- What should you leave behind?
- Adapting to a new environment
- Who do you need to be?
- Pace and timing
- Resetting your radar
- The sources of power
- Playing different roles
- Courage and caution
- Consensus versus coalition
- Passion and resonance
Want to know more?
Want to know more?
Action Learning is an educational process in which participants study their own actions and experience in order to improve performance. Looking at issues through the eyes of others is a crucial part of leading beyond authority.
Explore the broader concept of leadership
The ability to influence is a key component of leading beyond authority.
Keeping your networks fresh and dynamic is a crucial if you are going to keep challenging your own approach to Leadership.
Managing your personal brand and resonating with others is an important part of leading beyond authority.
Beyond authority: leadership in a changing world
Julia Middleton, published by Palgrave Macmillan (UK), 2007, 184 pages
In this inspiring book, Julia Middleton argues for a new approach to leadership that breaks down the silo culture inside organisations and shows leaders, step-by-step, how to earn legitimacy in the outside world. In it, she interviews 83 leaders from across the world. Full of anecdotes and experiences from leaders in a wide variety of sectors and a range of countries, it builds into a tool kit for leaders at any level, in any organisation.
How to be an even better chair: sensible advice about chairing in the charity, not-for-profit and public sectors
Sophie Petit-Zeman, Prentice Hall, 2006, 82 pages
Chairing can be extremely challenging and, until now, there is little in the way of training and guidance available. This book is by chairs for chairs, and tells it the way it is, covering topics you won’t find addressed anywhere else, such as: what to get right before you accept; what to do if you think you might have been appointed partly because you are a minority; how to recruit, select and appoint the ideal board; how to manage the relationship between the Chair and the Chief Exec; how to achieve effective decision making; how to deal with an underperforming Chief Exec; what to do before every board meeting; and what never to do (ever).
You can also contact the author directly: Julia Middleton