
the will to carry on”.
Walter Lippmann
“A leader’s most important role in any organisation is making good judgements
– well informed, wise decisions that produce the desired outcomes”.
Source: Tichy and Bennis
“A leader is best when people barely know he exists.Not so good when people obey and acclaim him.Worse when they despise him.Fail to honour people and they fail to
honour you.But of a good leader, who talks little, when his work is done, his aim fulfilled, they will all say, ‘we did this ourselves’.”
Source: Lao Tzu
How
are leaders different tomanagers?