Competencies
Emotional intelligence
The ability to recognise, understand and manage one's own emotions and to recognise others' emotions and build relationships. Popularised by Daniel Goleman as a key leadership competency.
Leadership communication
The ability to convey direction and decisions clearly, to listen attentively and to handle difficult conversations. The foundation of trust and collaboration in any team.
Delegation
Entrusting tasks to others together with the corresponding authority and responsibility. One of the most important tools for developing people and protecting the leader from overload.
Feedback
Telling others how their behaviour affects the work and people - to reinforce what is good and correct what needs correcting. A key tool for developing people.
Conflict resolution
The ability to recognise and handle conflict so that it serves the team's growth. The Thomas-Kilmann model describes five strategies: competing, collaborating, compromising, avoiding and accommodating.
Decision making
One of the four tasks of a leader in the White Book. It involves choosing how to decide (alone, with consultation, together), recognising the type of situation and being aware of cognitive biases.
Vision, mission and values
Giving direction - the first of a leader's tasks. Mission says why we exist, vision where we are going, and values how we want to behave along the way.
Leading change
Leading people and organisations through change. The best known is John Kotter's eight-step model, along with Kurt Lewin's unfreeze-change-refreeze model.
Coaching and mentoring
Two forms of supporting people's development. Coaching helps people find their own answers through questions; mentoring means sharing experience by someone who has walked a similar path.
Self-leadership
The ability to lead oneself - managing time, energy, emotions and growth. Those who cannot lead themselves will struggle to lead others.