Leadership: All You Need To Know 2nd edition (eBook)

David Pendleton is Co-Founder of the Edgecumbe consulting group, specializing in assessing and coaching senior executives and developing their abilities to lead change and create high performance cultures. As a consultant he has worked with a wide range of clients from the airline, hospitality, retail, pharmaceuticals, healthcare and professional and financial services sectors in Europe, Asia and America. At Oxford University's Said Business School, UK, where David is an Associate Fellow, he has made a major contribution to both public open programmes and those commissioned by a broad range of organizations.  The holder of an Oxford doctorate in Psychology, David is a Chartered Psychologist and an Honorary Fellow of the Royal College of General Practitioners.  He is Visiting Professor in Leadership at Webster University in St Louis, USA. Adrian Furnham is Professor of Psychology at University College, London, UK, and Adjunct Professor of Leadership at the Norwegian Business School. He is on the editorial board of a number of journals, has received many awards, and was recognized as one of the most productive psychologist in the world.  He is the author of over 1000 journal articles and more than 80 books, including successful, popular management books. He acts as a consultant to a number of bodies including HM Government, KPMG, Goldman Sachs and Emirates Airline. He writes regular columns in The Sunday Times and is a frequent contributor to British and International radio and television.

Foreword by Sir Rod Eddington:Great Leadership Matters 6
Preface to the Second Edition 8
Acknowledgements 10
Contents 12
List of Figures 16
List of Tables 18
Introduction 20
1: The History of Thinking about Leadership 25
Introduction 25
Disciplinary Perspectives on Leadership 26
The View through the Rear-View Mirror: The History of Leadership Theory 31
Pre-twentieth Century 31
Leadership in the Twentieth Century 32
Early Twentieth Century: Scientific Management and Trait Theory 34
Later Twentieth Century: Situations and Contexts, Needs and Interaction, Management and Leadership 36
The Turn of the Twenty-First Century 43
Democratisation 47
The View through the Windshield: The Future 49
Followers and Followership 49
Plural Forms of Leadership 52
Individuals: Leadership beyond Organisations 55
Summary and Conclusion 57
2: Leadership’s Impact on the Performance of Organisations 58
Examples of the Case Against 60
How Do Leaders Create this Climate? 70
What Impact Do Different Leadership Styles Have on Climate? 71
The Impact of Leadership on Employee Engagement 75
Summary and Conclusion 79
3: The Primary Colours of Leadership 80
The Primary Colours Model of Leadership 82
The Strategic Domain 83
The Operational Domain 90
The Interpersonal Domain 91
Leading 92
Case Study 1: An Emperor of Ancient Rome: S+, O+, I? 94
Case Study 2: A CEO of a Mobile Phone Company: S–, O+, I+ 94
Case Study 3: A Technology Start-Up: S+, O–, I+ 95
Case Study 4: A Team in Trouble: Too Many S–, O+, I– 96
Case Study 5: A Multinational: S+, O+, I+ Together 96
The Heptathlete and the Duck 97
Summary and Conclusion 98
4: Five Enablers of Leading 99
Inspire 99
Focus 102
Enable 103
Reinforce 105
Learn 108
Five Leadership Enablers Taken to Extremes 109
‘Inspire’ Overplayed 110
‘Focus’ Overplayed 111
‘Enable’ Overplayed 112
‘Reinforce’ Overplayed 112
‘Learn’ Overplayed 113
Summary and Conclusion 113
5: The Improbability of Being a  Complete Leader 115
Part One: Three Arguments 115
Logically 115
Inspire 116
Focus 118
Empirically 119
Psychologically 121
The Big 5 and the NEO 123
Summary of Part One 125
Part Two: Jobs and Journeys 126
The Technical Job 126
The Supervisory Job 127
The Strategic Job 128
Careers and Vocational Choice 129
A Two-Dimensional Model 130
A Hexagon Model 132
Playing to Strengths 138
Values 139
Summary and Conclusion 141
6: Building a Leadership Team 142
Understanding Influences 142
Behavioural Repertoire 143
Situational Demands 144
The Leader’s Repertoire 144
Looking for Complementary Differences 146
Team Complementarity 149
Examples of these Principles in Action 150
Teamwork 155
Building and Balancing the Leadership Team 156
An Alternative Leadership Audit 158
Leaders’ Insights into Their Own Strengths 159
Creating and Maintaining Complementarity 162
Creating a Positive Micro-Climate 164
A Systematic Approach 165
Inputs, Processes, Outputs and Outcomes 165
Summary and Conclusion 168
7: Do You Have to Be Smart to Be a Leader? 169
Multiple Intelligences 171
Emotional Intelligence (EI or EQ) 175
Emotional Intelligence at Work 176
Business or Managerial Intelligence 183
Yet More Quotients of ‘Intelligence’ 186
Summary and Conclusion 188
8: The Impact of Personality on Leadership 189
What is Personality? 190
The ‘Big Five’ Traits at Work 192
Personality and Leadership 196
Behavioural Genetics 196
Higher Order Factors 196
Five-Factor Model (FFM) 198
A Word about Introverted Leaders 202
Personality and Behaviour 203
Drawing the Evidence on Personality Together 205
Summary and Conclusion 207
9: When It All Goes Wrong: Leaders Who Fail and Derail 208
Incompetence versus Derailment 210
Dark-Side Traits 211
Spotting those at Risk: Three Crucial Indicators 219
Prevention 221
Selection 221
Training 222
Resilience 224
Summary and Conclusion 225
10: A Programme of Action 227
Alan Franklin’s Story 228
Considering a Job Change 229
Working with the Team 232
Becoming the CEO 235
Dealing with a Downturn 237
The Next Stage of the Journey 241
Summary and Conclusion: Complete Leadership 243
Bibliography 244
Index 256