2. CONTENTS
3-4 Introduction
5-6 Definition
7-8 Areas that matter
9-10 Bankable leaders
11-12 Servant leadership
13-14 High stakes leadership
15-16 Smart or wise leaders?
17-19 Charismatic leaders
20-21 Fearful leadership
22-24 Personal attributes
25-27 Tasks and personal challenges
28-29 Critical leadership skills
30-32 Getting the most out of oneself
33-34 Civility and rudeness
35-37 Projecting warmth and strength
38-41 Focus as a leader
42-43 Portray confidence
44-45 Strategically-driven cultures
46-48 Analyzing your team members
49 Case study
50-51 Conclusion, summary and questions
Page 2
4. Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
15 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
HR support with an emphasis on reducing
costs, saving time plus improving employee
engagement and morale
Services for job seekers
18. Charismatic
leaders 1 of 2
LEADERSHIP BEHAVIOURS
TO PRACTICE
• Communicate effectively
• Connect people with
your vision
• Believe in your people
• Recognize the greatness
of your employees
• Be positive, energetic
and enthusiastic
Page 18
21. Fearful
leadership
• Are you operating from a
stance of fear?
• Lead in a more than
ordinary way
• Spot those nearby where
greatness is germinating
• Disciplines which require
courage and vulnerability
to learn and gain
competence in
Page 21
26. Tasks and
basic
challenges
1 of 2
• Create a vision, share it
with everyone and follow
it.
• Define the mission and
code of values of the
organization
• Identify, enrich and
channel the emotional
and intellectual capital of
the company based on
high results of quality
and competitiveness
Page 26
27. Tasks and
basic
challenges
2 of 2
• Manage change-all
managers must become
agents of change
• Give high priority to
education, training and
development of all
people
• Create and maintain a
process of continuous
improvement
• Create transparency
Page 27
29. Critical
leadership
skills
• Establish and meet
SMART objectives
• Be extremely clear with
directions and focus on
the bigger picture
• Work with a high degree
of complexity
• Promote organizational
commitment
Page 29
31. Getting the
most out of
oneself 1 of 2
• Elements that make who
you are and that others
never see
Page 31
32. Getting the
most out of
oneself
2 of 2
WINNING THE INNER GAME
• Use visualization techniques
to play out ramifications
• Practice self-discipline
• Adopt a personal filter or
standard to measure validity
and appropriateness
• Get a coach
• Build on strengths and build
up weaknesses
Page 32
43. Portray
confidence
• Improved social status
• Deters competition
• Link between
behavioural cues, over-
confidence and perceived
competences
• Calibrate your own
beliefs
Page 43