Introduction

• Definition of leadership
• Leadership
  • Leadership and effectiveness
  • Leadership qualities
  • Leadership functions

Characteristics

• Introduction
  • Identifying the leader
  • Trust
  • Integrity
  • Respect
  • Foresight
  • Mutual attraction
  • Relationships
  • Support
  • Empowerment
  • Credibility
  • Winner mentality
  • Leadership expansion
• Influence
  • Introduction
  • Position
  • Leadership styles for learning
  • Who?
  • How?
  • Personal traits
  • Selling
• Confidence
  • Introduction
  • Development part 1
  • Development part 2
• Personality traits
  • Personality - general
  • Personality - action
  • Myers Briggs Type Indicator
  • Myers Briggs Type Indicator uses
  • FIRO B
  • OPQ
  • Pathology
  • Style spider
  • Style spider - choices
  • Leadership styles - adverse behaviour
• Motivation
  • Introduction
  • Douglas McGregor X and Y theory
  • Abraham Maslow
  • Frederick Herzberg
  • Key problems
  • People part 1
  • People part 2
• Be positive
  • Issues and action
  • Be clever
  • When in trouble
  • Project management
  • Change management
  • Communication
  • Self discipline
  • Change
  • Attitude

Strategy

• Long term
  • Long term investment
  • Direction and vision
  • Communication
• Strategy
  • Introduction
  • Selecting
  • Recording
  • Developing
  • The schedule plan
  • Overview
  • Part of leadership
• The vision
  • Introduction
  • Preparing
  • Personalities
  • General
  • Practicality
  • Stakeholders
• Change
  • Progress
  • Problems of change
  • Freeze to freedom

Personal development

• Introduction
  • Proactivity
  • Proactive behaviour
  • Personal direction
  • Personal direction - generating ideas
  • Skill development
  • Delegation
  • Values
• Time management
  • Prioritise
  • Prioritise - basics
  • Timing
• Problem solving
  • SWOT analysis
  • Forces
  • The problem
  • Insight
  • Insight development
  • Problem solving basics part 1
  • Problem solving basics part 2
• The three C's
  • Introduction
  • Action focus part 1
  • Action focus part 2
• The emerging leader
  • Emerging leaders
  • The boss
• Training
  • Introduction
  • Selection
  • Opportunity
  • Follow the leader
  • Follow the leader - adverse behaviour
  • Chess the middle game
  • Standards

General

• Communication
  • Open questions
  • Meetings
  • Agenda
• At the top
  • Letting go
  • Continuity
  • Top of the ladder
  • Loneliness at the top part 1
  • Loneliness at the top part 2
  • The Top team
• Structure
• Life transitions
• Balance
• Open questions
• Business
  • CEO
  • Chairman
  • Mergers and acquisitions
• Leaders and managers

Respect

Earned

There are many people who would not appear to be leaders at first sight.
They might not meet people’s preconceptions of a leader as a ‘powerful’ figure.

Luckily physical presence is not a prerequisite for leadership success.
I don’t think anyone would deny the leadership qualities of Mother Theresa of Calcutta honoured with the Nobel Peace Prize in 1979 or that of Mohandas Karamchand (Mahatma) Gandhi.
People of this calibre earned incredible respect from their actions and a huge following.

Leader ladder

People will naturally follow a person with greater leadership skills than themselves.
This is not an immutable law. If you are in a situation where there is chain of command, for example, in the armed forces or even within a chain of management levels, you may well be following an individual whose leadership skills are less than your own.

Training of others

As you mature in your leadership skills it will become easier to spot the lack of these skills in others.
This will be to your advantage as the training of those reporting to you will greatly improve this valuable resource to yours and their benefit.

Group dynamics

If you take a group of people and give them a task to accomplish the natural leaders will appear.
They are usually the first to make suggestions and direct events.

Initially, discussion may have no focus and then people begin to take the lead of the natural leaders as they emerge.
Within this group the most gifted leader will then materialise and all will follow him or her.
This is a fairly common process recognised by most.

The lesser leaders are often found out by being over confident to the point of arrogance and trying to take over the show.
Respect is not given to the loudest in the group.

When a leader leaves an organisation he or she is often followed by those who would prefer to follow only him or her.

Ivory towers

Talk to the people in your organisation. Get to know them and their work.
If you set yourself up in an ivory tower communication will not only be poor but will lack any conviction.
This will eventually destroy trust then influence and finally leadership.