Leadership: All You Need To Know

DAVID PENDLETON Chairman of the Edgecumbe consulting group, specialising in assessing and coaching senior executives and developing their abilities to lead change and create high performance cultures. As a consultant he has worked with a wide range of clients from the airline, hospitality, pharmaceuticals, healthcare and professional and financial services sectors in Europe, Asia and America. At Oxford University's Said Business School (UK), David has made a major contribution to the Oxford Advanced Management Programme and the new Oxford High Performance Leadership Programme in addition to leadership development programmes commissioned by O2, Meggitt, Zurich Financial Services; Standard Chartered Bank, BAE Systems, Beachcroft; British Energy and Deloitte. The holder of an Oxford doctorate in Psychology, David is a Chartered Psychologist and an Honorary Fellow of the Royal College of General Practitioners.ADRIAN FURNHAM Professor of Psychology at University College London, UK and Adjunct Professor of Management in the Norwegian School of Management in Oslo. He is on the editorial board of a number of journals, and has received many professional awards. He is the author of over 800 journal articles and more than 65 books, including successful, popular management books. He acts as a consultant to a number of British and multinational corporations and is an eagerly sought after conference and motivational speaker. He writes regular columns inThe Sunday Times and is a frequent contributor to BBC radio and television.

'This leadership model is practical, simple, understandable and, most importantly, it works at all levels.' John Rishton, CEO, Rolls Royce 'Amidst the clutter of books on leadership, this book stands out. It helps make sense of a whole range of leadership theories and integrates it all into the authors' own compelling view of what makes leaders effective. I've found their framework very helpful in my own work.' Larry Benjamin, Capwell Partners, Chicago, IL 'Wonderful stuff . A really important and worthwhile book.' David Haslam,President, British Medical Association 'I would recommend it particularly to people who are contemplating a leadership role and are not quite sure they have the attributes to tackle it an inspirational read.' Dr Elisabeth Taylor, Divisional Director, University of Bristol Hospitals NHS Trust, UK 'An important step for a company to secure future success is to have effective leader teams. Working with the ideas in this book has been very useful to us and very inspiring.' Asa Gabriel, SVP HR, ICA Group, Sweden 'This book introduces a model to apply the concept of incomplete leadership. What we have seen in our company is that managers take an immediate liking to its simplicity and clarity. In our journey to build a single leadership team for a multinational company it helped them to play to their strengths and trust others to complete the team.' Klaas Miedema, SVP Management Development & HR, Royal Ahold, Amsterdam 'Clear analysis of effective leadership and how leadership teams need to work together to be complete. The authors take us beyond 'heroic leadership' the concepts are new, powerful and provocative.' Richard Olivier, Leadership Development Consultant and Artistic Director of Olivier Mythodrama 'I have seen the application of these ideas enable individuals and teams from around the world understand what they need to do, and why, and align their personal and collective efforts to work together effectively and deliver results in a way they found astonishing.' Dr Paul Chapman, Fellow in Operations Management, Said Business School, University of Oxford 'Keep this book at your elbow. The ideas it brings to life are profoundly useful. And it's an enjoyable read along the way.' Sir Rod Eddington, Chairman, JP Morgan Australia and New Zealand

• Acknowledgement Foreword by Sir Rod Eddington Introduction The History of Thinking about Leadership Leadership's Impact on the Performance of Organisations The Primary Colours of Leadership The Improbability of Being a Complete Leader Building a Leadership Team Do You Have to be Smart to be a Leader? The Impact of Personality on Leadership A Programme of Action Summary and Conclusion: Complete Leadership Bibliography