Leadership and Emotional Intelligence

How Can You Develop These Essential Skills?

How Much of Success is Attributable to IQ?

• 20%

Think of a Great Leader…

• What traits or characteristics make them great, in your eyes?

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

Source: "Learning to Lead," Bennis and Goldsmith, 1997

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

Emotional Intelligence: Why it Can Matter More than IQ

• Daniel Goleman (1995)

• “Emotional literacy”

• Definition: “The ability to manage ourselves and our relationships effectively”

Emotional Intelligence Test

• How do you rank in emotional intelligence?

• EI Quiz

Goleman (2000)

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

4 Components of EI

• 1) Self-Awareness

• 2) Self-Management

• 3) Social Awareness

• 4) Social Skills

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

1) Self Awareness (Con’t)

• Accurate self-assessment: a realistic evaluation of your strengths and limitations

• Self-confidence: a strong and positive sense of self-worth

2) Self-Management

• Self-control: the ability to keep disruptive emotions and impulses under control

• Self discipline: it’s not about what you feel like doing

• Trustworthiness: a consistent display • of honesty and integrity

2) Self-Management (Con’t)

• Conscientiousness: the ability to manage yourself and your responsibilities

• Adaptability: skill at adjusting to changing situations

2) Self-Management (Con’t)

• Achievement orientation: the drive to meet an internal standard of excellence

• Initiative: A readiness to seize opportunities

3) Social Awareness

• Empathy: skill at sensing other people’s 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

3) Social Awareness (Con’t)

• Service orientation: the ability to recognize and meet customers’ needs

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

4) Social Skill (Con’t)

• 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.

4) Social Skill (Con’t)

• 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

4) Social Skill (Con’t)

• Building bonds: proficiency at cultivating and maintaining a web of relationships

• Teamwork and collaboration: competence at promoting cooperation and building teams

Consider

• What do you think are your 3 greatest strengths?

• How about your 3 greatest weaknesses?

Ethics and Leadership

• Build trust through a shared vision

• Empathy

• Consistency

• Integrity

Ethics and Leadership (Con’t)

• Empathy—what does this mean to you?

• Can a strong leader be empathetic without giving up “power”?

• An empathetic leader “walks in our shoes”

Ethics and Leadership (Con’t)

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

Ethics and Leadership (Con’t)

• 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.”

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

• What is your personal “Code of Conduct”?

Bottom Line

• You CAN grow your emotional intelligence

• It does not happen overnight

• It takes motivation and commitment

Main Source

• Working with Emotional Intelligence by Daniel Goleman

LEADERSHIP & TEAMWORK

A MILITARY PERSPECTIVE

COL ® Gary E. Payne

4 MARCH 2005

LEADERSHIP DEFINED

Influencing people – by providing Purpose, Direction and Motivation –

While…

Operating to accomplish the mission and while…

Improving the organization

LEADER ACTIONS -- “DO”

• Influencing – communicating, decision-making, motivating

• Operating – planning, executing, assessing

• Improving – developing, building, learning

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

LEADER VALUES – “BE”

• Loyalty

• Duty

• Respect

• Selfless-Service

• Honor

• Integrity

• Personal Courage

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

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

LEADERSHIP STYLES ATDIFFERENT LEVELS

• Directing Direct

• Participating Organizational

• Delegating Strategic

TEAMWORK

• Highest Priority – Accomplish Team Goals

• Support Each Other

• Collaborate Freely

• Communicate Openly

TYPES OF TEAMS

• Committees – Investigative or Advising

• Task Forces – Problem Solving

• Integrated Product teams (IPT) – Project Management

BENEFITS OF A TEAM

• Collaboration

• Communication

• Efficient Application of Resources

• Decisions & Solutions

• Committed

• Quality

LEADERSHIP IN TEAM BUILDING

• Participative

• Bring the Group Together

• Communicating

• Goal Setting

• Delegating

• Rewarding

• Facilitator

GEN® Colin Powell - LEADERSHIPEffective 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.

"Powell's Rules for Picking People:”

Look for intelligence and judgment, and most critically,Look for intelligence and judgment, and most critically,a capacity to anticipate, to see around corners. Alsoa capacity to anticipate, to see around corners. Alsolook for loyalty, integrity, a high energy drive, a balancedlook for loyalty, integrity, a high energy drive, a balancedego, and the drive to get things done. 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 it's 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.