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Introducing Leadership, SelfLeadership and Emotional Intelligence

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Reflect on the results. What role management strategies do you use most often? ... Lottery used to pick leaders to focus on. Important dates: ... – PowerPoint PPT presentation

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Title: Introducing Leadership, SelfLeadership and Emotional Intelligence


1
Introducing Leadership,Self-Leadership and
Emotional Intelligence
2
As for the best leaders, the people do not
notice their existence. The next best, the
people honor and praise. The next, the people
fear and the next, the people hate. When the
best leaders work is done, the people say, We
did it ourselves
Lao-Tzu
3
Leadership as Action
  • Defining leadership?
  • The influencing process of leaders
    and groups toward effective achievement
    of organizational goals and objectives.
  • Leadership involves
  • Group work (ranges from small to very large).
  • Influencing people toward goal achievement
    through communication of ideas, gaining
    acceptance of those ideas, and then motivating
    followers to support and implement the ideas.
  • Motivating individuals and teams toward common
    organizational objectives.
  • Being an agent of change while helping others
    cope with change.

4
Leadership vs. Management
  • Some managers are leaders, but not all are.
  • Some leaders are good managers, but not all are.
  • A manager gets work done through the efforts of
    other people.
  • Focuses on implementing a vision. Includes
    planning, organizing, motivating, and
    controlling. Task-focus.
  • A leader creates a vision.
  • Communicates that vision and moves the
    organization toward that vision. People-focus.
  • Managers do things right.
  • Leaders do the right thing

Bennis
5
Leadership Roles
  • Interpersonal
  • Interacting with others through influence and
    motivation.
  • Informational
  • Monitoring, disseminating and communicating
    information to others.
  • Decisional
  • Managerial roles involving decision-making and
    idea generating.

6
Leadership as ActionSkills for Leadership at
Any Level
  • Self-Leadership
  • Self-Management
  • Powerful Communication
  • Inspiring, motivating and persuading others
  • Planning, problem solving and decision-making
  • Strategic change leadership

7
Self-Leadership
  • Using character to motivate
    decisions and choices.
  • Understanding the mutual influence
    of self action and external forces.
  • Choosing to Be Proactive when
    faced with challenges.
  • Choosing how things affect us
  • Attitude is everything.
  • Motivating yourself to persist and endure through
    adversity and challenge.

8
Self-leadership When Challenged
  • Self-leadership assessment
  • How strategic are you?
  • World-altering strategies
  • Self-imposed strategies
  • Goal setting for performance improvement
  • More on this next week
  • What is your purpose? What will your legacy be?

9
Motivation in Self-Leadership
  • Extrinsic
  • Seeking desired rewards.
  • Understanding the effect certain rewards have on
    our behavior.
  • Intrinsic
  • Choosing a career, job and tasks that we find
    rewarding unto themselves.
  • Concept of flow in work.
  • The joy of the actual work.

10
Self-Leadership Through Role Management
  • Becoming aware of our roles and their priorities
    and effectively managing role conflict
    enhances our self-leadership abilities.
  • A role consists of
  • The demands, expectations, responsibilities and
    pressures that other people impose on us.
  • Our own perceptions of what we think we ought to
    be doing.
  • Our behavior (conscious and unconscious).
  • In other words, our behavior is a result of the
    expectations of others and ourselves.

11
Exploring Self-Leadership and Role Management
  • Draw a Role Pie
  • A circle with sections representing different
    roles.
  • Rank the sections of the pie.
  • Complete the Role Management Inventory
  • Reflect on the results.
  • What role management strategies do you use most
    often?
  • How effective are these strategies for you?
  • How is your self-leadership influenced by the
    roles you have?

12
Defining Emotional Intelligence
  • The capacity for recognizing our own feelings
    and those of others, for motivating ourselves,
    and for managing emotions well in ourselves and
    in our relationships. Daniel Goleman
  • Being able to monitor and regulate ones own and
    others feelings, and to use feelings to guide
    thought and action. Salovey Mayer
  • Emotional intelligence involves mastering several
    competencies.

13
Competencies for Emotional Intelligence
  • Personal Competence
  • Self-Awareness
  • Emotional awareness
  • Accurate self-assessment
  • Self-confidence
  • Self-Management
  • Self-control
  • Trustworthiness
  • Integrity
  • Adaptability
  • Achievement drive (Motivation)
  • Commitment
  • Initiative
  • Optimism
  • Social Competence
  • Social Awareness
  • Understanding others (Empathy)
  • Service orientation
  • Leveraging diversity
  • Political awareness
  • Relationship Management
  • Influence
  • Developing others
  • Conflict management
  • Inspirational Leadership
  • Change catalyst
  • Building networks
  • Collaboration cooperation

(Goleman,et al 2002)
14
Intelligent Leadership
  • A certain level of IQ, business acumen, and
    thinking skills are prerequisites for leadership
    positions.
  • How we manage ourselves, our emotions, our
    relationships, and the emotions of others
    accounts for a large percentage of what
    distinguishes outstanding leaders.

15
Emotional Intelligence and Leadership
  • Leader success and emotional
    intelligence go hand in hand.
  • Evidence shows that the
    higher the position, the more
    important emotional intelligence.
  • All work relationships subordinate,
    peer, superior, customer are improved when
    emotional intelligence competencies are used.

16
Leadership Style and EI
  • Coercive
  • Do what I tell you. Negative impact
  • Authoritative
  • Come with me. Strong positive impact
  • Affiliative
  • People come first. Positive impact
  • Democratic
  • What do you think? Positive impact
  • Pacesetting
  • Do as I do, now. Negative impact
  • Coaching
  • Try this. Positive impact

17
EI Competencies and Style
Coaching
Authoritative
Affiliative
Coercive Pacesetting
Democratic
18
Applying the Model to Other Real Leaders
  • Examples from the real world
  • Your best boss / leader
  • Leaders we are debating
  • Practicum supervisors
  • Guest speakers
  • How do leaders you have interacted with reflect
    these competencies?

19
Emotional Intelligence Resources
  • Goleman, D (2006) Social Intelligence The new
    science of Human Relationships
  • Goleman, Boyatzis McKee (2002) Primal
    Leadership Realizing the power of emotional
    intelligence
  • Caruso Salovey (2004) The Emotionally
    Intelligent Manager
  • Goleman, D (1997) Emotional Intelligence
  • Goleman, D (1998) Working with emotional
    intelligence
  • Hay Group Emotional Intelligence Services at
    http//ei.haygroup.com/.

20
Leadership Debates
  • Choose your own teams of two (3 of three).
  • Lottery used to pick leaders to focus on.
  • Important dates
  • January 23rd one hour in class to prepare for
    debates.
  • February 13th Debates take place and summary
    due.
  • Prepare to do research outside of class on each
    leader.
  • Basis of research will vary based on leader
    chosen. (i.e. driven by industry, availability,
    etc.).
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