The Heart of Leadership

1. The Heart of Leadership Management Residential

2. What makes a good leader? • Without limiting yourself to any historical period, list individuals who you think have demonstrated exceptional leadership. • Identify the characteristics and skills those leaders have in common.

3. Objectives of this session By the end of this session you should be able to: • Recognise the characteristics of an effective manager and an effective leader • Identify your personal style • Analyse your team structure and identify appropriate strategies for using leadership to build more effective teams

4. Essence of Leadership • Vision • Positive image of what organisation could be and path towards that destination • Inspiration • Moves people to action • Momentum • Carries organisation to its destination • Being effective relies on • Trust • Self-knowledge From Max Landsberg

5. Aspects of Leadership • Things leader creates • Techniques • Traits

6. Leadership Context Leader Effective Leader Skills Qualities Behaviours Followers Organisation Skills Qualities Behaviours Vision Culture Values Structure Results

7. Leadership Leadership Thinking Motivation &Perception Behaviour Work activity Commitment Flexibility Results (bottom line) of Organisation

8. Your Leadership Peak • Describe a time when you feel you were at your best as a leader. • What were the circumstances to make it a challenge? • What did you do that made this a defining moment? • What characteristics of effective leadership did you demonstrate? • What have you learned from this experience?

9. Leading vs Managing • How do effective leaders differ from effective managers? • Pick 3 cards, swap with others in the room, try to end up with 3 cards describing effective leadership

10. Leaders vs Managers • Do the right thing • Interested in effectiveness • Innovate • Develop • Focus on People • Rely on trust • Align people with direction • Do things right • Interested in efficiency • Administer • Maintain • Focus on systems & structure • Rely on control • Organise & staff Developed by Margie Jarvis, Management Development Officer, Oxfordshire County Council Sources: Writings of Warren Bennis, Burt Nanus, Robert Townsend, John P Kotter, Manfred Kets de Vries, Warren Blank, Jon R Katzenbach and others.

11. Leading versus Managing in Practice • Think about a team manager you know well. Using specific examples, describe when they’ve displayed effective or ineffective management and when they’ve displayed effective or ineffective leadership.

12. Your Leadership Profile & Aspirations • Think about your current level of leadership effectiveness • Using the Leadership Profile, mark yourself out of 10 against each question, repeat for aspiration • Plot on radar chart

13. Implications of your Profile • Using your Leadership Profile, discuss the implications of your preferred style with one other person.

14. Leadership Style in Practice • Read through your Leadership Case Study and devise a leadership strategy for dealing with the issues it raises. • Be ready to feedback to the whole group.

15. References and Further Information Books • Transformational Leadership, Bernard M Bass, Lawrence Erlbaum Associates  • The Tools of Leadership, Max Landsberg, Harper Collins Business  • The Leadership Mystique, Manfred Kets De Vries, Prentice Hall  • Principle Centered Leadership, Stephen Covey, Simon and Schuster  • Leadership Theory and Practice, Peter G. Northhouse, Sage Publications Website • www.nwlink.com/~donclark/leader/leader.html • www.ccl.org/CCLCommerce/index.aspx - Centre for Creative Leadership

16. Good luck!! A leader is best When people barely know he exists, Not so good when people obey and acclaim him, Worst when they despise him. Fail to honour people, They will 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 it ourselves.” Lao-tzu, Sage 604 BC