1. Difficult learning
Maximising energy
Resonant simplicity
Multiple focus
Mastering inner sense
Source: White, Hodgson and Crainer

2. Imposing context
Taking risks
Unpredictability
Conviction
Making things happen
Source: Peter Taffinder

3. 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

4. Challenge the process
Inspire a shared vision
Enable others to act
Model the way
Encourage the heart
Source: Larry Reynolds

5. Think in different ways
Develop a point of view
Take it on the road
Pull it all together
Make it happen
Source: Robert Enricot

6. Creating the case for 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
Seek opportunities
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 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

13. Predicting
Visioning
Assessing
Designing
Communicating
Source: Valarie Washington

14. 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

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 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

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 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

20. 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

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 encourages change
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 to achieve 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
Shares information
Develops relationships
Embraces vision
Acts with authenticity
Demonstrates ethical sensibility

30. 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

31. 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

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
E ncourages 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 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

39. Integrity
Determination
Magnamanity
Humility
Openness
Creativity
Source: Warren Bennis

40. 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

41. 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

42. 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

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 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

47. 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

48. 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

49. Optimistic
Self-assured
Innovative
Collaborative
Purposeful
Structured
Proactive
Source: David Miller

50. 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