Seven elements of emotional intelligence for leaders

1. Seven elements of emotional intelligence for leaders Self awareness Emotional resilience Motivation Interpersonal sensitivity Influence Intuitiveness Conscientiousness and integrity Source: Higgs and Dukewicz

2. Seven parts to a leader’s management style Reliance on others Aggression Risk seeking Readiness to try something new Task orientation People orientation Growth for the organisation Source: Drago

3. Seven mistakes made by leaders 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. Seven things leaders do well 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. Seven things leaders enjoy in the role 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. Seven roles for number two leaders Executor Change agent Mentor The ‘other half’ Partner Heir apparent Most valuable person Nathan Bennett

7. Seven ways leaders liberate thinking 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. Seven ways of leading 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. Seven quantum skills for leaders 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. Seven ways leaders do things differently 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. Seven things the best leaders do... 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. Eight signs of a leader Humility Energy Intuition Vision Perspective Passion Conviction solving Learning Source: Harvard Business Review

13. Eight elements to the Business Excellence Index Leadership Delight the customer Customer focus Management by fact Process performance People-based performance Continuous improvement Source: Kanji

14. Eight personal qualities of a leader 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. Eight qualities of leadership 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. Eight leadership ‘must haves’ 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. Eight attributes of leadership 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. Eight traits of transformational leaders 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. Eight things leaders do 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. Eight key leadership actions 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. Eight key issues for leaders 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. Eight negative leadership characteristics Unreliable Untrustworthy Unco-operative Irresponsible Lazy Inefficient Disloyal No potential

23. Eight things leaders do… 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. Nine mechanical analogies of leadership Pump Processor Channel Amplifier Filter Catalyst Transformer Synthesiser Carburettor Source: Bill Thomas

25. Nine responsibilities of a leader 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. Nine ways leaders impress 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. Nine ways leaders create change 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. Nine leadership essentials Charisma Individual consideration Intellectual stimulation Courage Dependability Flexibility Integrity Judgement Respect for others Source: Conger and Benjamin

29. Nine factors common to leaders 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. Nine leadership qualities 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. Nine things Tom Peters feels leaders are… Manipulative Symbol-conscious Dictatorial about the dream Narrow-minded Punitive Mistrustful Wily Power mad Performance-minded Source: Tom Peters

32. Nine top skills for leadership 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. Nine ways leaders manage change 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. Nine things to look for in leaders Self-confidence Achievement-driven Optimism Understanding of others Self-control Trustworthiness A change catalyst Teamwork and collaboration Innovation From: Henry Stewart

35. Nine ways leaders transform organisations 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. Ten qualities of leaders 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. Ten critical factors for leading 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. Ten signs of future leaders 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. Ten follower types Isolates Bystanders Participants Activists Diehards Alienated Passive Conformist Exemplary Pragmatic Source: Kellerman and Kelley

40. Ten features of real leaders 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. Ten qualities leaders need 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. Ten ways leaders can stay fresh 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. Eleven impressive leadership behaviours 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?