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Complete Leadership

Complete Leadership

A practical guide for developing your leadership talents

Susan Bloch, Phillip Whiteley

Mar 2003, Paperback, 208 pages
ISBN13: 9781843040255
ISBN10: 1843040255
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Everybody can be a better leader, a more complete leader. Everybody can use more of their potential to inspire and empower others to achieve better results. Great leadership isn't formulaic, nor is it easy, but it is learnable. This book helps you assess your current leadership abilities, across a whole range of skills - and then shows you how to improve them.
It will help you understand your team's perception of you, rate your performance on the "leadership scorecard" and coach yourself to better leadership skills.

Foreword – by Daniel Goleman

Introductory Chapter: The Boss – Everyone who works spends a part of their day talking about their boss. This ranges from the positive "She wants me to head that major project!" to the quizzical "He spent ages on the phone again" to the negative "You won’t believe what he did this time!" Such snippets of every-day life appear to be the stuff of gossip; the froth that floats on corporate life, but it now transpires that they tell us a great deal about the ability of teams and organisations to succeed.

Section One: How to assess how effective you are

Chapter 1: The different management stylesDifferent ingredients go into making the complete leader. Firstly there are the personal skills, characteristics and motives that underlie a person’s effectiveness. Secondly there are the specific job requirements: those critical tasks and activities that must be performed.

Thirdly, there is managerial style. This is the area that Hay research shows has most impact on organisational climate. It is one that, contrary to legend, can be improved, sometimes dramatically, provided the individual is willing to undertake the self-analysis and development necessary. This book will focus on this area, and break this grand-sounding personal task down into manageable tasks. For ease of reference we have categorised managerial styles are:
  • Authoritative
  • Affiliative
  • Coercive
  • Pace-setting
  • Coaching
  • Democratic
Chapter 2: How to build your own personal scorecard To build a map of your management style, you complete a questionnaire asking such questions as: "I feel that close supervision is not necessary in a situation where employees have participated in discussions of job-related issues". These result in a relative score on each of the six styles, set out on a chart. Then you ask your employees to rate you with the same questionnaire. Their scores are also plotted, giving you a map of the differences in perception.Chapter 3: Absorbing the lessons

There can be surprises from the score that results. Not only may there be differences between the result of your team’s chart and your own; but your own map may highlight styles that you were not aware of. We describe in this chapter how your dominant style may be just right, depending on your colleagues and the nature of the job. The best leaders, however, are strong in all areas and can switch between different styles.

We recognise that there is more to leadership than six neatly defined styles. In this chapter we discuss also the importance of one’s personal qualities, and those of the particular skills for your industry. This encourages a rounded, three-dimensional view of oneself.

Section Two: The quantum leap

Chapter 1: Developing self-awareness

‘To know ourselves is the most difficult of enterprises because it involves not reason alone, but our fears and our passions too. If we are capable of truly knowing then we will be able to understand others and the reality that surrounds us,’

Alexander the Great

The personal scorecard you developed, as described in Section 1, gives valuable information on your strengths, and your awareness of them compared with the perception of your team. This section directs you to the training and coaching needed to improve in key areas.Chapter 2: The development required

Once you have built your scorecard, you will need to begin thinking about what training will help you to develop and grow in the required areas. This might focus on specific functional areas, such as finance, strategy or marketing; or focus on understanding conceptual issues around organisations, culture and structure.

Some of the training might also require you to become a non-executive director, trustee or chair of a charity, or a school governor. It also might include joining a professional network. It might also include you playing an active role in professional bodies like the CBI.Chapter 3: The coaching required

It is important to review why you want coaching and how it will help you in your personal development. This also includes a questionnaire to help you in your own view of your "readiness for coaching" and how to be active in the coaching process. It will also help you with the selection criteria for choosing a coach, and how to know if it will work for you.

Section Three: Leading the performance of your people

Chapter 1: Putting it all together

The personal scorecard described in Section 1, and the improvements made as set out in Section 2, provide the building blocks for a rounded way of improving your team. You are now ready to establish a process for setting objectives and measuring the performance of your team and of yourself on a continuing basis.

This can be set out on a simple grid:

Your leadership performance Your team performance

Assess x x

Improve x x

Manage x x

Chapter 2: A follow-up assessment

After six months, you simply repeat the questionnaires that formed the original scorecard, and ask your team to do the same. This provides a graphic illustration of how effective your coaching and training has been.Chapter 3: Further work for yourself and your team

This sets out the disciplines that leaders and teams who seek the highest performance establish. It shows how, once established, the good habits have high rewards and develop a momentum of their own.

Chapter 4: Can I change? Do I want to?

There can still be problems. For some managers, it is conceptually difficult to accept that changing behaviour can have such dramatic effects. Once they accept this intellectually, there can remain doubts about one’s willingness to adapt. We can believe, falsely, that we ‘cannot change’ if we are from a particular profession, or we are over 40, or if we are married, or some other reason. This chapter explores the fears and doubts that inhibit us and encourages a belief in relentless improvement.

But What If ….?

Everyone’s situation is unique, and many organisations feature dysfunctions such as difficult office politics. Common dilemmas include demanding schedules, autocratic bosses, and staff who refuse to meet deadlines. This section will illustrate how development on your management style will help with these problems too; and that time can always be found to do it (it will quickly start to save you time).

To illustrate this, we include the following real-life case studies, each of which incorporates at least one "nightmare" problem that the executive was faced with.

Case studies


Three-dimensional leadership is about realising business success through people. It is about releasing the hidden potential in oneself to inspire and empower that in others. Good management is learnable, measurable and based upon evidence. Miracles come through a thousand small steps.

  1. This is learnable leadership - a practical and interactive self-development programme.
  2. Future leadership skills - a mix of hard and soft management skills based on extensive research (Hay Consulting) among high-flying managers and high-flying businesses.
  3. Covers performance and personality - a book that will deliver improvements to your bottom line and your ability to inspire and energize talented people. Creating value and values.
  4. Leadership counts. Well-led teams accomplish 55% more tasks and produce 25% better results than poorly led teams (University of Denver). 85% of talented young managers want to get better at "coaching and developoing others" ( survey of 4000 high-flyers by Career Innovation Group).
  5. Foreword by Daniel Goleman
  6. Susan Bloch is head of the global coaching practice within the Hay Group

Susan Bloch is head of the global coaching practice within the Hay Group. Through her coaching work with senior executives in business, she assists organisations to build leadership capability and effective teams to ensure business success.

Over the past ten years Susan has coached business leaders in manufacturing, financial services, construction, retailing and telecommunications. Clients include: Reuters, Prudential, Shell, Unilever, Philips, Sony, BT, Barclays, Standard Chartered and Accenture.

She has an MA in Psychology from Colombia University, and is a chartered psychologist. Susan is a fellow of Ashoka, a global charity that supports social entrepreneurs.

Philip Whiteley is a freelance author and journalist, specialising in management, with a particular focus on the management of people. He is author of ‘People Express’ and ‘Motivation’, two titles in the new Executive Express series of business books by Capstone, and ‘Unshrink the People’ with Max Mckeown, published by Pearson.

He wrote a policy paper on the New Deal for the Industrial Society, and is co-author of a paper on the MBA, also with the Industrial Society, which will be launched in the new year. Philip contributes regularly to leading business titles, including Director, Personnel Today and Global HR. He writes a weekly column in The Times on executive compensation, called Packages.

"Complete Leadership is written by two of the shrewdest management authors.

Anyone about to make the transition from manager to boardroom leader, or

just to an important new job, would be wrong to miss this clear and sensible

book - if only to avoid your world crashing down around you."

Roger Eglin, Sunday Times

"A practical application of the best principles for cultivating new strengths in the competencies that make for great leadership."

Daniel Goleman, author of Emotional Intelligence