1. Leadership for Success is Building Trust
Leadership is not just for the elite
The Cognitive & Behavioural aspects of Authentic Leaders
PSYCHOLOGICAL SELF
Leadership for Success is Building Trust
Leadership is not just for the elite
The Cognitive & Behavioural aspects of Authentic Leaders - a New Model
PHILOSOPHICAL SELF
CAVENDISH
a New Model
PHILOSOPHICAL SELF

2. Most people, at some points in their lives, are leaders. They assume leadership in family
situations (children need leading!), on the sports field, and in many other situations,
including work. Leadership is just not about the qualities of an elite few, although the
leadership skills of Chief Executives and their teams are of fundamental importance. In
the context of work, what is leadership, how does it differ from management, and are
leaders born or can they be developed? This factsheet seeks to provide some answers to
these questions to help you.
Some leaders fall behind - Why?
Leadership is important for success and the UK seems to be lagging behind
other developed countries on a global scale. A survey carried out by the CIPD1
compared UK leaders with those elsewhere in the world. It suggested that:
 Leaders in the UK often lack dedicated attention from their superiors to help them
develop in a planned fashion through continuous learning, both from job
experiences and more formal training activities. Hence:
o they tend to arrive in leadership positions less well prepared than their
counterparts elsewhere
o they inspire less confidence in their ability to execute strategies
successfully.
 Fewer places in the UK are filled by internal candidates, also suggesting a issue
(problem) in leadership development.
 HR professionals elsewhere in the world are quicker to express confidence in their
leaders at all levels, and particularly first-line managers, than are those in the
UK.

3. What is leadership?
Three Pillars of Authentic Leadership
Leadership is currently much discussed; academic studies have multiplied like amoeba
since the 1970s. Entering ‘leadership’ into Google provided around 503,000,000 entries
worldwide, and around 16,500,000 for the UK alone. A similar search on Amazon UK
gave 18,741 books on the topic.
There is no single definition that satisfies everyone. John Adair, the leading British
authority on the subject, says ‘leadership, like all personal relations, always has
something unknown, something mysterious about it’.
comment - the phrase ‘personal relations’. To attempt a partial definition, leadership is
very much about the ability to influence people by personal attributes and behaviours.
Three Pillars of Authentic Leadership
Leadership is currently much discussed; academic studies have multiplied like amoeba
since the 1970s. Entering ‘leadership’ into Google provided around 503,000,000 entries
worldwide, and around 16,500,000 for the UK alone. A similar search on Amazon UK
e 18,741 books on the topic.
There is no single definition that satisfies everyone. John Adair, the leading British
authority on the subject, says ‘leadership, like all personal relations, always has
something unknown, something mysterious about it’.2
But there is a clue in that
the phrase ‘personal relations’. To attempt a partial definition, leadership is
very much about the ability to influence people by personal attributes and behaviours.
TRUST
Leadership is currently much discussed; academic studies have multiplied like amoeba
since the 1970s. Entering ‘leadership’ into Google provided around 503,000,000 entries
worldwide, and around 16,500,000 for the UK alone. A similar search on Amazon UK
There is no single definition that satisfies everyone. John Adair, the leading British
authority on the subject, says ‘leadership, like all personal relations, always has
t there is a clue in that
the phrase ‘personal relations’. To attempt a partial definition, leadership is
very much about the ability to influence people by personal attributes and behaviours.

4. But most people would say that even successful leaders they have known, do not behave
in identical ways. They may, in fact, act very differently even in similar situations and
they may have quite different personalities. Moreover, different leadership qualities may
be needed in different circumstances. The classic example is perhaps Churchill, who was
a great war leader, but less successful in peacetime. Similarly, CEOs who excel in turning
round ailing companies may perform less well when things are on a more even keel. All
this may lead to the conclusion that there is no single template of leadership behaviours,
which in turn poses the question of whether leaders can be developed: what are the
qualities (or competencies) of leadership, and how can they be brought out? There is
more on this later.
However, before people can become successful leaders, they do need certain attributes:
 General intelligence, although not necessarily being very much brighter than the
people they are leading.
 Technical or professional knowledge and competence in their particular fields –
how otherwise would leaders be respected?
 Personality: leaders should be energetic and committed, maintain contact with
their people, and understand their strengths and weaknesses.
 The ability to inspire, although this quality may be rarer than some of the others
and is perhaps the most difficult to develop.
 Listening, sharing and delegating skills (and not interfering unnecessarily),
because in groups of more than around five people it becomes impossible to know
all the necessary detail.
 Self-knowledge, to understand their own strengths and weaknesses, which in turn
will enable them to turn to others in their group to compensate for their own
biases or deficiencies.
All these attributes will help to develop trust, without which leaders will not command
loyalty. The last four, ‘softer’, non-technical attributes might be summed up as
‘emotional intelligence’, a subject which now seems to be gaining a place on
management and leadership development programmes.
Adair has developed what he calls a functional approach to leadership based on three
overlapping circles of needs (see figure 1):
 to achieve the common task
 to work as a `team` to achieve that task
 to meet individual needs, because people need each other socially, and work is an
important social activity.
Each circle exerts an influence for good or ill upon the others, and the circles therefore
overlap. These are areas of leadership responsibility that leaders need to understand.
They emphasise that leadership is essentially an interaction between the leader, group
members and the situation.

5. Figure 1: Adair's three circles of needs. Taken from: Effective leadership development2
How does leadership differ from management?
The idea of management that evolved in the nineteenth century, and was later
developed into theories by F W Taylor, was based to a large extent upon the military
principles of command and control (although the armed forces have always recognised
that the sorts of personal attributes described above are central in any officer or NCO).
So management was, and to some extent still is, about the planning, organisation, co-
ordination and implementation of strategies, tactics and policies imposed from the top in
an impersonal and apparently rational manner. Although, career ex-armed forces officers
are not very successful in a commercial business environment!
Administration is the word that sums this up, and it is worth noting that postgraduate
management degrees are still entitled Masters of Business Administration. Thus, a
manager would derive authority from his or her position in the organisation, which also
implies power. Promotions were likely to be based on technical abilities, and
interpersonal skills had very little to do with the theoretical idea of management.
From around the 1960s (when, ironically, MBAs began in the UK) the idea of leadership
started to gain ground. It was realised that there was more to managing than simply
administering. The idea of influencing people by virtue of personal attributes and
behaviours gradually grew, admittedly forced by the need to survive in a more
competitive and less predictable world.
All managers, including first-level supervisors, need to be leaders and to understand the
concept of leadership, although the higher up the organisation one goes, the more
complex leadership becomes and the more it is concerned with broader and long-term
aims. But of course it should be borne in mind that while some organisations may have
visionary leaders in their lower and middle ranks, their Chief Executives and
management teams may be still following the traditional managerial model!

6. So leadership is now a fundamental part of management. But people who are not
nominally managers may also function as leaders, influencing others (even if in an
informal manner) by their personalities and behaviours. Under a Taylorist model of
management, this would be frowned upon and such people would be told to stick to their
screwdrivers and not to think too much. Moreover, it is worth remembering that in some
organisations – hospitals and research organisations are good examples – many people
may be senior professionals such as Doctors or Scientists but not managers (at least in
terms of the formal organisational hierarchy). It would be foolish, however, not to think
of them as leaders or potential leaders.
Levels of leadership
But taking the formal organisation, it is useful to distinguish three levels of leadership,
as follows3
:
 Front-line or team leadership - in which one person (the leader) is responsible
for creating specific outcomes usually within a given timescale and with given
resources through their own actions and those of their immediate followers.
 Operational leadership - which is to do with day-to-day operations within the
organisation and is a major determinant of its culture and climate.
 Strategic leadership - about ‘big picture’ issues such as change, vision,
translating that vision into purpose, effective communication, and the behaviour
of the CEO and senior management team (also see below).
Like Adair’s three circles, these levels relate to each other, as figure 2 shows.
Figure 2: Levels of leadership. Taken from: Developing effective leadership skills3

7. Leadership Development
People vary in their capacity for leadership. A few have innate capacity (but even born
leaders will need to be developed further,question, are there born leaders?), some have
none, but most potential managers have it in some degree. Selection of the right people,
whether from inside or outside the organisation, is a good part of the battle, but then
they will need training, yes, they will to be successful!. This may be only a small part of
their development but it is important to get it right. Adair says the seven hallmarks of
successful courses should be ‘simple, practical, participative, variety, enjoyable, relevant
and short’.2
Then comes perhaps the most important part: development through experience. This is
where management development, succession planning and leadership development
overlap. For a full description of the various techniques, including the increasingly
important mentoring and coaching, read books on `Management Development` and
Succession Planning, visit the knowledge bank at www.cavendish-mr.org.uk All that
needs to be added here is that, throughout the development process, leadership should
be kept in mind just as much as the technical and administrative aspects of jobs.
Coaches and mentors, who may be of a different generation that is perhaps less attuned
to the importance of leadership, should also keep leadership to the fore. Take on board a
Non-Executive Director to add value to your organisation.
Many organisations now run what they call ‘leadership programmes’. To the extent that
they emphasise the idea of leadership through having the word in their titles, this is a
good thing. However, how far they actually differ from what might have been called until
recently ‘Management Development Programmes’, is open to doubt, as a glance at some
of the headings and descriptions in a survey by Incomes Data Services (IDS) confirms.
The difference may be that leadership now receives somewhat more emphasis than it did
previously, and IDS says that most of the programmes ’we looked at included sessions
on personal audit, work-life balance, self-awareness and contrasting leadership styles.
Few of these elements would have been found on development programmes ten years
ago.’
Strategic leadership
Although American authors in particular often emphasise the importance of the top
leader almost to the exclusion of other leaders in the organisation (the CEO as super-
hero), it is true that the Chief Executive sets the tone and his or her leadership role is
crucial. Adair says that the strategic leader must have the ability to:
 see the point
 sense relationships and analogies quickly
 identify the essentials in a complex picture
 put two and two together
 find the salient factors in past experience
 be able to distinguish clearly between ends and means
 appraise situations readily
 see their significance in the total setting of present and past experience
 get the cue as to the likely line of wise action.

8. Hooper and Potter distinguish seven core strategic leadership competencies:
1. direction, vision, mission, strategies and values
2. alignment
3. example and role model issues
4. developing people at all levels
5. effective communication
6. as change agents
7. action in crisis and ambiguity.
It is unlikely that all the qualities listed by both sets of authors can be found in one
person. The notion of leadership teams therefore seems to be finding growing
acceptance, but of course they do need to function as genuine `teams`, pulling in the
same direction, rather than as individuals with their own priorities and agendas. Making
sure that they do so is also a key role for the CEO to be successful.
Leadership Tips from Colin Thompson
Care about your people
To be effective, you need to care about your people. Getting the best out of others is
essentially a selfless pursuit. If you do not have that altruistic streak, do not become a
Manager.
Believe in yourself
There will always be others who question what you are doing. If you are affected by
everything they say, you will be unable to execute a strategy fully.
Take the long-term view
There are no management `quick fixes` that will not have costly repercussions. Take the
necessary time to accept the most appropriate strategy and to create the right culture.
Success will eventually follow.
Recruitment is key to `team` spirit
If you get selection and recruitment right, a culture of hard work and togetherness will
be borne.
Unthinking obedience is history
In the modern world, people will not just accept what you say just because you are their
boss. You must always explain your actions and plans for success. This is why ex-armed
forces officers have a problem in a commercial business environment to manage
successfully.
Consistency and honesty earn respect
Do not let favouritism or self-interest compromise your decision-making. If your staff
suspect you are thinking of anything other than the success of the team or organisation,
you will lose your authority.

9. Do not be afraid to criticise
People will not improve without constant `feedback`. But, many feel uncomfortable with
criticism. Make them understand that your criticism is evidence of your belief in them.
Learn from other`s mistakes
Aspiring managers should watch others at close quarters and receive in-depth
management training before taking on too much responsibility themselves.
Life is all about learning and change, the day we stop learning and changing is
the day we stop living and being successful!
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