1. Self awareness
Emotional resilience
Motivation
Interpersonal sensitivity
Influence
Intuitiveness
Conscientiousness and integrity
Source: Higgs and Dukewicz

2. Reliance on others
Aggression
Risk seeking
Readiness to try something new
Task orientation
People orientation
Growth for the organisation
Source: Drago

3. 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

4. Use time well
Show clarity of purpose
Are accessible
Make people feel important
Create pride in work and the organisation
Master fear – keep belief in themselves
Dress for success
Source: John Edmonds

5. The confusion and chaos
Opportunities to multitask and seek variety of task
Diversity, risk, ambiguity and uncertainty
A chance to trust their judgement and intuition
Doing things in new ways – being creative, improvising
Looking forward not back
Performing – being centre stage
Source: The fast company

6. Executor
Change agent
Mentor
The ‘other half’
Partner
Heir apparent
Most valuable person
Nathan Bennett

7. 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

8. Opportunist wins in any way possible
Diplomat avoids overt conflict
Expert seeks logic and rational solutions
Achiever effectively meets goals and targets
Individualist creatively balances competing tensions
Strategist the transformational leader
Alchemist the social and societal transformer
From Rooke and Torbert

9. Seeing: seeing intentionally
Thinking: thinking paradoxically
Knowing: knowing intuitively
Feeling: feeling vitally alive
Acting: acting responsibly
Trusting: trusting life’s process
Being: being in relationships
Source: Shelton and Darling

10. 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

11. See what the specific situation needs.
Have a clear and powerful vision and purpose that guides them
Use 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

12. Humility
Energy
Intuition
Vision
Perspective
Passion
Conviction solving
Learning
Source: Harvard Business Review

13. Leadership
Delight the customer
Customer focus
Management by fact
Process performance
People-based performance
Continuous improvement
Source: Kanji

14. Personal integrity
Open to ideas
Fair, honest and supportive
Dependable, imaginative, broad-minded
Competent, determined, mature
Ambitious and independent
Loyal, caring, and co-operative
Straightforward
Source: Hultman

15. Communicative
Impressive integrity
Genuine interest in others
Recognises and rewards achievement
Team orientation
Visionary, and ideas oriented
Decisive, and takes responsibility
Competence
Source: Drouillard and Kleiner

16. Makes it happen and sees it through
Leads for performance
Champions team working
Builds and delivers the vision
Creates a learning culture
Pioneers new approaches
Enables a culture of open communication
Focuses on customers

17. Patience, showing self control
Kind, giving attention, appreciation, encouragement
Humble, authentic without pretence or arrogance
Respectful, treating others as important people
Selfless, meeting the needs of others
Forgiving, not resenting when wronged
Honest, being free from deception
Committed, sticking to your choices
Source: James Hunter

18. Identify themselves as change agents
Take responsibility for change
Courageous risk takers
Believe in, and trust people
Have clear values, and are values-driven
Are lifelong learners
Can deal with complexity, ambiguity and uncertainty
Are visionaries, and share their vision
Source: Tichy and Devanna

19. Lead yourself first
Be yourself first
Adapt to others
Develop others
Communicate with others
Be available to others
Support others
Encourage others
Source: David Luhr

20. Creates a sense of urgency
Picks a good team
Develops an enterprise vision
Communicates
Removes obstacles
Changes things fast
Keeps on changing
Makes changes stick
Source John Kotter

21. Identify core values
Build alliances
Have a vision
Communicate
Build trust
Bring in the right people
Allow those hired to do their jobs
Get results
Source: Steven Sample

22. Unreliable
Untrustworthy
Unco-operative
Irresponsible
Lazy
Inefficient
Disloyal
No potential

23. Creates vision and sets direction
Focuses on ‘what might be’
Thinks strategically, has insight sees long term
Inspires, influences, persuades others to follow
Acts decisively, models the way
Develops a diversity, competency, empowerment
Translates vision and mission into strategy and action
Maintains customer focus
Source: Deborah Atkinson

24. Pump
Processor
Channel
Amplifier
Filter
Catalyst
Transformer
Synthesiser
Carburettor
Source: Bill Thomas

25. See clearly when you look
Hear correctly when you listen
Think clearly when you speak
Inquire critically when you doubt
Show respect when you serve
Maintain calm when you are challenged
Consider consequences when you decide
Create desirable results when you work
Do what is right when you act

26. Creates vision and sets direction
Focuses on ‘what can be’ – thinks long term
Thinks strategically, has insight
Inspires, influences and persuades followers
Acts decisively, and empowers
Models the way
Develops a diverse and competent organisation
Translates vision and strategy into action
Maintains customer focus
From: Deborah Atkinson

27. Adopt and communicate an attitude of service
Demonstrate ideal behaviours, tolerate nothing less
Understand and encourage healthy conflict
Encourage a climate where truth is heard and valued
Confronting the brutal facts of reality
Making sure the right people are hired
Placing colleagues ambitions ahead of their own
Becoming and staying constantly curious
Never forgetting their passion and vision
Source: Mary Eule

28. Charisma
Individual consideration
Intellectual stimulation
Courage
Dependability
Flexibility
Integrity
Judgement
Respect for others
Source: Conger and Benjamin

29. 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

30. 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

31. Manipulative
Symbol-conscious
Dictatorial about the dream
Narrow-minded
Punitive
Mistrustful
Wily
Power mad
Performance-minded
Source: Tom Peters

32. 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

33. 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

34. Self-confidence
Achievement-driven
Optimism
Understanding of others
Self-control
Trustworthiness
A change catalyst
Teamwork and collaboration
Innovation
From: Henry Stewart

35. Establish a strong sense of urgency
Pick a good team
Create an enterprise vision
Communicate the vision
Remove obstacles
Achieve short term wins
Consolidate progress and keep on changing
Anchor change to the culture
Make the change stick
Marquardt and Kotter

36. Vision
People skills
Integrity and character
Drive and ambition
Good health
Energy and stamina
Past success and track record
Interpersonal and team orientation
Commitment and motivation
Independence
Source: Ruth Tait

37. Leaders manage the dream
Leaders embrace error
Leaders encourage reflective backchat
Leaders encourage dissent
Leaders possess optimism, faith and hope
Leaders understand the Pygmalion effect
Leaders have ‘a certain touch’
Leaders see the long view
leaders understand stakeholder symmetry
Leaders create strategic alliances and partnerships
Source: Warren Bennis

38. A propensity to lead
Brings out the best in people
Authenticity and integrity
Receptivity to feedback
Learning, agility
Adaptability
Conceptual thinking
Able to navigate ambiguity
A passion for results
Culture fit
Source: Rogers and Smith

39. Isolates
Bystanders
Participants
Activists
Diehards
Alienated
Passive
Conformist
Exemplary
Pragmatic
Source: Kellerman and Kelley

40. Work hard and focus well
Develop and communicate a vision of success
Do not ever consider failure
Are very different to managers
Balance strong self-esteem with flexibility
Never stop learning - especially from experience
Possess and use courageous patience
Are rarely seen, but can be found anywhere
Make strong friends and enemies
Leave a lasting and positive sign of ‘being there’
Source: Andrew Gibbons

41. 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

42. 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

43. Creativity
Effectiveness
Use of facts and data
Quality of work
Meeting of deadlines
Implementing solutions
Efficiency
Use of sound method
Being goal-driven
Quantity of work
Being dependable
Source: Jay Klagge

44. “Leadership is the wise use of power”

45. “Leadership is about breaking the rules
when others think that rule breaking
would be a mistake”
Source: Frederick Nietzsche

46. “The manager does things right,
the leader does the right thing”.
Warren Bennis

47. “The final test of a leader is that he
leaves behind him the conviction and
the will to carry on”.
Walter Lippmann

48. “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

49. “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

50. How
are leaders different to
managers?