Leadership for Leaders
Leadership & Strategy
Overview
This challenging book is based on research carried out over seven years with over 2,500 senior managers in ten different companies, in USA and Europe. Michael Williams establishes and explains the 7 key competency clusters that matter most today:- Goal orientation
- Integrity
- Close engagement with others
- ‘Helicopter’ perception
- Resilient resourcefulness
- Personal ‘horsepower’
- Resonant communications
He also shows how much talent lies untapped in organisations and proposes methods of mobilising all this potential. He demonstrates how, for ultimate success, the key competencies need to be linked closely to:
- Personal consistency
- Discipline and integrity
- Intolerance of mediocrity
- A concern to build mutual trust
- Focused passion for the business
- Recognition of the importance of emotional intelligence
Book Details
- Format:
- eBook
- ISBN:
- 9781854188557
- Pages:
- 234
- Publication Date:
- 2014
Downloads
Content
Introduction
ONE: Close-quarter leadership
- Leading at close quarters
- Emotional intelligence – the basis of close-quarter leadership
- Leaders with high EQ and ‘Cutting Edge’
- Chapter one references
TWO: Leadership theories, role models – and common sense
- Professor John Adair
- Paul Hersey and Kenneth Blanchard
- Noel Tichy
- Jim Collins
- Low-key ‘thinking’ leadership
- Experience and theory – a necessary synthesis
- Chapter two references
THREE: Leadership and the achievement ethic
- The work of professor Tom Paterson – a treasure unearthed
- Inward leader role
- Outward leader role
- Exemplar leader role
- Eccentric leader role
- Facilitator/follower
- Leaders as ‘re-inventors’
- Chapter three references
FOUR: ‘Buy-in’, not by-pass: the rules of engagement
- The leader’s role in engaging people and securing ‘buy-in’
- Change-leader strategy
- Buy-in strategy
- Knowledge and skill strategy
- Team building strategy
- Consolidation
- Reward strategy
- Chapter four references
FIVE: Great leaders develop more great leaders
- What do we mean by ‘talent’?
- When leaders’ strengths become weaknesses
- Leaders developing leaders
- Leadership potential
- Chapter five references
SIX: Leading innovation – taking the organization forward
- What inhibits or stimulates innovation
- S-T-R-E-T-C-H objectives: The stuff of innovation
- Imagination and creativity
- Innovation: Risk – reward correlations
- Chapter six references
SEVEN: Leadership – a matter of mindset
- ‘Horsepower, horsepower, horsepower’
- Developing a new leadership mindset
- Emotional intelligence: A cornerstone of the leadership mindset
- Chapter seven references
EIGHT: Making it happen – the leader’s job
- The leadership arenas
- Leaders as net-workers
- Leading the way to tomorrow
- Who have I learned – and continue to learn – from, about being a leader?
- Chapter eight references