Index
accountability
in delivering through others
‘accountable empowerment’
action plan
for dealing with fear, 2nd
for demonstrating values
from feedback
for gaining the right experience
ad hoc feedback
ad hoc networks
advocacy as decision making style, 2nd
Africa, 2nd
age of team
agreement in co-creation process
airline industry
alignment
of people
in vision building
alliances for influencing
alphas, influencing
American Express
analysis
in decision making, 2nd
of fear, 2nd
self
ANC, 2nd
ant colonies, 2nd
Apple Inc., 2nd, 3rd, 4th, 5th, 6th
Arab Spring, 2nd
Arthur Anderson
attributes from experience
austerity trend
Austria
‘authentic chameleon’
authenticity for building credibility
autocratic leadership, 2nd
autonomy, 2nd
Baby Boomers
bad decisions
bad leadership
baseline approach
baseline body language behaviour, 2nd, 3rd
behaviours in developing brand
beliefs and values, self
Berg, Paul
Bernadotte, Jean-Baptiste (later King Charles XIV of Sweden)
BHAGs (big hairy audacious goals)
BHP Billiton
Bloomberg, Michael
body language
basics of
importance for leadership
using to influence
Bonaparte, Napoleon
Boston Consulting Group’s matrix
Botticelli, Sandro
bottom up versus top down approach
BP, 2nd
brain
brand
leadership, 2nd, 3rd
four steps towards
powerful accelerators
brand accelerators
Brazil
breakthrough innovation
BRIC economies
British Army
BskyB
Buffett, Warren
Bush, George
career management for credibility
Catalyst
Catholic Inquisition
cattle herding leadership style
change, 2nd, 3rd
in current models
in environment
management of, 2nd
charisma, 2nd
Charles XIV (King of Sweden)
charm
chats, informal
Chemical Industries
China
Churchill, Winston, 2nd
clarity of written communication
Clark, Estelle
CMA-CGM
Coach
coalition for guiding change
Coca-Cola Company
co-creation
for strategic thinking
within teams, 2nd, 3rd
cognitive diversity
cohesion in vision building
collaborative leadership, 2nd, 3rd
comfort signs in body language
commitment
in co-creation process
in developing brand
communication
in developing brand
of strategy
with team members, 2nd
using body language to enhance
of vision statement
oral
written
communication style, charismatic
competition, Porter’s five forces model
complacency, 2nd
complexity in strategic thinking, 2nd
conditions for performing well, 2nd
conflict in collaborative leadership
conformism
connectors
consequences
analysing for decision making
management for accountability
consistency
in behaviour towards team members
in developing brand
contract negotiation
conviction, communicating with, 2nd
Copernicus
core values
corporate culture, 2nd
corporate social responsibility
corporations, birth of
courage
creation and innovation pathway, 2nd
credibility
building, 2nd
by career management
by demonstrating values
through authenticity
crisis management
critical success factors
criticism, fear of, 2nd
Cueto family
culture, 2nd
corporate, 2nd
diversity in
as influence on society and leaders
of self
curiosity
currency in developing brand
current issues of leadership, 2nd
new leadership attributes
new trends
Cushman and Wakefield
data gathering
for decision making
for negative feedback
decentralisation as operating model
decision making, 2nd
better personal
in co-creation process
delegation of
in strategic thinking
decision making checklist
definitions of leadership, 2nd, 3rd, 4th, 5th
actions and abilities
in history
pathways
definitions of performance
delegation of decision making
delivery through others
democratic leadership, 2nd
demographic trends
Desaix, General
developing world challenges
Dialogue concerning the two chief world systems (Galileo)
dictators as leaders, 2nd
difference
and cognitive diversity
in team members
digital humanism
direction setting
discipline
in behaviours
in currency
discomfort
in decision making
signs in body language
Disney, Walt
disruptive innovation strategy
diversity
cognitive
in collaborative leadership
need for understanding of, 2nd
of right experience
dressing, effective
Eastman Kodak, 2nd
economics, 2nd
ecosystem in strategic thinking
editing written communication
ego
Egypt
Eisenhower, (General) Dwight
elevation and transformation pathway, 2nd
elevator pitch, 2nd, 3rd
emotion
as cause of bad decision making, 2nd
communicating
in public speaking
in written communication
‘emotional intelligence’
employees and leadership style
empowerment
to act on vision
in delivering through others, 2nd
of team members
energy in developing brand
engagement with team members
enjoyment in workplace
enquiry as decision making style, 2nd
Enron
entrepreneur game, 2nd
entrepreneurial thinking
entrepreneurial vision building
environment, 2nd, 3rd, 4th
of self
understanding of, 2nd
ethical dilemmas
European and Asian Venture Philanthropy Association
European Cup 2004
Everfeel
excellence in team members
execution
boosting ability for, 2nd
decision-making
delivering through others
as a leadership ability
as pillar of leadership
experience
for developing self-awareness
gaining the right
identifying the right
keeping records of positive
learning from in decision-making
external feedback
Facebook
face-to-face meetings
failure, 2nd
dealing with positively
fear of, 2nd
family
fear, 2nd
‘fear factor’, 2nd
feedback
in developing brand
in developing self-awareness
giving to team members
negative
reflecting on
feedback group
females see women
feminism
Ferdinand de Naples
Fertitta, Tilman
fight reaction
filtering of negative feedback
financial crisis, 2nd
Firmenich, Antoine
Fisher, George
Five Whys technique, 2nd
flexibility in gaining experience
flexible working
flight reaction
Florence (Italy)
football
Ford, Henry, 2nd
framework phase to detect trends
France
freeze reaction
Gaddafi, Muammar
Galileo
Gaymard, Clara, 2nd
Gbowee, Leymah
gender
General Electric
average tenure
BHAG
corporate culture, 2nd
evolving leadership brand
management of consequences
mission statement
Six Sigma methodology, 2nd
strategy
vision, 2nd
Generation X
Generation Y
George, Bill
German Army
Ghirlandaio, Domenico
Gillette
global strategy versus local strategy
global thinking
global vision
goals
aligning individual and organisational
for gaining the right experience
and objectives (G&Os)
Google
versus American Express
BHAG
culture, 2nd
mission statement
strategy
urgency in change management
vision
Gouges, Olympe de
gravitas, 2nd
Greenleaf, Robert
group dynamics
Gulf of Mexico
Gustav IV (King of Sweden)
Gutenberg, Johannes
Hafenmeyer, Wolfgang
height
heliocentrism
heresy
heuristics, 2nd
historical leaders
Hitler, Adolf
Honda
horizons, expansion of
hurt, fear of, 2nd
idea catalysts
Idea Spotlight
ideas
image management
Immelt, Jeffrey, 2nd
impact in vision building
impact investment
improvement from change
improvement plan
inclusiveness
as factor of leadership, 2nd
within teams
incremental innovation
independence, leaders and
‘independent thinking obedience’
India, 2nd
individual development plan (IDP), 2nd
individual goals
Indonesia
influence, 2nd, 3rd
networks and alliances
as pillar of leadership
of specific leaders, 2nd, 3rd, 4th, 5th, 6th
stakeholder and group dynamics
informal chats
informal leaders
information
sharing
too much for decision making
inheritance and legacy pathway, 2nd
innovation, 2nd, 3rd
investment in
role in vision building
Innovation Index Nesta
innovation pathway, creation and, 2nd
innovative leadership
‘innovator’s dilemma’ theory
inspiration
institutionalisation in leading change
integrated strategic thinking
‘integrative thinker’
intention networks
internal feedback
internal networks
intuition
in decision making, 2nd
definition
iteration in developing brand
Japan
job enrichment
Jobs, Steve, 2nd, 3rd, 4th, 5th
J.P. Morgan
Kennedy, John F
Kent, Muhtar
Kipling
knowledge, 2nd
Kübler Ross model
LaBier, Douglas
laissez-faire leadership, 2nd
LAN Chile (airline), 2nd
language
for charisma and gravitas
for effective spoken communication
in setting objectives
Lawson, Scott
Leaders’ Quests
leadership definitions see definitions of leadership
leadership styles, 2nd
leadership values
Lee Kwan Yu
legacy
legacy pathway, inheritance and, 2nd
Lehman Brothers
Leonardo da Vinci, 2nd
Lewin, Kurt
LGT
Liberia
Libya
Lim, Eric
local strategy versus global strategy
long term strategy versus short term strategy
Lopez, Gerard
Lorenzo the Magnificent see Medici, Lorenzo de
love
Malaysia
management
of career
of change, 2nd
of consequences
of crisis
of people, 2nd
of performance
of time
Mandela, Nelson
marathon runner
Marengo, battle of
market growth matrix
market share matrix
market value, testing for self
Mars group exercise
Marshall-Johnson, Ruth
matching and mismatching
mathematics
McKinsey & Co
7S model
Medici, Lorenzo de
meetings
feedback for team members
fulfilling a clear role in
for giving negative feedback
with team members
understanding group dynamics in
mega trends
meritocracy, 2nd
Merkel, Angela
Merlin exercise, 2nd
Merrill, Charles, 2nd
metrics
Michelangelo
military leadership
Milken, Michael
mirroring
mission
momentum
in leading change
maintaining
for demonstrating values
for building credibility
for performing well
monitoring
for accountability
of performance
moral hazard
Morgan, J.P.
Mother Teresa
motivation
as a leader
of team members
Motorola, 2nd
Murdoch, James, 2nd
Myers-Briggs type indicator (MBTI), 2nd
negative events
negative feedback
negotiation
contract
using body language
networks and networking
to become more innovative
building
developing right attitudes towards
strategy for
using for influencing
News International
Nigeria
Nike
non-verbal communication see body language
nurturing leader
Obama, Barack
objectives
personal commitment to
setting for each individual
setting for individual and organisational needs
observation
to become more innovative, 2nd
of team members
time for
Occupy movement
‘off-time’ phase to detect trends
oil prices
Olympus
‘on the job’ experience
one-on-ones
operational networks
opportunities
in career management
SWOT analysis
Oracle of Delphi
oral communication of vision statement
organisational goals
organisational values
pace for charisma and gravitas
papacy
passion
communicating with, 2nd
passive approach to detect trends
pathways to leadership
Pazzi family
peace
people see also team members
alignment of
dimensions of leadership
management of
perception of self
by others, 2nd
and self-esteem
performance
giving negative feedback on
link with values
management of
McKinsey’s 7S model
monitoring individual
performance card
performing well
personal attributes, 2nd, 3rd, 4th
personal commitment
personal leadership style
personal life of team members
personal networks
personal objectives, co-creation of
personal values
personality in vision building
perspective
with positive focus
in strategic thinking
physical presence
physics
Pienaar, Francois
pitch of strategy
PizzaExpress
political leadership, 2nd, 3rd
Porter’s five competitive forces model
positive events
positive experience
positive focus
positive reinforcement
positive visualisation
power difference index (PDI)
power dressing
practice of leadership
preparation
in honing charisma and gravitas
for negative feedback
presentation of strategy
proactive learning
proactive strategy versus reactive strategy
process
for negative feedback
public companies
public speaking
fear of, 2nd
purpose
establishing in vision building
questioning
to become more innovative, 2nd
in co-creation process
self, 2nd
Raines, Howell
rapport with teams
Rasputin, Gregory
reactive strategy versus proactive strategy
recalibration of value set
reciprocity within teams, 2nd
recognition and reward
reconciliation
reflection
in co-creation process
lack of as cause of bad decision making
relationships with team members
relevance of right experience
reliable leadership
religion
research and development
resilience
respect within teams
responsibility
responsible leadership
results-orientated leader
reward and recognition
rituals with team members
Romanov family
Rothschild, Alexandre de
routine with team members
Royal Dutch Shell see Shell
Rozek, Robert
Russia
Savonarola
scenarios
analysing for decision making
methodology
sciences
self-analysis
self-awareness
building, 2nd
creating own performance card
defining personal style
finding keys to self
of decision-making process
as leadership attribute
as pillar of leadership
of specific leaders, 2nd, 3rd, 4th, 5th
in superior strategic thinking
translating into action
self-belief
self-confidence
excessive
gaining, 2nd
letting go of fears in
self-esteem in
in innovative leadership
as leadership attribute
self-determination
self-esteem
self-questioning
to develop self-awareness
for gaining the right experience
for identifying values
self-worth see self-esteem
sense of urgency
servant leadership
seven fears, 2nd
sharing of information
Shell
corporate culture
credibility
scenario methodology
strategic thinking
urgency in change management
use of video communication
short term strategy versus long-term strategy
short term wins
shortcomings
of Jack Welch
of Steve Jobs
simplicity
Singapore, 2nd
Sisulu, Walter
situational leadership
Six Sigma, 2nd, 3rd
skills from experience, 2nd
social entrepreneurship see impact investment
social investment see impact investment
social media
involvement of team members
role in Arab Spring, 2nd
use of in strategic thinking
solitude, fear of, 2nd
Solvay
Somme, Battle of the
Soros, George
South Africa
SOW Asia
speech for charisma and gravitas
sport for unity
stakeholders, 2nd
Standard Chartered Bank (Singapore)
‘stickiness factor’
story telling for strategy presentation
Straight from the gut (Welch)
strategic networks
strategic thinking
cultivating, 2nd
as a leadership skill
pathway to superior
translating vision into
strategic tools
strategy
building
communicating
definition of, 2nd
development
involvement of team members
relationships with ideas, mission and vision
translating vision into
strengths
anchoring
SWOT analysis
and weaknesses
of self
stretch, types of
structure
for strategy presentation
of written communication
structured feedback
success, fear of, 2nd
support within teams
sustainability
Sweden
SWOT analysis, 2nd
talent scouting, 2nd
Tan Chong Men
Taobau
team leadership, 2nd
building rapport
motivation
team members see also people
age
engagement with
getting to know
involvement in formulating strategy
and leadership style
selection of
teams
building
and cognitive diversity
concept of
trend
technology, boundaryless
TED (Technology Entertainment and Design)
thinking time
threats, 2nd
3M
three pillars of leadership
360-degree assessment
time
management of
for selection of talented people
with team members
thinking and observation
too much for decision making
timing
for negative feedback
of written communication
top down versus bottom up approach
Toyota
training courses
transformation pathway, elevation and, 2nd
transparency within teams
trend teams
trends
tribal style of leadership
trust
creating
within teams
using body language to establish
Tungsram
Tunisia
12 Angry Men (film)
tycoons as leaders
Uganda
UK
uncertainty, fear of, 2nd
unknown, fear of, 2nd
Urban Vlll, Pope
urgency in change management
US Constitution 14th amendment
USA
value equation
value statement
values
crisis of
demonstrating for building credibility
identifying creators of
identifying in organisation
identifying own set
link with business performance
role in bad decision making
self-beliefs and
values mind map
verbal presence for charisma and gravitas
video communication of vision
Vietnam
Vinci, Leonardo da, 2nd
vision
building, 2nd
creating
statements
communicating for leading change
creating for leading change
definition of
as a leadership skill
setting for organisation
of specific leaders, 2nd, 3rd, 4th, 5th, 6th
translating into strategy
visionary leadership
visual presentation of strategy
visualisation
voice for charisma and gravitas
Voser, Peter
vulnerability see weaknesses
‘walk a room’
Wal-Mart
WAZOKU
weaknesses
exposing to team members
strengths and
of self
SWOT analysis
wealth
Welch, Jack
elevation and transformation pathway, 2nd, 3rd
and experience
‘Four Es’
and legacy
management of consequences
Wine Source Fund
winning
Winslow, Darcy
women
power dressing
role in business
role in world development
use of body language
women’s rights, 2nd
World Economic Forum
World Entrepreneurship Forum
written communication of vision statement
wrong, recognising being
Yemen
Zuckerberg, Mark, 2nd
