Introducing Leadership, SelfLeadership and Emotional Intelligence

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Introducing Leadership,Self-Leadership and
Emotional Intelligence
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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
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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.

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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
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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.

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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

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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.

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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?

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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.

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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.

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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?

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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.

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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)
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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.

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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.

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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

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EI Competencies and Style
Coaching
Authoritative
Affiliative
Coercive Pacesetting
Democratic
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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?

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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/.

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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.).