Leadership

Leadership
It is common in general books written about organisations for a strong distinction to be made between management and leadership. The UK Chartered Management Institute (August 2006) by contrast regards leadership as one of six integral skills of the manager, with the following components: Clearly at certain times and places, for example senior executives, leadership may dominate. But many of the most common failings of senior executives, as exemplified in scandals and crises, tend to reflect their own management (as opposed to leadership) failures. Leadership can be found in some form at any level of the organisation, and is certainly not unique to senior executives. The very word “leadership” implies “followership”, and in the late twentieth century there were the beginnings of a strong reaction against the heroic leadership style which is still popularly displayed for example in biographies and autobiographies of senior executives, and in much of the popular and even academic literature of management. Henry Mintzberg has been a particular critic of heroic leadership, commending by contrast “engaging leadership”. Often leaders and followers differ on leadership priorities. For example, according to, Kouzes & Posner (The Leadership Challenge, 1997): “Inspiring a shared vision is the least frequently applied of the 5 leadership practices whilst being stated as being important by 95% of followers. It is often cited as the practice which is most uncomfortable for leaders.” Kouzes & Posner’s five practices of exemplary leadership are: Aristotle was an important leadership educator, being the tutor of Alexander the Great. In the Nichomachean Ethics, he identified five intellectual virtues Sophia (intellectual wisdom) - the combination of Episteme (scientific knowledge) and Nous (intuition) Techne – skill Phronesis – practical wisdom Aristotle saw that leaders needed all five of these virtues, but that the one that was most critical for the highest levels was phronesis, the ability to take decisions based on incomplete information and initiate actions that followers were committed to carry out.
 * Provides clear purpose and direction
 * Inspires trust, respect and shared values
 * Communicates clearly and succinctly
 * Develops and supports individuals and team members
 * Resolves problems and conflicts with positive outcomes
 * Consistently applies strategic thinking
 * Model the Way
 * Inspire a Shared Vision
 * Challenge the Process
 * Enabling Others to Act
 * Encourage the Heart