This project has received funding from the European Union’s Seventh Framework Programmefor research, technological development and demonstration under grant agreement No 643330

1.) To what extent can leadership be taught?

2.) If I aspire to, or would someday like, a leadership role how should I prepare myself for when/if an opportunity arises?

3.) How do we recognise good leaders and support them?

4.) Is mentoring/coaching potential successors a true measure of great leadership? How realistic is this aspiration? How would it work in reality?

This project has received funding from the European Union’s Seventh Framework Programmefor research, technological development and demonstration under grant agreement No 643330

A Leader…Has volunteer followers

Creates an inspiring vision of the future.

Motivates and inspires people to engage with that vision.

Manages delivery of the vision.

Coaches and builds a team, so that it is more effective at achieving the vision.

This project has received funding from the European Union’s Seventh Framework Programmefor research, technological development and demonstration under grant agreement No 643330

Leadership Values How the value translates into personal leadership behavior

Integrity

Positivity

Excellence

Accountability

Leader Roles Key Words

Problem solver

Referee (settles interpersonal conflict)

Process Manager (ensures that goals are met)

Procurer (finds and manages resources)

Visionary

Crisis Manager (puts out everyday fires)

Motivator

Task Master

Counselor (helps reports with personal issues)

Risk Taker

Expert

Tom Siebold

This project has received funding from the European Union’s Seventh Framework Programmefor research, technological development and demonstration under grant agreement No 643330

Many people wonder if leadership can really be taught.

Some people, perhaps with vested interests, are convinced that it can. Many successful leaders, however, have never had any formal training. For them leadership is a state of mind, and it is their personalities and traits that make them successful leaders.

For us, the challenge is to spot potential “expert” leaders and help them to develop leadership skills through soft skills training & leadership opportunities that will present situational leadership challenges.

This project has received funding from the European Union’s Seventh Framework Programmefor research, technological development and demonstration under grant agreement No 643330

Italian researcher Daniele Trevisani offers these models:

"Leadership is a holistic spectrum that can arise from:

(1) Primal Leadership: Higher levels of physical power, need to display power and control others, force superiority, ability to generate fear, or group-member's need for a powerful group protector. (Can the group suggest examples/leaders that fit this description?)

(2) Psychoenergetic Leadership: Superior mental energies, superior motivational forces, perceivable in communication and behaviors, lack of fear, courage, determination. (Can the group suggest leaders that fit this description?)

This project has received funding from the European Union’s Seventh Framework Programmefor research, technological development and demonstration under grant agreement No 643330

(3) Macro Leadership: Higher abilities in managing the overall picture. (Examples?)

(4) Micro-Leadership: Higher abilities in specialised tasks.

(5) Project Leadership: Higher ability in managing the execution of a task.

(6) Spiritual Leadership: Higher level of values, wisdomand spirituality.”

“Any Leader derives its Leadership from a unique mix of one or more of the former factors".

This project has received funding from the European Union’s Seventh Framework Programmefor research, technological development and demonstration under grant agreement No 643330

The search for the characteristics or traits of leaders has continued for centuries. Philosophical writings from Plato's Republic to Plutarch's Lives have explored the question "What qualities distinguish an individual as a leader?“

Underlying this search was the early recognition of the importance of leadership and the assumption that leadership is rooted in the characteristics that certain individuals possess. This idea that leadership is based on individual attributes is known as the "trait theory of leadership".

“The Great Man Theory”

This project has received funding from the European Union’s Seventh Framework Programmefor research, technological development and demonstration under grant agreement No 643330

In the late 1940s and early 1950s, however, a series of qualitative reviews of these studies (e.g., Bird, 1940; Stogdill, 1948 Mann, 1959) prompted researchers to take a drastically different view of the driving forces

behind leadership. In reviewing the extant literature,

Stogdill and Mann found that while some traits were common across a number of studies,

the overall evidence suggested that persons who are leaders in one situation may not necessarily be leaders in other situations.Subsequently, leadership was no longer characterised as an enduring individual trait, as situational approaches posited that individuals can be effective in certain situations, but not others. The focus then shifted away from traits of leaders to

an investigation of the leader behaviours that were effective. This approach dominated much of the leadership theory and research for the next few decades.

This project has received funding from the European Union’s Seventh Framework Programmefor research, technological development and demonstration under grant agreement No 643330

Individuals can and do emerge as leaders across a variety of situations and tasks.

• If I aspire to or would someday like a leadership role how should I prepare myself for when/if an opportunity arises?

• How do we recognise good leaders and support them?