1. Leadership

2. The One Hour Tour Of Leadership Impossible! Context and practical considerations Some theory…. Thoughts and questions…. Potential MSc projects

3. Nicholson McBride London and Boston Leadership and change Business and psychology Current clients: Invesco perpetual ECB Marsh Audi and WV UK and USA Office of the Deputy Prime Minister

4. The Case For Leadership Complex or simple…(business psychology) Complex: System, leader and follower relationships, timing and context, structures in the organisation, systems / processes, and skilled and competent individual. (Power and control – source, use and acceptance.) Simple: Credible individual who knows what they are doing and whom people respect and possibly like…

5. A Starting Point For Leadership Warrant Bennis and Peter Drucker “Leaders are the people who do the right thing while managers are the people who do things right.”

6. Why Leadership Matters In Business Commercial reasons (cost and profit) Enable people to do more (effective and efficient) Smooth running of organisations (structure, control and power of the collective) Vision (shaping the future) The perfect leader, borne or made? (Does it matter?)

7. Practical Challenges Of Leadership Ego (emotional intelligence) Top Teams (clash or compliment) Fairness and equity Culture of model leaders, or leadership models Training and development, what, how and who…

8. Visionary Leadership Theory Search for traits Behaviour research Task focus Relationship orientation Situational leadership Transformational leadership

9. Leader Behaviour Questionnaire Visionary leadership behaviour Clear leadership Communicative leadership Consistent leadership Caring leadership Creative leadership

10. Leader Behaviour Questionnaire Visionary leadership characteristics Confident leadership Empowered leadership Visionary leadership

11. Leader Behaviour Questionnaire Visionary culture building Functional leadership Managing change Attaining goals Co-ordinating teamwork Establishing shared values / beliefs Cultural leadership

12. Two Questions What does leadership mean to you? What in your experience do organisations to develop their leaders?

13. Two Questions For Tomorrow What will tomorrow’s world be like? What will tomorrow’s leaders be like?

14. Tomorrow’s World More globalisation Faster information transmission (Even) less centralised decision making (Even) more managing through others

15. Tomorrow’s Leaders “The new paragon of an executive is a person who can envision a future for their organisation and then inspire colleagues to join in building that future.” Fortune Magazine

16. Leaders V Managers Leaders Deal with change Have a long term perspective Have vision & inspire others Ask about why Focus on corporate philosophy, values and shared goals Have a helicopter view Empower Use charisma Managers Are concerned with stability Have a short term perspective Follow instructions Ask how Focus on tactics, structure and systems See the trees, not the forest Control Rely on authority

17. Management Behaviour Supportin g Coaching DelegatingDirecting (Low) Supportive Behaviour (High) (Low) Directive Behaviour (High)

18. Delegation: The Five Contracts I’ll decide We’ll discuss, I’ll decide We’ll discuss, we’ll decide We’ll discuss, you decide You decide - call me if you need assistance

19. STRATEGIC PLANNING GETTING THINGS DONE EMPOWERING PEOPLE MANAGING CHANGE SHARING VISION & GOAL SETTING BUILDING & LEADING TEAMS FEEDBACK INFLUENCE & PERSUASION DEVELOPING OTHERS COMMUNICATION INSPIRING MOTIVATING MANAGING CUSTOMERS PERSONAL EFFECTIVENESS DECISION MAKING CONSULTANCY SKILLS DIFFICULT SITUATIONS HIGH LEVEL THINKING MANAGING UPWARDS ? ENVIRONMENT ORGANISATION CUSTOMERS BEST PRACTICE Personal Aspirations Leadership Tomorrow

20. Projects Questionnaires: Intelligence application Stress Change receptiveness Coaching meta analysis Analysis of cultures and conflict styles