The SCIENCE of leadership

An objective, mostly quantitative third-person perspective focuses on maximising the organisation’s value through quality, productivity, and profitability. Leadership competencies are linked to IQ (cognitive intelligence).

Capability example: Commercial acumen

Examples of well-developed behaviour:

1. Insights into the interaction between drivers of the business and proposes

improvement opportunities across the business.

2. Uses a broad understanding of own and related industry drivers to shape and

implement high-value business propositions.

3. Mobilises the organisation to capitalise on opportunities that are emergent.

Example danger signs:

• Fails to see commercial implications of actions on own or other departments.

Restricts thinking to existing sources of revenue thus leading to new business

opportunities pass by.

• Focuses on limited business drivers neglecting the impact on the overall business.

The ART of leadership

The artistic view weaves science with human potential and growth. It is a subjective, first-person perspective, where intrapersonal competencies linked to EQ (emotional intelligence) and AQ (adaptability quotient) are deployed.

Capability example: Decision making.

Examples of well-developed behaviour:

1. Solutions and suggestions are correct and accurately judged over time.

2. Sought out by others for advice and solutions.

3. Weigh up possibilities that are not necessarily suggested by current rules and

guidelines and will focus on the implications for different parts of the business.

Example danger signs:

• Sees facts at face value and draws superficial conclusions.

• Fails to stand firm on decisions, acts as a ‘yes-man’.

• Decisions only focus on personal and immediate benefits.

The ETHICS of leadership

Ethics guide the organisation and its interactions with its ecosystem through its values, which determine the culture. This is an inter-subjectivity and second-person perspective, where leaders need to have interpersonal competencies which are linked to SQ (social intelligence) and CQ (cultural intelligence).

Capability example: Communications

Examples of well-developed behaviour:

1. Continuously adapt communication style to ensure appropriate and consistent communication throughout the business.

2. Builds and maintains strong, cohesive teams as a team member and/or team leader through engagement.

3. Identifies opportunities to utilise rigorous conversations within the department.

Example danger signs:

• Unapproachable for inputs or feedback from staff.

• Keeps important information from those who need to know.

• Avoids difficult conversations.

The SPIRIT of leadership

The spiritual dimension serves for meaning and unity. The focus is overall rather than on parts with integration of the science, art, and ethics of the business. This is a collective perspective where leadership competencies create direction which other can follow and believe in and are linked to SQ2 (spiritual intelligence) and in an increased digital world to DQ (digital intelligence).

Capability example: Building Alliances

Examples of well-developed behaviour:

1. Identifies stakeholders who may become influential to the benefit of the business in future.

2. Proactively initiates, builds, and maintains relevant internal and external networks so as to leverage its value-adding capacity.

3. Actively initiates, maintains, and utilises relevant cross-functional networks.

Example danger signs:

• Sets conflicting cross-functional objectives.

• Sees interaction with other departments and external suppliers/contractors as a win-lose situation.

• Have an “us” vs “them” attitude.