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Leadership Self-Development Journey
“You are today where your thoughts have brought you.
You will be tomorrow where your thoughts take you.”
- James Allen
DECISION MAKING: With firm and apt individual decision making together with skilful facilitation of team decisions the leader ensures momentum and backing for the direction taken.
ADAPTABILITY: Effective leadership is more a consequence of the leader's ability to adapt well to changes than a consequence of his knowledge or experience.
RECOGNITION: Leaders recognise people privately and publicly out of real appreciation for their contributions as well as personal qualities.
CHARACTER: Leadership involves many tests of courage, resilience and morality which make strong character indispensable.
BUILDING SUPPORT: A leader must be able to build support for his ideas and direction or else fail as a leader.
AUTHENTICITY: A leader cannot help others unless he shares himself openly and honestly.
LEADERSHIP STYLE: Different situations require different leadership styles to be effective. Good leaders are flexible and versatile in their style.
TECHNOLOGY AWARENESS: Understanding the potential positive and negative effects of technology in the organisation enables the leader to balance human interests with efficiency.
BUILDING TRUST: By being honest, open and consistent and by showing the willingness to trust the team, the leader lays a strong team foundation for the good, but especially bad times.
BEING SERVANT: By choosing to serve and not boss the team, the leader builds them up and collectively they grow to become better leaders in service of the organisation.
BUILDING TEAM: It is in the development and performance of the team that the leader's effectiveness can be seen.
SELF-CONFIDENCE: To lead requires the confidence to take the first step and have others follow you.
CULTURAL AWARENESS: In an age of globalisation and culturally diverse workplaces, sensitivity for differences is critical to the leader's success in mobilising people as a community.
PASSION: The leader does not only have to have a strong sense of responsibility, but passion for the cause.
BUILDING RELATIONSHIPS: Leadership is by definition action in the context of relationships. To ignore relationships contradicts leadership whereas building them enhances teamwork.
INSPIRING HOPE: Nothing is as damaging to an organisation as the negative attitudes of its people. It is the leader's uppermost responsibility to inspire hope and create a positive climate.
HONESTY/INTEGRITY: The leader is credible and ethical to the extent that his beliefs, values, attitude and behaviour forms an integrated whole.
COMMUNICATION: The leader's ability and commitment to communicate with clarity and appropriateness is essential to his leadership effectiveness.
STRATEGIC THINKING: With the vision or goal in mind, leaders accept responsibility for the most effective way to achieve the vision or goal.
CREATIVITY/INNOVATION: Since leaders focus on potential and imagine the future to be different, they demonstrate and encourage innovative and creative thinking.
ORGANISATIONAL AWARENESS: Sufficient awareness of different aspects of the organisation, such as the reason for its existence, the history, structure and culture, enables the leader to align himself and his team effectively.
SELF-MOTIVATION: The leader motivates himself with his personal vision, passion, potential and moral convictions.
SELF-REGARD: Positive self-regard is necessary for a leader in order to accept criticism, learn from it and continue leading with confidence.
CONNECTING WITH PEOPLE: Only by making good heart and mind connections with people can the leader hope to influence them to co-operate enthusiastically.
PERSEVERANCE: Leadership disappears when we give up and emerges when we choose to persevere when others would have given up.
TREND/SYSTEMS AWARENESS: A big-picture view to spot trends early on and an understanding of the influences of systems and their relationships is needed for the strategic direction that the leader must give.
SELF-AWARENESS: Self-awareness opens the door to effective communication and the leader's ability to relate to others.
EMPOWER: The more empowered and free people feel, the more they give to the cause. Rather than trying to control, leaders show trust in people's inherent capabilities.
LIFE-BALANCE/RESILIENCE: To sustain his energy and ability to focus, and to set a credible example, a leader needs to have good balance between the different areas of his life and model resilience.
VISIONARY THINKING: The mental picture of a desired destination, big or small, sparks focused activities and worthwhile endeavours, which is why leaders' first task is to imagine the ideal future.
SELF-INITIATIVE: To be a leader is to take the initiative to make a positive difference.
SELF-DISCIPLINE: The leader's self-discipline sets the standard and example for others without which consistent performance is not possible.

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Trend/systems awareness
Organisational awareness
Visionary thinking
Strategic thinking
Cultural awareness
Technology awareness


Connecting with people
Building relationships
Being servant
Building support
Building team
Building trust
Leadership style
Decision making
Inspiring hope


The New Era Leadership Development Process

Successful business leaders today understand that their focus should be as much on the development of leaders as it should be on the strategic positioning, enhancement and growth of their businesses.  The impact of leadership is not only a hunch but proven in countless research studies in recent years. Kouzes & Posner (The Leadership Challenge. 2000) found that 98% of staff perform at a higher level when they are encouraged by a leader who they respect.

The figure below illustrates the process I follow to help the leadership of an organisation to grow through phases from innocence, to awareness, to understanding, to performance and ultimately to excellence in the various aspects of their leadership. 

The process is aimed at the establishment of a strong leadership culture. It will be evident in level 4 and 5 leadership as described by Jim Collins in his book From Good to great. The level 4 leaders are considered effective leaders who catalyse commitment toward the vigorous pursuit of a clear and compelling vision. The level 5 leader builds enduring greatness through a paradoxical combination of personal humility and professional will.

At the core of the development process is The New Era Leadership Self-Development Journey program.

New Era Leadership Development Intervention



Online program


1 Year registration • 32 Leadership principles in 32 week modules Blog  Journal Coach participation

1-day Leadership seminar

Leadership teaching  Leadership and management Leadership framework


High level leadership assessment (influence on performance & influence on culture) 360 on leadership principles including interviews PDA – (a behaviour/personality psychometric assessment tool (skills, strengths, areas for development, competencies, decision making style, leadership style, energy level, persuasive ability, analytical ability, sales style, motivation level etc.)

Individual coaching

 2 – hour feedback + six 90 minute sessions Integral & PDA coaching

1 – day Team coaching

Collective feedback   leadership coaching in team context

Roles and mandates

2 full-day sessions  PDA team  strategic focus

EQ and SQ team sessions

4 three-hour sessions (manager and reports)  leader assessment feedback  team values  noticing emotions to confront or not to confront  recognition and appreciation

Repeat assessment

High level leadership assessment (influence on performance & influence on culture)

1 – day Closing workshop

World class practices  case studies 

See a proposal and quote for 20 managers/executives here


The self-development journey
For you

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For your organisation

Click here for a presentation and preview of the program for your organisation

For your coaching clients

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Meet/contact Gerhard

Via email :

Via phone: (27) 834556513

Via skype: gervren

A short bio

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Email Gerhard

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27 834556513
5 Pillars of Meaningful Living

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