Leadership for Leaders

Leadership for Leaders

Leadership for Leaders

Leadership for Leaders

Synopsis

Based on extensive research, this book challenges accepted 'norms' and establishes the 7 key competencies required for successful leadership today

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

Excerpt

Managerial wisdom probably begins with the recognition that there is no one 'right' style of leading or managing.

Leadership, especially, is very much about doing what is right for the situation and the people involved in it. Underlying such flexibility and differentiation of response, however, must be a consistency of values and ground rules, if the leader's professional credibility is to remain the crucial source of influence.

Credibility, in turn, in the role of a leader, goes beyond professional consistency and competence. Increasingly, in today's world, personal integrity, too, is coming to be regarded as a critical factor, as the triple bottom line of profitability, concern for the environment and, thirdly, social responsibility, becomes an established business imperative. Two recent significant, but unconnected, surveys — one in the USA and one in Europe — both indicated that being able to trust their leaders was the number one expectation of respondents. In each case, over 80% of replies identified trustworthiness as the necessary top leader attribute. As Professor John Adair states — “Our position as a manager is confirmed by the organization, but our role as a leader is ratified in the hearts and minds off those whom we lead”.

Such ratification is not simply a question of — do you believe the leader? Rather, it is one of — do you believe IN them? In turn, that belief is based upon what the leader is seen to deliver and achieve and how they are seen to behave.

Frequently described as — “the most discussed, yet least understood” aspect of management, leadership will, no doubt, continue to generate debate . . .

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