Effective Leader Journal

If you want to improve your leadership skills and develop to be inspirational, then keep reading. Reflection from your leadership role is critical for your understanding of your style. Many leaders end up in leadership roles because they are good at their job, not because they are good leaders. If we are not careful, we will not develop our skills further, and we will become stale in our practice. All leaders require Continued Professional Development (CPD) and effective supervision to maintain high standards. This journal will guide you in your performance as a leader. Furthermore, it will aid development using reflection and coaching questions. It provides greater knowledge of key leadership skills and encourages opportunities for personal reflection on current practice to enable a growth mindset. Application of the fundamentals will improve your knowledge and understanding of effective leaders and facilitate an improved awareness of self in the role. A journal is a fantastic resource to write your reflections every day. All you need to do is write for five minutes at the end of the working day, or before you go to bed, it is up to you. Writing in a journal can create significant changes in your life when done correctly. It's an excellent opportunity to create a habit and build this into your life and as an example, make it part of your daily routine. Our journals are different from other journals. They don't just list goals and actions for the day. Of course, this is important, but they develop these further by using coaching questions to guide you on the specific subject areas. This is aimed at individuals keen on personal improvement because we believe you can create change. Famous journal keepers include inventor Leonardo da Vinci and entrepreneur Benjamin Franklin. Their experiences demonstrate just how versatile journaling is and how almost anyone can benefit from this practice. In this book, you will discover: Leadership reflection Improved self-awareness 100 day leadership templates 10 day reviews Action planning for the future Opportunities to understand good leadership practice Improved leadership techniques and skills Greater awareness of leadership style Whether you are a newly appointed leader or have some experience of leadership, keeping your reflections in a journal will provide you with a deeper understanding of your patterns. A leadership journal works for everyone, and it will work for you. The authors are experts in the field of leadership, management and humanistic behaviour. Claire has an MSc in coaching and specialises in relational and executive coaching and over 35 years experience in training delivery and leadership coaching. Ralph has more than 30 years of experience of training delivery and has a vast track record of the design and delivery of leadership programmes. Ralph and Claire are international consultants and hold master trainer status. We have 5-star status with Trustpilot and our testimonials are legendary: "I attended the foundation leadership course at our Newcastle office with Claire and Ralph working as a team to deliver engaging and insightful sessions. The course taught me a lot about others, as well as myself. Came away inspired and even more motivated to achieve my goals. I Would recommend their courses without hesitation". Anoushka Patel "Superb training company. Delivered a first-class leadership course which was both relevant and informative. Highly recommended A***". Toby Steevenson. If you want to improve your leadership skills significantly, then scroll up and click ;Add to Cart Button.

The COVID-19 pandemic is disrupting nearly every aspect of our daily lives, but as Henna Inam points out in Wired for Disruption, agility is already a hardwired trait in each of us. Her timely book gives us the 15 accelerators (specific tools and practices) we need to switch on our in-built agility in order to thrive and be a force for good in times of disorder and chaos. There are five big challenges of leading in disruptive times: First, our neurobiology sees disruptive change as a threat to survival. This evolutionary reaction slows down our adaptation by reducing cognition and increasing burnout. Second, our old mindsets and biases prevent us from seeing new reality clearly. This prevents us from being creative. We need meta-learning to learn, unlearn and relearn. Third, our threat states and fluid teams of the future make collaboration harder, just when it is most needed to create opportunities. Fourth, while we recognize we're more interdependent than ever, we are missing the skill sets to influence our wider eco-system. Fifth, upskilling and growth is urgently needed for millions to solve our collective challenges. This requires a step-change in our ability to grow ourselves and others. These are Henna Inam's Five Shifts in Agility that we need to switch on: 1. Neuro-Emotional Agility: the ability to activate neural states that accelerate our adaptability. 2. Learning Agility: the ability to rapidly learn, unlearn, and re-learn based on the situation in front of us. 3. Trust Agility: the ability to develop just-in-time trust with diverse fluid teams and energize creative contributions. 4. Stakeholder Agility: the ability to influence multiple stakeholders with competing needs toward solutions that serve the broader ecosystem. 5. Growth Agility: the ability to grow ourselves and others to accelerate a future-ready workforce. Disruptions are opportunities to re-imagine, re-invent, and re-invigorate - to create something better. We have many collective problems to solve for a thriving planet that works better for all. Henna Inam's Wired for Disruption helps each of us be inspired, use our voice, and activate the embedded agility already within us. You can join her community of leaders inspired to be a force for good in disruption at www.transformleaders.tv

How do leaders learn to lead? How do leaders set themselves up for success? This book explores the real-life experiences of a wide variety of leaders from different industries, sectors, and countries to bring to light new lessons on the importance of life-long learning. Consisting primarily of a series of probing interviews, Good Leaders Learn presents the challenges, triumphs, and reflections of 31 senior and high-profile leaders, offering insight into how they learned to lead during their careers. The book pulls important and useful perspectives into a robust theoretical framework that includes the importance of innate curiosity, challenging oneself, risk-taking, and other key elements of good leadership. With practical insights complemented by the latest leadership research and theory, this book will help current and potential leaders to build a solid foundation of the leadership qualities vital to their continuing success.

Effective Leadership: Theory, Cases, and Applications, by Ronald H. Humphrey, integrates traditional and new leadership theories—including transformational leadership, leader-member exchange, authentic leadership, servant leadership, self-leadership, shared and distributed leadership, identity theory, and the value of emotions and affect—to provide a comprehensive look at the many facets of effective leadership. Practical and fun to read, this innovative book incorporates personal reflections and current business examples to bring the theories of organizational leadership to life. In addition, “Put it in Practice” features help readers see how they can apply the leadership research to their own work lives, while leadership cases throughout demonstrate how real leaders have succeeded by applying the leadership principles discussed in the book.

When asked to define the ideal leader, many would emphasize traits such as intelligence, toughness, determination, and vision—the qualities traditionally associated with leadership. Often left off the list are softer, more personal qualities—but they are also essential. Although a certain degree of analytical and technical skill is a minimum requirement for success, studies indicate that emotional intelligence may be the key attribute that distinguishes outstanding performers from those who are merely adequate. Psychologist and author Daniel Goleman first brought the term "emotional intelligence" to a wide audience with his 1995 book of the same name, and Goleman first applied the concept to business with a 1998 classic Harvard Business Review article. In his research at nearly 200 large, global companies, Goleman found that truly effective leaders are distinguished by a high degree of emotional intelligence. Without it, a person can have first-class training, an incisive mind, and an endless supply of good ideas, but he or she still won't be a great leader. The chief components of emotional intelligence—self-awareness, self-regulation, motivation, empathy, and social skill—can sound unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results. The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world—and will have a direct impact on you today and for years to come.

This book focuses on the element of leadership that has largely been neglected in the literature: character. Often thought to be a subjective construct, the book demonstrates the concrete behaviors associated with different character dimensions in order to illustrate how these behaviors can be developed, and character strengthened. Based on research involving over 300 senior leaders from different industries, sectors and countries, Crossan, Seijts, and Gandz developed a model for leadership character that focuses on eleven dimensions. The book begins by setting the context for the focus on character in business, asking what character is and whether it can be learned, developed, molded or changed. Next, the book focuses on each dimension of leadership character in turn, exploring its elements and the ways in which it can be applied in a business setting. The book concludes with a summary of the key insights, an exploration of the interactions between the character dimensions, and a call to the reader to reflect on how to develop one’s own and others’ leadership character. Bridging theory and management practice, Developing Leadership Character will interest students and practitioners alike. Readers will benefit not only from a new, robust theoretical framework for leadership character, but will also learn how character can be developed further.