Leadership and Emotional Intelligence

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Leadership and Emotional Intelligence

• How Can You Develop These Essential Skills

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How Much of Success is Attributable to IQ

• 20

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Think of a Great Leader

• What traits or characteristics make them great
  in your eyes

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Myth Good leaders are born not made

• Leadership CAN be learned
• The concept of emotional intelligence (EI) has
  become important in the past decade
• EI is a strong indicator of leadership potential

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Other Myths

• Leaders are Charismatic
• Leadership is a Rare Skill
• Leadership Exists Only at the Top of an
  Organization
• The Leader Controls Directs Prods Manipulates
  Others

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Emotional Intelligence Why it Can Matter More
than IQ

• Daniel Goleman (1995)
• Emotional literacy
• Definition The ability to manage ourselves and
  our relationships effectively

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Emotional Intelligence Test

• How do you rank in emotional intelligence
• EI Quiz

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Goleman (2000)

• Leadership That Gets Results by Goleman (2000).
  
• 4 Components of EI

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4 Components of EI

• 1) Self-Awareness
• 2) Self-Management
• 3) Social Awareness
• 4) Social Skills

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1) Self Awareness

• Emotional self-awareness the ability to read
  and understand your emotions as well as recognize
  their impact on work performance relationships
  and the like

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1) Self Awareness (Cont)

• Accurate self-assessment a realistic evaluation
  of your strengths and limitations
• Self-confidence a strong and positive sense of
  self-worth

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2) Self-Management

• Self-control the ability to keep disruptive
  emotions and impulses under control
• Self discipline its not about what you feel
  like doing
• Trustworthiness a consistent display
• of honesty and integrity

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2) Self-Management (Cont)

• Conscientiousness the ability to manage
  yourself and your responsibilities
• Adaptability skill at adjusting to changing
  situations

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2) Self-Management (Cont)

• Achievement orientation the drive to meet an
  internal standard of excellence
• Initiative A readiness to seize opportunities

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3) Social Awareness

• Empathy skill at sensing other peoples
  emotions understanding their perspective and
  taking an active interest in their concerns
• Organizational awareness the ability to read
  the currents of organizational life build
  decision networks and navigate politics

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3) Social Awareness (Cont)

• Service orientation the ability to recognize
  and meet customers needs

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4) Social Skill

• Visionary leadership the ability to take charge
  and inspire with a compelling vision
• Influence the ability to wield a range of
  persuasive tactics

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4) Social Skill (Cont)

• Developing others the propensity to bolster the
  abilities of others through feedback and guidance
• Communication skill at listening and at sending
  clear convincing and well-tuned messages.

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4) Social Skill (Cont)

• Change catalyst proficiency in initiating new
  ideas and leading people in a new direction
• Conflict management the ability to de-escalate
  disagreements and orchestrate resolutions

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4) Social Skill (Cont)

• Building bonds proficiency at cultivating and
  maintaining a web of relationships
• Teamwork and collaboration competence at
  promoting cooperation and building teams

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Consider

• What do you think are your 3 greatest strengths
• How about your 3 greatest weaknesses

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Ethics and Leadership

• Build trust through a shared vision
• Empathy
• Consistency
• Integrity

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Ethics and Leadership (Cont)

• Empathywhat does this mean to you
• Can a strong leader be empathetic without giving
  up power
• An empathetic leader walks in our shoes

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Ethics and Leadership (Cont)

• Other traits of an empathetic leader
• Listens carefully
• Validates feelings
• Provides supportive feedback

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Ethics and Leadership (Cont)

• Trust through consistent integrity
• Constancy
• A recent national study indicates that people
  would much rather follow individuals they can
  count on even when they disagree with their
  viewpoint than people whose viewpoint they agree
  with but who flip-flop in getting there or who
  could change at any time.

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10 Commandments for Ethics on the Job (Goleman
p. 137)

• What is your personal Code of Conduct

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Bottom Line

• You CAN grow your emotional intelligence
• It does not happen overnight
• It takes motivation and commitment

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Main Source

• Working with Emotional Intelligence by Daniel
  Goleman

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• LEADERSHIP TEAMWORK
• A MILITARY PERSPECTIVE
• COL Gary E. Payne
• 4 MARCH 2005

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LEADERSHIP DEFINED

• Influencing people by providing Purpose
  Direction and Motivation
• While
• Operating to accomplish the mission and while
• Improving the organization

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LEADER ACTIONS -- DO

• Influencing communicating decision-making
  motivating
• Operating planning executing assessing
• Improving developing building learning

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LEADER SKILLS -- KNOW

• INTERPERSONAL competence dealing with people
• CONCEPTUAL competence in dealing with ideas
• TECHNICAL competence with job related tasks
• TACTICAL competence in combining the first
  three to accomplish a mission

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LEADER VALUES BE

• Loyalty
• Duty
• Respect
• Selfless-Service
• Honor
• Integrity
• Personal Courage

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LEADER ATTRIBUTES BE

• Mental Will Initiative Self-discipline
  Judgement Self-confidence Intelligence
• Physical Health Fitness Physical Fitness
  Military Bearing Professional Bearing
• Emotional Self Control Balance Stability

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LEADER INFLUENCE

• Direct (Mostly Direct) Teams Sections
  Branches Small Units Small Large Groups
• ORGANIZATIONAL (Direct Indirect) Large Units
  Organizations
• STRATEGIC (Mostly Indirect) Mass Organizations
  Groups of Organizations

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LEADERSHIP STYLES ATDIFFERENT LEVELS

• Directing Direct
• Participating Organizational
• Delegating Strategic

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TEAMWORK

• Highest Priority Accomplish Team Goals
• Support Each Other
• Collaborate Freely
• Communicate Openly

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TYPES OF TEAMS

• Committees Investigative or Advising
• Task Forces Problem Solving
• Integrated Product teams (IPT) Project
  Management

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BENEFITS OF A TEAM

• Collaboration
• Communication
• Efficient Application of Resources
• Decisions Solutions
• Committed
• Quality

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LEADERSHIP IN TEAM BUILDING

• Participative
• Bring the Group Together
• Communicating
• Goal Setting
• Delegating
• Rewarding
• Facilitator

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GEN Colin Powell - LEADERSHIP

• Effective leaders understand the KISS principle
  Keep It Simple Stupid. They articulate vivid
  over-arching goals and values which they use to
  drive daily behaviors and choices among competing
  alternatives. Their visions and priorities are
  lean and compelling not cluttered and
  buzzword-laden. Their decisions are crisp and
  clear not tentative and ambiguous. They convey
  an unwavering firmness and consistency in their
  actions aligned with the picture of the future
  they paint. The result clarity of purpose
  credibility of leadership and integrity in
  organization.

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Powells Rules for Picking People

• Look for intelligence and judgment and most
  critically
• a capacity to anticipate to see around corners.
  Also
• look for loyalty integrity a high energy drive
  a balanced
• ego and the drive to get things done.
• How often do our recruitment and hiring processes
  tap into these attributes More often than not
  we ignore them in favor of length of resume
  degrees and prior titles. A string of job
  descriptions a recruit held yesterday seem to be
  more important than who one is today what they
  can contribute tomorrow or how well their values
  mesh with those of the organization. You can
  train a bright willing novice in the
  fundamentals of your business fairly readily but
  its a lot harder to train someone to have
  integrity judgment energy balance and the
  drive to get things done. Good leaders stack the
  deck in their favor right in the recruitment
  phase.