Idea 5: Leadership characteristics – individual element
by John Adair
John Adair's 100 Greatest Ideas for Effective Leadership
- Cover Page
- Title page
- Copyright
- Author's Note
- Contents
- Preface
- PART ONE: Understanding Leadership
- PART TWO: Performing as a Leader
- PART THREE: Power Through the People
- Six Greatest Ideas for Teambuilding
- Sixteen Greatest Ideas for Getting the Best from Your Team
- Idea 28: The 50:50 rule of motivation
- Idea 29: Eight rules for motivating people
- Idea 30: Maslow's hierarchy of needs
- Idea 31: McGregor's Theory X and Theory Y
- Idea 32: Herzberg's motivation-hygiene theory
- Idea 33: Manager's motivating checklist
- Idea 34: Ten ways to strengthen your own motivation
- Idea 35: The seven indicators of high motivation
- Idea 36: Choosing people with motivation – the Michelangelo motive
- Idea 37: The key to motivating – treat each person as an individual
- Idea 38: Using Jacob's ladder to set realistic and challenging targets
- Idea 39: Giving feedback to reinforce and motivate
- Idea 40: Maintaining morale to maintain motivation
- Idea 41: Creating a motivating environment
- Idea 42: Giving fair rewards to the motivated
- Idea 43: Giving recognition to the motivated
- Follow-up test
- PART FOUR: Thinking as a Leader
- Twelve Greatest Ideas for Decision Making
- Idea 44: Refining your decision-making skills
- Idea 45: The decision maker as effective thinker
- Idea 46: The manager as decision maker
- Idea 47: How to avoid the trap of bad compromise decisions
- Idea 48: How to use analysis in decision making
- Idea 49: The role of synthesis – a holistic approach – in decision making
- Idea 50 – The role of imagination in decision making
- Idea 51: The role of conceptual thinking in decision making
- Idea 52: The role of intuition in decision making
- Idea 53: The role of originality and innovation in decision making
- Idea 54: The concept of value in decision making
- Idea 55: How to weigh up the options in decision making
- Thirteen Greatest Ideas for Creativity and Innovation
- Idea 56: Seven obstacles to creativity
- Idea 57: Ten things a creative person ought to be
- Idea 58: Seven ways to stimulate creativity
- Idea 59: The four main stages of creativity
- Idea 60: The seven key players in innovation
- Idea 61: How to recruit and retain creative people
- Idea 62: How to encourage creativity
- Idea 63: How communication can reinforce innovation
- Idea 64: Overcoming obstacles to creativity and innovation
- Idea 65: Making your organization good at innovation
- Idea 66: Checklist for the innovative organization
- Idea 67: Ways to generate ideas in an organization
- Idea 68: Using brainstorming to generate ideas
- Follow-up test
- Twelve Greatest Ideas for Decision Making
- PART FIVE: The Challenge of Strategic Leadership
- PART SIX: Developing Your Personal Skills
- Twelve Greatest Ideas for Effective Communication
- Idea 81: 15 key issues in communication
- Idea 82: Listening – a key element in communication
- Idea 83: Being a better listener – developing listening skills
- Idea 84: Six principles of effective speaking
- Idea 85: Profiling the occasion – the first element of a good presentation
- Idea 86: Planning and writing the presentation
- Idea 87: How best to deliver your presentation on the day
- Idea 88: One-to-one interviews
- Idea 89: Appraising performance
- Idea 90: Seven ways to receive criticism
- Idea 91: Communication and the management of meetings
- Idea 92: Communication within your organization
- Eight Greatest Ideas for Managing Your Time
- Idea 93: The ten principles of time management
- Idea 94: Delegating effectively
- Idea 95: Making use of committed time
- Idea 96: Managing your health and avoid stress
- Idea 97: Five techniques to keep interruptions brief
- Idea 98: Six organizing ideas to improve time management
- Idea 99: Making time to think
- Idea 100: How to manage meetings
- Follow-up test
- Twelve Greatest Ideas for Effective Communication
- About John Adair
- Index
Idea 5: Leadership characteristics – individual element
Dealing successfully with individuals is very different from dealing with your team as a group, although justice is common to both. Somehow you've got to balance the qualities of self-confidence and audacity with those of compassion and humility if you're to do the job really well.
Whilst the whole may be greater than the sum of the parts, the whole is made up of parts – each individual contribution counts.
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