ICAEW.com works better with JavaScript enabled.

F-TEN ® reading list

Suggested reading list for F-TEN ® candidates

The library provides access to a range of articles in full text from leading business, finance and management journals. Access to articles is provided to logged-in ICAEW members, ACA students and other entitled users subject to suppliers' terms of use.

Leaders are grown not born: Helping you become a great leader

Booklet from the consultants Korn Ferry - part of the Hay Group - which looks at what makes a good leader - leadership styles and leadership climate . Includes: six things that will make people give you the best; six management styles to choose from; questions you need to start asking and two case studies.

CFO route to the top 2015

Occasional survey from leadership consultants Spencer Stuart on backgrounds and demographics of Chief Financial Officers (CFOs) in FTSE 350 companies which offers a unique insight to CFO hiring trends.

The authenticity paradox

The article looks at complications related to viewing authenticity as a value or criterion of positive. It states that developing leadership typically requires learning and adapting to new roles and challenges through the adoption of new behaviors which may feel inauthentic, at least at first. It offers recommendations for addressing this dilemma, including having a diverse group of leadership role models, having goals for learning as well as for performance, and accepting the need for changes in one's personal narrative.

Develop strategic thinkers throughout your organization

The article points out that in study after study strategic thinkers are shown to be among the most effective leaders. The author looks at ways that organisations can develop strategic leadership, although he believes that is not necessarily easy as it is a mindset as much as a set of techniques.

Narcissistic leaders: the incredible pros, the inevitable cons

Many business leaders have what psychoanalysts call a narcissistic personality. That's good news for companies that need passion and daring to break new ground. But even productive narcissists canbe dangerous for organizations. The author looks at the strengths and weaknesses of the narcissistic leadership style and gives some advice on avoiding the dangers.

Stop telling your employees what to do

The article offers the author's insights on avoiding task dictation to employees as an effective approach to get the most out of knowledge workers. The author states that describing the outcome and allowing a skilled professional to identify best results in higher quality work and more committed employee. He says that the worker's autonomy should be kept while describing the outcome needed and requirements are cleared.

Broadening the CEO selection pool: where will our future leaders come from?

Report looks into the changing role of the CEO and changes in skills required to be a successful CEO. The author believes that organisations must "rethink their idea of the 'typical' CEO and look beyond the usual suspects."

The power of vulnerability

TED talk from Brene Brown on human connection - empathy, belonging and love.

What makes an effective executive?

The author makes the point that the best CEOs he has worked with were not stereotypical leaders but they did follow the same eight practices which lead to leadership excellence. These practices are outlined with the author's suggestion of a ninth. The author believes that effectiveness is a discipline and can be learned.

Managers and leaders: Are they different?

The article states that managers and leaders are very different types of people but an organisation needs both types of people in order to survive and succeed. The article outlines these differences. The author believes that mentoring is crucial to developing leadership but is not encouraged in larger organisations. Organisations need to be able to train good mangers and to nurture leadership at the same time.

What makes a leader?

The article looks at the importance of emotional intelligence for effective leadership and gives a detailed discussion of each component of emotional intelligence, how to recognize it in potential leaders, its connection to performance and how it can be learned.

Survival guide for leaders

While leadership is often viewed as an exciting and glamorous endeavor, one in which you inspire others to follow you through good times and bad, such a portrayal ignores leadership's dark side: the inevitable attempts to take you out of the game. This is particularly true when a leader must steer an organization through difficult change. This "survival guide" offers a number of techniques - relatively straightforward in concept but difficult to execute - for protecting yourself as you lead such a change initiative.

Are you picking the right leaders?

Few organisations have the correct procedures in place to accurately assess their leadership candidates. This article looks at new evaluation process to identify leaders to stop the wrong people being promoted up the corporate ladder.

The hard work of being a soft manager

Soft management does not mean weak management. The stereotypical leader is a solitary tough guy, never in doubt and immune to criticism. Real leaders break that mold. They invite candid feedback and even admit they don’t have all the answers.

What leaders really do

The author proposes that management and leadership are two distinctive and complementary systems of action and that in a changing world, one cannot function without the other. Both are necessary for success in today's business environment.

Leadership in a combat zone

The author, a lieutenant general in the U.S. Army, learned his leadership lessons in places such as Vietnam's Mekong Delta. Leaders who send their people out to do battle in the business world have much to learn from him. Above all, they can learn from the general's ability to see the world from the foot soldier’s point of view even as he surveys the big picture.

Leadership: sad facts and silver linings

Senior managers are used to hearing advice about how they can combat sloppiness and introduce rationality or neatness into their decision making. Radically reimagining the senior executive's role, the author suggests that the leader's task is not to impose an abstract order on an inherently disorderly process. Instead, the leader must become adept at controlling the process by nudging it in the desired direction

Where leadership starts

The author recounts his experience of becoming a CEO in a struggling company in a industry he nothing about. Focusing on people proved to be the most crucial (and challenging) task. Allowing the employees to be 'the boss' in certain situations actually helped him lead the company.

We don't need another hero

The author believes that "modesty and restraint are largely responsible for the achievements of the most effective moral leaders in business" . The effective leaders he has studied follow four basic rules in meeting ethical challenged and making decisions - these rules form an important resource for nurturing leaders and developing leadership excellence.

The job no CEO should delegate

This article looks at the turnaround at Allied Signal made possible, the author believes, by the dramatic improvement in people processes. The CEO (the author) spent an extraordinary amount of time and emotional energy evaluating, recruiting, and developing leadership excellence- tasks that most CEOs delegate.

Why should anyone be led by you?

The authors outline four qualities necessary for inspirational leadership which must be mixed and matched to meet the demands of particular situations. These qualities have been identified from a review of influential theories on leadership and workshops with thousands of leaders and aspiring leaders.

Good communication that blocks learning

The article discusses common methods of corporate communication and how they can block organizational learning. Focus groups, surveys, and management-by-walking-around help gather simple, single-loop information, but also promote defensive reasoning by encouraging employees to believe that their proper role is to criticize management. The problem is not that employees avoid organizational self-examination, but that it is never asked of them. The author details methods to encourage "double-loop" learning on an organizational level.

The managers job, folklore and fact

The article addresses the basic question: what do managers do? The author believes that the manager's roles his can be split into three - interpersonal roles; informational roles; and decisional roles.