ABSTRACT
This chapter presents a baseline understanding of leadership competence to develop a perspective which is free from unproductive leadership thinking and behaviour (the bearpits of poor leadership in Chapter 2). The chapter presents different sources of power and the realities of effective influence (vs. the unrealistic attempts to control everything). The reader is invited to consider aspects of influence and the phrases they can use in conversations to shape and reinforce their own thinking. The notions of leadership humility and service are placed in the context of influencing partner organisations and stakeholder communities. Conservation is a technically focused sector, so the use of experts is discussed and with that the strength that leaders can find in admitting that they themselves do not know everything and sometimes need assistance. This is important for developing a learning organisation with a continually improving programme of work. Purpose, vision, and values are explored in detail, since they are still poorly understood even in mature organisations, and the chapter differentiates strategic and operational leadership (plans, reports, and strategy). Leadership styles at an interpersonal level (and the place of integrity and trust) are explored for different contexts working alongside people who have different levels of competence and motivation.
