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Leadership 101 150
The document lists attributes, behaviors, and styles associated with leadership from various sources. Some of the commonly mentioned attributes include developing vision, inspiring and motivating others, modeling desired behaviors, building relationships and trust, facilitating change, focusing on growth and learning, and acting with integrity. The document covers a wide range of leadership topics but frequently emphasizes qualities like vision, developing people, and acting ethically.
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Leadership 101 150
- 1. Difficult learning Maximisingenergy Resonant simplicity Multiple focus Mastering inner sense Source: White, Hodgson and Crainer
- 2. Imposing context Takingrisks Unpredictability Conviction Making things happen Source: Peter Taffinder
- 3. Develop your ownvision 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
- 4. Challenge the process Inspire a shared vision Enable others to act Model the way Encourage the heart Source: Larry Reynolds
- 5. Think in differentways Develop a point of view Take it on the road Pull it all together Make it happen Source: Robert Enricot
- 6. Creating the casefor change Creating structural change Engaging others Implementing and sustaining changes Facilitating and developing capability Source: Higgs and Rowland
- 7. A guiding vision Passion Integrity Trust Curiosity and daring Source: Warren Bennis
- 8. Authenticity Integrity Will Self-belief Self-awareness Source: Malcolm Higgs
- 9. Sheep ‘Yes’ people Alienated Survivors Effective/exemplary Source: Brown and Thornborrow
- 10. Take risks Seekopportunities Change organisational rules Provide something to believe in Inspire achievement
- 11. Extraversion Agreeableness Conscientiousness Emotional stability Openness to experience Source: Stuart Tubbs
- 12. What would mymother 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
- 13. Predicting Visioning Assessing Designing Communicating Source: Valarie Washington
- 14. Leadership is commonlyfound 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
- 15. Put ethics first– do the right things Surround yourself with the best you can find How people you value them as individuals Be trustworthy Develop win/win solutions Source: Susan Cullen
- 16. Learn to enlistand involve others in the vision Show passion and demand it in others Set the bar high Set the stage Communicate values Source: Nicholas Conner
- 17. Tact and diplomacy Tolerance for ambiguity Reliability and loyalty Diligence and quality Regard for others Source: Donald Krause
- 18. The self-awareness cluster The self-regulation cluster The motivation cluster The empathy cluster The social skills cluster Source: Henry Stewart
- 19. What is ourpurpose? 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
- 20. That leaders believein… 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
- 21. Directive Visionary Affiliative Participative Pace setting Coaching
- 22. Achievement orientation Pragmatism Practising humility Being service focused Demonstrating optimism Accepting responsibility Source: Murphy
- 23. 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
- 24. Vision and articulation Sensitivity to member needs Unconventional behaviour Taking personal risks Environmental sensitivity Not maintaining the status quo Source: hip
- 25. Leads and encourageschange Lives by example Lauds achievement Lends a vision Leverages learning and development Looks out for others Source: Tirmizi
- 26. 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
- 27. Shows determination toachieve excellent results Focuses on the market Finds better ways Demands top performance Inspires commitment Develops self and others Source Phillips
- 28. Honesty Forward looking Inspiring Competence Fair-minded Supportive Source: Kouzes and Posner
- 29. Accepts chaos Sharesinformation Develops relationships Embraces vision Acts with authenticity Demonstrates ethical sensibility
- 30. Conviction to craftthe 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
- 31. Provide a newperspective Change attitudes Instil a sense of fairness Use political skills Show consideration for others Use rhetorical skills Source: Landrum et al
- 32. 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
- 33. Vision and articulation Intellectual stimulation Gaining group commitment Providing a positive model Has high expectations Is goal-orientated Source: Bernard Lim
- 34. L iberates Encourages and supports A chieves purpose D evelops people and teams E xample setting R elationship building through trust Source: The Industrial Society
- 35. 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
- 36. Moodiness Insensitivity Arrogance Compulsiveness Untrustworthiness Abrasiveness Source: Malcolm Higgs
- 37. Heroes Actors Immortalists Power-brokers Diplomats Willing victims Source: Andrew Brown
- 38. Transmitting a senseof 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
- 39. Integrity Determination Magnamanity Humility Openness Creativity Source: Warren Bennis
- 40. A shift infocus and loss of control Poor communication Risk aversion Slip of ethics Poor self-management Loss of passion and belief Source: Mark Sanborn
- 41. Systems thinker Changeagent Innovator and risk taker Servant and steward Polychronic co-ordinator Teacher, mentor, coach and learner Visionary and vision-builder Source: Michael Marquardt
- 42. Pick up onenvironmental 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
- 43. 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
- 44. Confidence Control Engagement Resilience Decision Making Problem solving Flexibility Source: Provek
- 45. 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
- 46. Learn what leadershipmeans 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
- 47. Catalyse change Copewith 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
- 48. Know your peopleand 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
- 49. Optimistic Self-assured Innovative Collaborative Purposeful Structured Proactive Source: David Miller
- 50. Respects others Communicateshigh personal standards Keeps commitments made to others Is open and honest Actions are consistent with words Represents self truthfully Does not exploit people