Inspirational Leadership And Executive Presence - BeTalent
Inspirational Leadership & Executive Presencewww.zircon-mc.co.ukInspirational Leadershipand Executive PresenceDo you need to have Executive Presence to be Inspirational?What are the critical components ofInspirational Leadership and Executive Presence?July 20151Copyright 2015 Zircon Management Consulting Limited. All rights reserved.
Inspirational Leadership & Executive Presencewww.zircon-mc.co.ukForeword“This report provides an interesting, timely and rigorous investigation into theimportance of inspirational leadership and executive presence, which is currentlylacking in both business and academic research and practice.”Dr Will Harvey, Research Director and Senior Lecturer at the University of Exeter Business School.What are the critical components of Inspirational Leadership andExecutive Presence?There are many components to being a successful leader, and there is a plethora of research looking atleadership strengths and qualities, however few look at what makes a leader Inspirational and what it meansto have Executive Presence. We often question, challenge and encourage our clients to be more Inspirationalas leaders and to have Executive Presence, but what does this really mean? We, therefore, interviewed196 leaders from a wide range of public and private sector industries in order to explore what makes leadersInspirational; how this is different from having Executive Presence and whether being Inspirational andhaving Executive Presence are two clear drivers of leadership success.The concepts of Inspirational Leadership and Executive Presence are difficult todefine Our 196 interviews identified that the concepts of Inspirational Leadership and Executive Presence aredifficult to define, and even harder to achieve and retain within business. The majority of business leaderscan recognise when their fellow leaders have Inspirational Leadership and Executive Presence, howeverthey find it hard to describe what it actually looks like.Businesses need more Inspirational Leaders This research suggests that having leaders with both Inspirational Leadership and Executive Presence ishighly beneficial and sought after by many businesses. However, the prevalence of these characteristics inleaders is low (less than 10%) suggesting that there is a real demand for leaders who are both Inspirationaland have Presence, as they are both in short supply. They recognise the potential value these characteristicscan bring to a business and personally strive towards being Inspirational and having Presence themselves.2Copyright 2015 Zircon Management Consulting Limited. All rights reserved.
Inspirational Leadership & Executive Presencewww.zircon-mc.co.ukLeaders are highly critical of their fellow leaders’ ability to be inspirational Whilst over half of the business Leaders interviewed believed that they possessed some of the necessaryfeatures of Inspirational Leadership and Executive Presence, they also recognise that some characteristicsare elusive and difficult to achieve. When questioned, the leaders interviewed admitted that despite havingelements themselves, they know very few who have all of the qualities of an Inspirational Leader withPresence. They were, therefore, both critical and discerning when assessing the capability of their fellowleaders although more complimentary about themselves.Inspirational Leadership and Executive Presence are very different concepts Our research has identified a number of behaviours and strengths that typify leaders who have ExecutivePresence for example; they have credibility, charisma and gravitas, they are confident and are influential;whilst Inspirational Leaders are visionary, have integrity, inspire confidence and create followership.Inspirational Leadership and Executive Presence are therefore very different concepts. An ‘InspirationalLeader’ is a visionary role model, one that inspires others and empowers them to deliver high standards ofexcellence. Conversely, ‘Executive Presence’ refers to the distinctive combination of personal attributes andfeatures that allow an individual to express ideas with gravitas and conviction, to influence, and engage aworkforce.Leaders who have Executive Presence but are not Inspirational lacksubstance Inspirational Leaders often have Executive Presence and they use this to create followership. However,leaders who have Executive Presence are not necessarily Inspirational. They can be, according to ourinterviewees, merely “story tellers”. Leaders who do not have the vision, goals, aspirations, drive and values;do not engage, create followership or create a way forward for others to follow. They “tell stories withoutsubstance”. This suggests that it is therefore critical that leaders who strive to have Executive Presence arealso Inspirational; otherwise they appear to lack substance and can appear to be presenting themselves in asocially desirable manner in order to ‘impress others’. They could be faking it to make it.Leaders who are Inspirational and have Executive Presence create meaning This research suggests that Inspirational Leaders who have Executive Presence create followership byhaving a clear vision and goals, they are driven, positive and aspirational and they communicate these inan impactful, meaningful and engaging way. On the other hand, leaders who have Executive Presence butlack Inspirational Leadership may lack depth and meaning. They could be story tellers who indeed ‘fake itto make it’, however until they work on becoming Inspirational they are only fooling themselves. All is notlost as this research also suggests that we can train our leaders to be both Inspirational and to have ExecutivePresence through both coaching and feedback.3Copyright 2015 Zircon Management Consulting Limited. All rights reserved.
Inspirational Leadership & Executive Presencewww.zircon-mc.co.ukContributorsThank you to the following 196 contributors, particularly those who agreed to be quoted:.NameOrganisationNameOrganisationAlan BurnsSalvation ArmyLinda LitherlandHSAllan BentleySodexoLisa DavisSodexoAmanda PickVW Financial ServicesLisa McGirrSodexoAmy Ibbotson,SodexoMaria AntoniouEONAndrew RichardsonWolters KluwerMark CookBaker TillyAndrew WilkinsonSodexoMark DavisSodexoAndy WardDoosan BabcockMark FitchettHPAngie HowellChurch of EnglandMarta SemenowiczAscentricAnna RherriHSBCMartin SpurlingHSBCCamilla AitchisonMorgan SindallMary AllenSodexoCarl StanbridgeSodexoMelanie VongswangArvato BertelsmannCatherine RossM&GMichael BoydMalachite Group LtdChris ConwayWillisMike PageWaukesha BearingsChris SmallSaville ConsultingNick HoyleWilliam and Mei LtdCraig WymantThomson ReutersNick WilliamsControl RisksDamon HerftKPMGNick WinsorHSBCDan MullanSolid Solutions Inc.Nigel BrownShopguard Int’l AustraliaDaniel WaggSodexoOliver FavellIcap RESETDavid BrownM & G InvestmentsOmar HuertaSodexoDavid HindleRoyal LondonPaola BradleySolutionsforceDonna StimsonSodexoPatrick MurphyCheckmate Fire SolutionsElaine MurphyGovernmentPaul MarsdenPearsonElizabeth PedlerThomson ReutersRachel RichardsonGoogleEmma CrawleyAscentricRichard BostonLeaderspaceFiona HornsbyBirchwood Price ToolsRichard NixonSodexoFiona MooreInoji LtdRobert DavisSodexoGary HammondInvestment Funds Direct LtdRobert KingHovisGary MontesinNRMARobin TurnerAscentricGavin MeyerInfosys LodestoneSarah BarrickAmerican ExpressGayn NgDeloitteSarah MartinCommonwealth UniversitiesGraham SaundersSodexoScott DaleRWEGuy PlattenUK Chamber of ShippingScott RendallSREN LtdHannah MullaneySaville ConsultingScott VaughanSodexoHelen LaraAscentricSeema KachiwalaBirchwood Price ToolsHelen McKennaMindMattersSimon HeggieBAE SystemsJake GambleVW Financial ServicesSimon RickmanTMP WorldwideJames AllardiceHSBCSimon TattersfieldVW Financial ServicesJames DodsonHSBC Private BankStephanie RudbeckTowers WatsonJames JonesKbiosystemsSteve DeanLookersJane LintonNess ImanoSteve JohnsonOxygen InsuranceJenny RobinsonHinton & CoStuart ThompsonMills & ReeveJoe GanciSodexoSuzanne LovellHeptares TherapeuticsJoshua FigueroaSodexoSylvana StoreyGlobal Org’l IntegratorsJulie StayteVW Financial ServicesTracey MontesinKU Children’s ServicesKaren JonesThe Hive Artist StudiosTracy HirstWayside VWKaren PlevaSodexoVictoria CampoamorGoogleKaren WalshawSodexoWalter EsserEuSoftSkillsK Egloff-BoehmSodexoWill ThomasUniversity of SussexLaura KilduffHenley Business4Copyright 2015 Zircon Management Consulting Limited. All rights reserved.
Inspirational Leadership & Executive Presencewww.zircon-mc.co.ukContentsTHE AIM6The Questions6The Contributors6The Method6THE PUBLISHED RESEARCH7What is Inspirational Leadership?7Why is Inspirational Leadership important?7Can you learn to be an Inspirational Leader?8What is Executive Presence?8Why is Executive Presence important?9Can you train someone to have Executive Presence?11THE RESULTS11Our Findings: Inspirational Leadership12Intrapersonal (Emotional) erpersonal (Social) Qualities18Inspiring18Engaging19Passionate20Our Findings: Executive 25What is the difference between Inspirational Leadership and Executive Presence?26What proportion of leaders have Executive Presence?28CONCLUSION31About the AuthorsReferences33345Copyright 2015 Zircon Management Consulting Limited. All rights reserved.
Inspirational Leadership & Executive Presencewww.zircon-mc.co.ukThe AimThe QuestionsThe aim of this research was to gain an understanding of what constitutes ‘Inspirational Leadership’ and‘Executive Presence’. In this research, we explored the extent to which Leaders were identified as being‘Inspirational Leaders’ and had ‘Executive Presence’ qualities at work. We explored the differences betweeneach concept, and the perceived value that having leaders who are ‘Inspirational’ and have ‘ExecutivePresence’ bring to an organisation. Two research tools were used to explore each concept: A quantitative survey designed to assess organisation-wide perceptions of ‘Inspirational Leadership’and ‘Executive Presence’ An in-depth interview comprising open-ended questions to gain richer, qualitative dataThe ContributorsWe invited over 300 Senior Business Managers and Leaders to participate in the online survey and telephoneinterviews. 196 Senior Leaders responded from a total of 122 organisations. Job roles of these Leadersincluded: Chief Executive Officers (CEOs), Heads of Learning & Development, Business Directors, Partners,Senior Managers, Managing Directors (MDs), Vice Presidents (VPs), Senior Consultants, and Global BusinessDevelopment Managers.57% of all Managers and Leaders were from large organisations with more than 1000 employees, and 43%were from small and medium sized organisations. Over half of the organisations were from the PrivateSector and the rest were either the Not for Profit and Public Sector.The MethodThe data was gathered using a blend of closed and open-ended questions. Demographic information wasalso collected regarding age, gender, ethnicity, job function, job role, in-role experience, and organisation.Questions were split in half, with one section based on questions around Inspirational Leadership, andanother section on Executive Presence.6Copyright 2015 Zircon Management Consulting Limited. All rights reserved.
Inspirational Leadership & Executive Presencewww.zircon-mc.co.ukThe Published ResearchWhat is Inspirational LeadershipAccording to the research, an Inspiring Leader is a role model who is knowledgeable, enlightened, visionary,and sensitive to the problems at hand. Being inspirational is core to excellence in leadership (Bass and Bass,2008).“The best leader is the one who has enough sense to pick good men [and women] to do what hewants done, and self-restraint enough to keep from meddling with them while they do it”.Former President Theodore RooseveltWhy is Inspirational Leadership important?The research suggests that Inspirational Leaders are successful because they are motivational, driven andcommunicative with colleagues (Mitchell, 2014). In addition they are change-focused, adaptable and agile.They uncover unimagined opportunities and struggle against uncertain odds (Kouzes & Posner 2012).Inspirational Leaders articulate a vision that is based on strongly held values that create energy and identifysomething in the organisation (Conger & Kanungo, 1998). These strengths mean that they are paramountto an efficient, democratic work culture (Marturano and Gosling, 2008) and the ultimate success of anorganisation (Robbins, 2001; Wilson & Mujtaba, 2008). Without leadership there is failure, resulting in pooremployee engagement and motivation (MacLeod & Clarke, 2009).Inspirational Leadership could therefore be argued to be critical to business success. In a survey of 1,500Senior Managers, 55% confirmed that the most important attribute of a leader was to be ‘Inspirational’, or tohave the ability to inspire (DTI, 2007). Having a mix of Inspirational Leadership and effective managementskills can have a significant impact on organisational performance, contributing to positive organisationalchange (Gruban, 2003). However, only 11% of senior managers interviewed believed that their currentmanager was Inspirational. This is unsurprising when the CIPD (2012) reported that 72% of organisationshave a deficit in management and leadership skills.These findings imply that Inspirational Leadership is greatly desired and needed for business success.However, it appears that few leaders have these qualities. The difficulty may lie, in part, with the impreciseand unclear definition and understanding of the concept of Inspirational Leadership. For this reason, thisresearch aimed to answer the question, “What exactly does it mean to be an Inspirational Leader, and whatdoes it require?”Whilst many professionals recognise the importance and components of an Inspirational Leader, contemporaryresearch is somewhat outdated when it comes to identifying a means of developing Inspirational Leadershipwithin today’s modern economic climate. There is an abundance of research into what constitutes a ‘Leader’,but to define and recognise an ‘Inspirational Leader’ requires more detailed exploration.7Copyright 2015 Zircon Management Consulting Limited. All rights reserved.
Inspirational Leadership & Executive Presencewww.zircon-mc.co.ukCan you learn to be an Inspirational Leader?Inspirational Leaders are identified through research as being visionary, passionate leaders who adapt betterto the needs of the employee and situation. They have strong core traits that are inherent and enduring whilstalso learning to be agile; changing, developing and learning new skills over time. However, four in tenSenior Leaders fail within the first 18 months of the job (Ellis, 2003). So what do we need to do to invest inour leaders to ensure success?If we address leadership from a skills perspective, one of the main identifiable traits is intelligence.Cognitive intelligence significantly contributes to a leader’s acquisition of complex problem solving andsocial judgement. Experts are problem solvers (Germain & Tejeda, 2009) and have the ability to judgesituations effectively (Germain, 2010). If we therefore train leaders to be experts, can we also train them tobe Inspirational?What is Executive Presence?According to the published research, Executive Presence is the confidence to express your ideas with convictionand the ability and desire to engage and influence others in the process. As such, Executive Presence hasthe distinctive combination of temperaments, behaviours, expertise and strengths that collectively enablean individual with the ability to get ahead, influence others, inspire and drive a workforce forward. In otherwords, an individual with Executive Presence is someone who exerts influence without formal authority(Dagley & Gaskin, 2014).Whilst Executive Presence is regarded by many as a critical component of leadership, it is an intellectuallychallenging and elusive concept to define. In an attempt to create more clarity, Limardi, Morrison, andMorrison (2014) summarise 40 years of qualitative interview research with Senior Executives in both thePrivate and Public Sectors pertaining to Executive Presence and found that: You will know it when you see it It can be a success accelerator or decelerator It involves some form of value alignment Important people resource and deployment decisions are based upon it Information is shared in confidence with those who have it Individuals who have high mastery preferences and competence are often deferential to those with it Those with it have a certain magnetism or ‘wow’ factorSenior Executives also made the distinction that Executive Presence is not ‘Leadership’ per se. ExecutivePresence is tied to the work role, achievements and accomplishments of the person; but not to the actionsthemselves. Executive Presence is a way of being professional in all situations, with all constituencies,especially when emotions run high, which is usually when the stakes are high (O’Donnell, 2014).A broad range of taxonomies have been used to define Executive Presence and therefore conceptual clarityis somewhat limited. For other reasons, this research aims to explore and identify the core elements ofExecutive Presence and how they differ from Inspirational Leadership.8Copyright 2015 Zircon Management Consulting Limited. All rights reserved.
Inspirational Leadership & Executive Presencewww.zircon-mc.co.ukWhy is Executive Presence important?Executive Presence has started to attract keen attention in popular literature within the last 10 years (seeCrittenden, 2013; Ehrlich, 2012; Hough, 2012; Johnson, 2009) under the central presupposition that itremains vital for leadership success (Crittenden, 2013). According to Morrison (2011), Executive Presenceis one of the core prerequisites of successful leadership, the others being; seriousness of purpose, abilityto forge relationships built on trust, strong personal connection and focused awareness. The criticality ofExecutive Presence has been evidenced by Williamson (2011) who found that 89% of nearly 400 ChiefExecutive Officers (CEO’s) concur that Executive Presence helps them to get ahead. Similarly, independentresearch with 268 Senior Executives suggests that Executive Presence contributes substantially to promotiondecisions (Hewlett, Leader-Chivée, Sherbin, Gordon & Dieudonné, 2012). Conversely, a reported 78% ofbusiness leaders agreed that diminished Executive Presence would hold people back (Williamson, 2011).Executive Presence is, therefore, an important area to consider.Whilst research has been conducted, there is a lack of consensus about the core factors or elements ofExecutive Presence. One piece of research by Hewlett et al., (2012) assessed 268 Senior Executives found thatthree pillars of Executive Presence exist in order of perceived importance these are; gravitas, communicationand appearance. The first of these, gravitas, is considered to be a core characteristic of Executive Presenceand includes a number of pro-social behaviours; exuding confidence, acting decisively, “showing teeth”,displaying integrity, speaking “truth to power”, demonstrating emotional intelligence, burnishing reputation,and projecting vision. The second, communication, refers to one’s ability to network and establish resilientprofessional relationships. They have excellent public speaking skills, are able to command a room, have theability to captivate an audience, and the ability to read an audience. The final pillar, appearance, consideredby some to be somewhat less important than the two aforementioned pillars pertains to physical attractivenessand professional demeanour.Further research by Voros (2000) identified eight rather than three factors of Executive Presence. These eightinterrelated factors include; focus, intellect, charisma, communication skills, passion, cultural fit, poise,and appearance with 93.4% of interviewees rating ‘focus’ as extremely important or very important. Thisresearch, while similar, therefore is not conclusive in terms of what makes someone have Executive Presence,indeed nearly 80 different terms have been used in the research to describe Executive Presence from thefollowing authors: Hewlett et al., Bates (2014), Booher (2003), Crittenden (2013), Dagley & Gaskin (2014),Ehrlich (2012), Goudreau (2012), Hewlett et al., (2012), Jimenez (2010), Long (2011), Morrison (2011),O’Donnell (2014), Voros (2000) and Xavier (2006). The following table summarises all of the terms used todescribe Executive Presence in alphabetical order.9Copyright 2015 Zircon Management Consulting Limited. All rights reserved.
Inspirational Leadership & Executive Presencewww.zircon-mc.co.ukTable 1: The core elements of Executive PresenceAbility to forge trusting relationshipsAppearanceAttractive AppearanceBody LanguageBurnishing ReputationBusiness AcumenCalm under PressureCaptivatingCharacterCharismaCoercive Power UseCommandingCommunicates Strong Desire to LeadCommunication SkillsCompetent ThinkingConfidenceConnectionCourageCultural FitDecisivenessDiscretionEmotional IntelligenceExpertiseEmotionally EngagedEmpathyEngagement SkillsEvaluationsFirst ImpressionFocusFocused AwarenessFully PresentGeneral IntelligenceGenuineGravitasImpression ManagementIntegrityIntellectInterpersonal AbilityInterpersonal IntegrityInner PresenceListen attentivelyMannerismsMaster of SelfMastery of PerceptionsNonverbal CommunicationOptimismOutcome Delivery AbilityOuter-PresencePassionPerceptionsPersonal AppearancePersonal CharacteristicsPersonalityPhysical AppearancePhysical AttractivenessPoisePossesses Connective ImpactPostureProblem-Solving SkillsProjected ConfidencePublic SpeakingSelf-AwareSense of PurposeShare authentic, genuine interestsStatus and ReputationStrong personal connectionsStyleStyle of Verbal CommunicationSubstanceTechnical iceVulnerable10Copyright 2015 Zircon Management Consulting Limited. All rights reserved.
Inspirational Leadership & Executive Presencewww.zircon-mc.co.ukCan you train someone to haveExecutive Presence?So what is the secret formula for developing ‘Executive Presence’ andcan it be taught and learnt? This question is becoming more and morepervasive in Leadership Development Programmes. The observableaspects of Executive Presence, such as gravitas and charisma are thoughtto derive from one’s inner sense of self and could be agreed to be innateand part of our core DNA. However; others believe that “Leadership is notinnate. It is true some people have a huge head start; they’re exceptionallyclear minded, they communicate well and are exceptionally persuasive.However, most have to learn those skills” (Harper, 2010). Our researchaimed to examine the core elements of Executive Presence and whetheror not it can be learnt by Leaders.The ResultsThe majority of the 196 Leaders were familiar with the termsInspirational Leadership and Executive Presence as illustrated inFigures 1 and 2, however the awareness of Executive Presence wasmarkedly lower than that of Inspirational Leadership.Have you heard of the term‘Inspirational Leader’ before?Fig1Yes 80%Have you heard of the term‘Executive Presence’ before?Yes 60%No 20%Fig3Fig41110No 40%IL’s met041-5031-4021-3017,8,961111-20Copyright 2015 Zircon Management Consulting Limited. All rights reserved.250 IL’s in yocompa
Inspirational Leadership & Executive PresenceOur Findings: Inspirational LeadershipDespite the plethora of elements of inspirational leadership in theaforementioned research, this research identified seven distinct qualitiesassociated with Inspirational Leadership. Inspiring Leaders haveIntegrity, Charisma, Drive, Vision, and they are Inspiring, Engaging,and Passionate. According to Amanda Pick (VW Financial Services)“An Inspirational Leader can turn a critic into an advocate.”These qualities can be split into two broad, distinctive groups ofattributes thought to be characteristic of an Inspirational Leader;intrapersonal or emotional qualities (Integrity, Charisma, Drive, andVision), and interpersonal or social qualities (Inspiring, Engagingand Passionate).Intrapersonal (Emotional) QualitiesIntegrity refers to a leader’s authenticity and their ability to express andremain true to a clear set of ethical and moral principles. Charisma is theleader’s immediate presence, gravitas and confidence. Drive is relatedmore to a thirst for business success, setting clear plans and achievingthem, spearheading successful change where possible; and Vision is aninnovative and intuitive dimension that sought to break down barriers andchallenge the status quo. Visionary and Inspirational Leaders “get buy into a way forward and bring people together to deliver the vision.”Interpersonal (Social) QualitiesLeaders with Inspiration are motivated and positive about the future andare engaged in helping others realise their potential and develop theirown self-belief. Engaging leaders are effective communicators, they askquestions and are active listeners, they get to the heart of the issues.Leaders with Passion have a real enthusiasm for the business, takingpride in its products and services and sharing this excitement with therest of the organisation whenever possible. Inspirational Leaders have:“ Presence, communication, vision, engagement, integrity,empowerment.”Richard Nixon, Chief Financial Officer at Sodexo“Integrity, passion, decisiveness and emotional intelligence ”Craig Wymant, Global Head of HR, Thomson Reuters“Charisma, passion, and belief in what they do.”Jake Gamble, Head of Controlling and Treasury, VW Financial Services.12Copyright 2015 Zircon Management Consulting Limited. All rights reserved.www.zircon-mc.co.uk
Inspirational Leadership & Executive Presence“ Charisma, they operate with integrity and create an environmentwhere others want to strive to deliver.”Andrew Richardson, Managing Director, Wolters Kluwer“The ability to inspire passion and enthusiasm in people to followthem; to willingly put in the discretionary effort; to demonstratevulnerability, and the confidence to show their weaknesses – whichhelps build trust with others and recognise that none of us areperfect.” Stephanie Rudbeck, Senior Consultant at Towers WatsonThe difference therefore between a strong Leader and an inspirationalLeader is clear:“A capable Leader is someone who meets their work goals and has thecapacity to help others meet those goals. An inspirational Leader hasa high level of presence and acceptance from their team and fellowcounterparts; a degree of authority and respect is evident.” LindaLitherland, Head of Learning and Development, HS2“Inspirational Leaders create an energy that causes those aroundthem to achieve things they ordinarily wouldn’t. Strong and capableLeaders can provide direction and manage resources and peopleeffectively but don’t produce the energy required in others to exceedtheir potential.” Chris Small, Deputy CEO at Saville Consulting“A strong Leader is someone who perseveres through the difficulttimes, and rallies the team to do the same. They are Leaders whopeople always go to because they have the attributes that result ingetting the job done someone who has the tools, resources, andskills to get the job done Inspirational Leaders are strong andcapable and more. They recognise that Leadership is more of abehaviour than a skill. They leave their teams and their organisationswanting more, and they instil confidence in their teams.”Melanie Vongswang, Group HR Director, Arvato Bertelsmann“A strong and capable Leader gives a framework to succeed andwill measure success. Inspirational Leaders also gives people thelatitude to try something that may or may not succeed they havebelief and trust they really listen. They are resilient, they are strongcommunicators sincere and believable.”Camilla Aitchison, Director of People, Morgan Sindall13Copyright 2015 Zircon Management Consulting Limited. All rights reserved.www.zircon-mc.co.uk
Inspirational Leadership & Executive Presencewww.zircon-mc.co.ukIntrapersonal (Emotional) QualitiesWithin the first cluster of emotional qualities we found four predictorsof Inspirational Leadership including; Integrity, Charisma, Drive andVision. Leaders with Integrity have a strong set of moral principles,they are authentic, honest, moral and honourable. Leaders withCharisma are able to command a room with gravitas, confidence, andcharm. They have magnetism and charm, and are able to captivatean audience. Leaders with Drive are focused on achieving businesssuccess, setting high standards, and tenaciously pursuing objectives.Finally, leaders with Vision take a broad business approach. They areinnovative and intuitive and they seek to challenge the status quo,seeing every obstacle as an opportunity.IntegrityIn order to be truly inspirational, leaders must win the approval of others.Having a strong moral compass is the most essential building block forsuccess. Inspirational Leaders are truthful, honest and authentic. Theyact with honour, they are genuine and they create trusting relationships.Integrity, honesty, authenticity and excellent role modelling were allfrequently used to describe Inspirational Leadership. InspirationalLeaders therefore:“Lead by example and have personal integrity.”James Dodson, Senior Credit Controller at HSBC Private Bank“Have honesty and integrity, they are a role model, and lead byexample” Catherine Ross, Leveraged Finance Director, M&GWe have mapped this element of Inspirational Leadership back to the Talent Gene Behaviours, Expertise,Strengths and Tenets, in order to understand the criteria that could be used to assess this element ofbehaviour:14Copyright 2015 Zircon Management Consulting Limited. All rights reserved.
Inspirational Leadership & Executive PresenceCharismaInspirational Leaders are c
Inspirational Leadership could therefore be argued to be critical to business success. In a survey of 1,500 Senior Managers, 55% confirmed that the most important attribute of a leader was to be 'Inspirational', or to have the ability to inspire (DTI, 2007). Having a mix of Inspirational Leadership and effective management
Inspirational Leadership Training Page 4 Inspirational Leadership Training Course Details . Day 1 - Morning All organisations require effective leadership Effective leadership is the result of the continuous application of a series of definite skills. On this course we will identify the essential leadership skills, then practice these skills so
Inspirational Leadership in itself is great, but has limited use in the workplace if it has little impact on the organisation. With this in mind we explore what Inspirational Leadership means for organisation performance and why it is important. Topics such as diversity, respect, authenticity and talent will be explored in the context of .
Inspirational Scriptures and Quotes In March 2020, Chaplain Juliana Lesher, the National Director of VA Chaplain Service, began sending a daily inspirational email to VACO Employees who requested to receive the email. This is a collection of the scriptures and quotes shared in those inspirational emails.
Inspirational Leadership - "Fascinating insights. the Bard and Richard Olivier know a great deal about good leadership." Charles Hampden-Turner, Judge Institute of Management Studies, Cambridge University The Practice of Presence - 'The Practice of Presence' is a unique series of mind/body exercises designed to help you deepen and sustain .
inspirational leadership and supportive mentors. On the pages that follow are 100 inspirational women in mining. It is an impressive array of roles and seniorities. What they all have in common is the respect of their colleagues and industry peers, and all were nominated because they inspire those around them every day. It is a group I am proud .
100 Global Inspirational Women in Mining 2020. The biennial "100 Global Inspirational Women in Mining" (WIM100) publication is a living history of women who . female representation in senior leadership roles at BMO. We extend this work to the metals and mining sector too. Every year since 2015, BMO has sponsored a scholarship at Imperial .
Advance Praise for Presence-Based Leadership Presence-Based Leadership is a gift. Silsbee transparently shares his thinking, experience, and self. . Hudson Institute of Coaching The surge in healthcare complexity defies solutions. Yet in Presence-Based Leadership, Silsbee offers radical new perspectives and a pathway towards the answers we .
vation in automotive retail is the imperative – and the time to get started is now. Against this backdrop and based on our extensive research and analyses (Textbox 2), we will provide a comprehensive perspective on three key questions that are currently a top priority for automotive OEMs and dealers: 1. Why exactly is the traditional automotive retail model so severely under pressure at .
