All successful line managers require some degree of leadership capabilities. But these leaders will not get it right unless the message in terms of how to lead comes from the top. This is the message from John Adair author of 'Effective Leadership Development', published today by the Chartered Institute of Personnel and Development (CIPD).

John Adair, author of 'Effective Leadership Development', says, "Success depends on leadership shown at every level in an organisation, therefore employers must pay careful attention when selecting and training their leaders. A person who shows leadership capabilities at one level is not always capable of exercising them at the next level - competence is a must."

Adair suggests that organisations use the following seven key principles when developing leaders:

• A strategy for leadership development - a strategy is needed to ensure organisations know what leadership skills are required and why
  
  
• Selection - organisations should select managers with the potential to become good leaders and fulfil the leadership skills required
  
  
• Training for leadership - the right training will help managers to gain skills and become good leaders
  
  
• A career development policy - leadership requirements will vary depending on the task and role. Therefore leadership development should be integrated closely with career development
  
  
• Line managers as leadership mentors - new managers may benefit and excel as a leader quickly through mentoring. More experienced managers who have learnt through their mistakes could help by advising new managers
  
  
• Self development - it is important to learn from actions through reflection and use of mentors
  
  
• The strategic leader - those at the top need to understand what is required from leaders and then put it into practice themselves. If all managers and those at the top take action to develop leadership then this will become part of the culture

The new book highlights the link between the task needs, team maintenance needs and individual needs - the outcome of every situation involving leadership depends on these three factors.

Adair says, "Leaders must possess the skills and expertise to ensure the group works together as a team in order to get the task done. But leadership requires more than equipping leaders or would-be leaders with knowledge and skills. The secret to becoming a successful leader is recognising the greatness that lies in others."

The book features seven case studies, including:

• Action-centred leadership in the Scottish Police
  
  
• Mitsubishi's use of action-centred leadership
  
  
• Action-centred leadership in Armenia
  
  
• Leadership development in Higher Education

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