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Developing Strategic Leadership Skills

Developing Strategic Leadership Skills

John Potter, Alan Hopper


Develop the leadership skills of managers or even junior employees with high potential using a range of ready to use resources and exercises.

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About the book

Effective leadership is required more today than ever before. The rapid rate of change and the speed of communication require leaders at senior and middle management level to excel at strategic leadership, yet there are few resources available to achieve this. Developing Strategic Leadership Skills addresses the issue, allowing HR professionals, trainers and learning professionals to develop the leadership skills of senior and middle managers or even junior employees with high potential. Individuals can use the modules, resources, and exercises themselves, or coaches can use them with clients.

Upskill employees with a range of ready made resources and practical exercises with Developing Strategic Leadership Skills from the CIPD. Our HR Toolkits are complete, customizable training and workshop programmes that help you implement in-house training and development.

Table Of Contents

  • Section - ONE: Understanding Strategic Leadership;
    • Chapter - 01: The Seven Core Competencies of Leadership;
    • Chapter - 02: The Ongoing Debate about Leadership and Management;
    • Chapter - 03: The Leadership Process Hierarchy;
    • Chapter - 04: Levels of Leadership;
    • Chapter - 05: Political and Networking Skills at the Strategic Level;
  • Section - TWO: Understanding Yourself;
    • Chapter - 06: A General Leadership Audit;
    • Chapter - 07: Understanding Your Personal Strengths, Weaknesses, Opportunities, Threats and Preferences;
    • Chapter - 08: Your Leadership Impact Index LI2;
    • Chapter - 09: Understanding the Principle of Exposing Selective Weaknesses to Build Rapport;
    • Chapter - 10: What's Really Important to You - Your Personal Values;
    • Chapter - 11: Developing Your Personal Knowledge Base;
    • Chapter - 12: Decision Making Under Pressure
    • Chapter - 13: Do People Trust You?;
  • Section - THREE: Creating Direction;
    • Chapter - 14: The Power of a Compelling Vision;
    • Chapter - 15: Handling Information and Uncertainty;
    • Chapter - 16: Strategic Goal Setting;
    • Chapter - 17: Creating Your Strategic Map;
  • Section - FOUR: Leading Others;
    • Chapter - 18: Understanding What Makes Others Tick - Meta Programmes;
    • Chapter - 19: How Credible and Believable are You as a Leader?;
    • Chapter - 20: Developing Your Sense of Tough Empathy;
    • Chapter - 21: The Importance of Developing Emotional Intelligence;
    • Chapter - 22: The Power of Reframing;
    • Chapter - 23: Winning Hearts and Minds;
    • Chapter - 24: Developing Intellectual Capital through a Learning Culture;
    • Chapter - 25: Enabling and Empowering Others;
    • Chapter - 26: Building Confidence and Improving Morale;
    • Chapter - 27: Developing Emotional Capital;
    • Chapter - 28: Strategic Coaching Skills;
  • Section - FIVE: Visibility and Communication;
    • Chapter - 29: How Visible are You as a Leader?;
    • Chapter - 30: Accessibility and Approachability;
    • Chapter - 31: The Pros and Cons of the Open Door Policy;
    • Chapter - 32: The Power of the Role Model - Do You Set a Good Example?;
    • Chapter - 33: Using Language and Rhetoric to Inspire Others;
  • Section - SIX: Developing Intelligent Objectivity;
    • Chapter - 34: The Big Picture - Detail Mix;
    • Chapter - 35: Gaining Feedback on Your Operation - the 360 Degree Tool;
    • Chapter - 36: Gathering Information and Intelligence;
    • Chapter - 37: Developing the Heliview - the Power of Multiple Perspective;
  • Section - SEVEN: Creating Results;
    • Chapter - 38: Short Term Results and Quick Wins;
    • Chapter - 39: The World Class Profile;
    • Chapter - 40: Exploring the Happiness Factor

Book Details

  • Imprint: CIPD - Kogan Page
  • EAN: 9781843981077
  • Edition: 1
  • Published: 30th September 2005
  • Loose-leaf
  • Format: 308x273
  • 344 pages
  • Series: HR Toolkits

About the Author

Dr Potter is a Chartered Psychologist with a PhD in leadership. He is an international consultant with businesses both in the UK and Australia and has close links with the Harvard Business School and MIT in the USA. John's current work is in management development with an interest in leadership, corporate culture and teamwork.

Alan Hopper is a founder and Honorary Fellow of the Centre for Leadership Studies, University of Exeter, and is also a visiting Professor at Bristol Business School. He has been a CEO in the public sector and now consults widely on senior management development and the management of change.

John Potter

Alan Hopper