Leadership is most needed in times of change, uncertainty and crisis. We are living through those times.
To support leaders in all spheres, this book provides a guide to the territory of leadership and its three domains: the strategic (head), the operational (hands) and the interpersonal (heart). It describes the tasks leaders have to achieve and explains the psychology of leadership based in personality. It argues strongly that complete leadership is the province of diverse teams of leaders made up of complementary differences.
And now the best has just got better. The new edition shows how leadership has to change over time, describes how the most highly rated leaders achieve their goals and also elucidates the neuroscience of leadership to enhance understanding of leadership’s foundations.
Pendleton, Furnham and Cowell’s work is a powerful combination of the best research on the psychology of leadership and years of iteration and practical implementation in the field – working with thousands of leaders from all walks of life and learning from their successes and challenges.
There is no one secret recipe for success as a leader.
What this book provides is a framework to enable you to achieve success in your own way.
Author(s): David Pendleton, Adrian F. Furnham, Jonathan Cowell
Edition: 3
Publisher: Palgrave Macmillan
Year: 2021
Language: English
Pages: 240
City: Cham
Foreword by Sir Rod Eddington: Great Leadership Matters
Preface
Acknowledgements
Contents
About the Authors
List of Figures
List of Tables
Introduction
1: The History of Thinking About Leadership
Introduction
Disciplinary Perspectives on Leadership
The View Through the Rear-View Mirror: The History of Leadership Theory
Pre-twentieth Century
Leadership in the Twentieth Century
Early Twentieth Century: Scientific Management and Trait Theory
Later Twentieth Century: Situations and Contexts, Needs and Interaction, Management and Leadership
The Turn of the Twenty-First Century
Democratisation
The New Millennium
The View Through the Windshield: The Future
Followers and Followership
Plural Forms of Leadership
Individuals: Leadership Beyond Organisations
Summary and Conclusion
2: Leadership’s Impact on the Performance of Organisations
Examples of the Case Against
How Do Leaders Create this Climate?
What Impact Do Different Leadership Styles Have on Climate?
Impact of Leadership on Employee Engagement
Summary and Conclusion
3: The Primary Colours of Leadership
The Primary Colours Model of Leadership
The Strategic Domain
The Operational Domain
The Interpersonal Domain
The Importance of the Interpersonal Domain
Leading
Case Study 1 an Emperor of Ancient Rome: S+ O+ I−
Case Study 2 a CEO of a Mobile Phone Company: S− O+ I+
Case Study 3 a Technology Start-up: S+ O− I+
Case Study 4 a Team in Trouble: Too Many S− O+ I−
Case Study 5 a Multinational: S+ O+ I+ Together
The Heptathlete and the Duck
Leadership through Time
Reinventing the Organisation
Innovating Products, Services and Methods
Developing People and Culture
Summary and Conclusion
4: What Do Highly Rated Leaders Do?
Setting Strategic Direction
Planning and Organising
Creating Alignment
Building and Sustaining Relationships
Team Working
Delivering Results
Leading
Coping with Pressure
Summary and Conclusions
5: Five Enablers of Leading
Inspire
Focus
Enable
Reinforce
Learn
Five Leadership Enablers Taken to Extremes
‘Inspire’ Overplayed
‘Focus’ Overplayed
‘Enable’ Overplayed
‘Reinforce’ Overplayed
‘Learn’ Overplayed
Summary and Conclusion
6: The Improbability of Being a Complete Leader
Part One: Three Arguments
Logically
Inspire
Focus
Empirically
Psychologically
The Big Five and the NEO
Neuroscience
The Leader’s Brain (Patricia Riddell)
Summary of Part One
Part Two: Jobs and Journeys
The Technical Job
The Supervisory Job
The Strategic Job
Careers and Vocational Choice
A Two-Dimensional Model
A Hexagon Model
Playing to Strengths
Values
Summary and Conclusion
7: Building a Leadership Team
Understanding Influences
Behavioural Repertoire
Situational Demands
The Leader’s Repertoire
Looking for Complementary Differences
Team Complementarity
Examples of These Principles in Action
Team Work
Building and Balancing the Leadership Team
An Alternative Leadership Audit
Leaders’ Insights into Their Own Strengths
Creating and Maintaining Complementarity
Creating a Positive Micro-Climate
A Systematic Approach
Inputs, Processes, Outputs and Outcomes
Summary and Conclusion
8: Do You have to be Smart to be a Leader?
Intelligence and IQ: What Managers Should Know
Multiple Intelligences
Emotional Intelligence (EI or EQ)
Emotional Intelligence at Work
EI and Job Performance
Business or Managerial Intelligence
Summary and Conclusion
9: The Impact of Personality on Leadership
What is Personality?
The Big 5 Traits at Work
The Emergence of Agreeableness
A Word about Introverted Leaders
Drawing the Evidence on Personality Together
Summary and Conclusion
10: When It All Goes Wrong: Leaders Who Fail and Derail
Incompetence versus Derailment
Dark Side Traits
Spotting Those at Risk: Three Crucial Indicators
Prevention
Selection
Training
Summary and Conclusion
11: A Programme of Action
Alan Franklin’s Story
Considering a Job Change
Working with the Team
Becoming the CEO
Dealing with a Downturn
The Next Stage of the Journey
Summary and Conclusion: Complete Leadership
Bibliography
Index
