"The Constant Leader" seeks to support and equip leaders in creating learning processes for the future while retaining personal perspective, equanimity and health. For the reader it is the next best thing to a personal mentor.The understanding of leadership has changed from being directive towards a people centred and future responsive style. Alongside this has been the growing awareness of the impact of emotional intelligence and its centrality in defining exemplary leadership.There is also a growing recognition of the intense toll on individuals who step up to lead groups within organisations and to lead the organisations themselves. This situation is being exacerbated by the imminent shortage of senior leaders within schools. This is in part due to the aging population of school leaders. It is also because many potential leaders are wary of taking on such demanding and potentially damaging roles."The Constant Leader" explores the relationship between emotional intelligence and high performing leaders. Uniquely it identifies the impact of stress on decision-making.
Most importantly it advocates strategies for retaining personal health whilst performing at a high level and in particular enhancing creativity.
Max Coates is currently Programme Director for Working Together for Success for The London Leadership Centre. He also is a regional facilitator for NCSL's New Visions Programme for early headship. He was also researcher for the EPPI review of Citizenship Education. Other areas of work include mentor coaching, learning and motivation.
Foreword by Professor Dame Pat Collarbone; Introduction; Chapter 1 - Mind the gap; Exploring the dramatic nature of change and the way that it reframes our working context.; Chapter 2 - The lesser-known legacy of Mr. Rickenbacker; Chapter 3 - The story we find ourselves in; Our perception of events is our reality. How we frame the stories we tell about events has a huge impact on our ability to think and make decisions.; Chapter 4 - A peace of my mind; Understanding and managing stress and depression.; Chapter 5 - Values for money; Values are the springboard for our actions. This chapter explores moral purpose and also what happens when it becomes misaligned with practice.; Chapter 6 - It's only words; Words have a huge power and significance in the way in which we frame our experience. The impact of self-talk and its transformation is examined.; Chapter 7 - Time will tell; The organisation of our time is not simply an appropriate skill but an essential core activity that facilitates our thinking and reduces stress.; Chapter 8 - From Tool to Tyrant; Examining the rapid rise of ICT and 'connected' leadership and considering strategies to manage digital workflow.; Chapter 9 - Team Games; Teams are widely recognised as a means of increasing leadership capacity and creativity. When the team is not conceived and nurtured with great care it becomes a source of dissipated energy and stress. This chapter explores some of the precursors to building successful teams. Chapter 10 - The only alternative; Problem solving and creative thinking are different and require different mental frames to achieve appropriate outcomes. There are techniques to apply leverage to our thinking styles.; Chapter 11 - It's not what you know but who you know; Chapter 12 - Body of knowledge; Our leadership capacity and our bodily fitness and health are inextricably linked. Poor levels of fitness will impair thinking, and high levels of sustained stress are likely to impact health adversely.; Chapter 13 - Buy one get one free; An exploration of the potential impact of leadership at a system level.; Chapter 14 - End game; Encouraging a learning review and creating an action plan.; Bibliography.