A Sustainable Master Model of Leadership
-
Upload
joao-cotrim -
Category
Leadership & Management
-
view
151 -
download
2
description
Transcript of A Sustainable Master Model of Leadership
![Page 1: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/1.jpg)
1
![Page 2: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/2.jpg)
• Introduc)on
• Statement of the problem
• Brief overview of the paper study
• Literature Review
• Goleman Literature Reviews
• Emo;onal Intelligence Theory related literature
• Six Styles of Leadership Theory related literature
• Quintessen;al Leadership Theory
• Model of Team Development Theory
• Self-‐Monitoring Theory
• Final considera;ons – Interpre;ng the analysis of the literature review
• Proposed Leadership Model
• Conclusion 2
![Page 3: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/3.jpg)
3
![Page 4: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/4.jpg)
Two main trends of thinking regarding leadership:
! Personal and innate characteris2cs of the individual.
! Social learning from the individual – process of leadership approach.
4
![Page 5: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/5.jpg)
• Explore new ways of looking at leadership.
• Crucial elements and factors play a decisive role in the quality of the leadership applied by a leader.
5
![Page 6: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/6.jpg)
• The proposal of a new model of leadership.
6
![Page 7: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/7.jpg)
Statement of the problem
• Who manage and who is managed.
7
![Page 8: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/8.jpg)
• How one may find such leader?
• Change the concept that leadership is an innate ability of each person.
8
![Page 9: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/9.jpg)
• Ac2vity that is directly related to people.
• Vital to have a strong rela;onship of trust between those involved.
Leadership
9
![Page 10: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/10.jpg)
However, to gain that trust:
Leaders must follow personal development
10
![Page 11: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/11.jpg)
• What does it take to be (or become) an effec;ve leader?
• What responsibili;es does it entail?
• What should one expect from a leader?
• What key leadership aAributes should one leader have in the workplace?
11
![Page 12: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/12.jpg)
Brief overview of the paper study • Leadership largely depends on the social learning from
the individual.
• Not exclusively only on the personal and innate characteris2cs of the individual.
12
![Page 13: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/13.jpg)
• Human being = natural propensity to acculturate, learn and be adaptable.
Thus:
Leadership may be trained and improved.
13
![Page 14: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/14.jpg)
Consequently, concepts as:
• Emo)onal intelligence (Goleman, 2000)
• Self-‐monitoring (Lennox & Wolfe, 1984)
= Two tools = Leaders to establish new types of rela2onships and approaches to work.
14
![Page 15: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/15.jpg)
15
![Page 16: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/16.jpg)
Literature Review
16
![Page 17: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/17.jpg)
• Max Weber’s, James MacGregor Burn’s and Bernard Bass’s models of Transac;onal and Transforma;onal Leaders.
• Bennis & Nanus’ theory of Transforma;onal Leaders.
• Schein’s theory of Culture Change as Transforma;on.
• Robert Goffee and Gareth Jones’ contribu2on.
• Eve Mitleton-‐Kelly’s contribu2on.
• Mark Maletz and Ni2n Nohria’s contribu2on.
• Peter Drucker’s contribu2on.
• Jim Collins’ contribu2on.
17
![Page 18: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/18.jpg)
• Some of key accounts = most valuable for the present analysis.
Leadership:
The capability of promo2ng a coordinated ac;on, aiming to achieve organiza2onal objec2ves (Gomes, A.D., Cardoso, L. &
Carvalho, C. 2000);
18
![Page 19: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/19.jpg)
A phenomenon of interpersonal influence applied in a par2cular situa2on trough the process of human communica2on,
aiming the communica;on of par;cular objec;ves (Fachada, 1998);
19
![Page 20: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/20.jpg)
A process of influence and performance of a given func2on from a group oriented for the consecu2on of results accepted by the members of the group. To lead is to pilot a team, a group, a union of people; it’s to predict, decide, organize (Parreira,
2000).
20
![Page 21: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/21.jpg)
a) Odete Fachada – theory of the Personality Traces:
! Leader possesses personal characteris;cs
21
![Page 22: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/22.jpg)
b) Lourenço Parreira in Liderança e eficácia:
! Leadership = intrinsically individual.
22
![Page 23: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/23.jpg)
Further:
• The Trace Theory = capability of leadership could be diagnosed through tests and ques;onnaires
23
![Page 24: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/24.jpg)
Nevertheless:
• This theory = own limita2ons.
• Parreira’s account:
! Very difficult to isolate a finite set of characteris2cs and traces that define all leaders (and that are present in all leaders).
! Very difficult to assure that those characteris2cs aren’t also akributes existent in non-‐leaders.
24
![Page 25: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/25.jpg)
In other words:
• There may be people (non-‐leaders) that present traces that are iden2fied as being ones of a leader.
• So why aren’t those people leaders too?
25
![Page 26: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/26.jpg)
• Limita2ons around the Trace Theory made authors to re-‐define the
Theory of Leadership.
26
![Page 27: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/27.jpg)
Leader vs. Non-‐Leader
Process of leadership vs.
Analysing solely the Individual Leader.
27
![Page 28: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/28.jpg)
• The process of leadership approach:
• Leadership may be trained and acquired (Parreira, cited in Cotrim, 2012).
28
![Page 29: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/29.jpg)
5 par;cular theories = process of leadership approach.
29
![Page 30: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/30.jpg)
• Emo)onal Intelligence (Goleman, 2000)
• The Six Styles of Leadership (Goleman, 2000)
• Team Development Model (Tuckman, 2010)
• The Quintessen)al Leadership (Doyle, 2006)
• The Self-‐Monitoring (Lennox & Wolfe, 1984)
30
![Page 31: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/31.jpg)
Peculiar co-‐rela;on and interdependency between those theories.
31
![Page 32: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/32.jpg)
Emo)onal Intelligence = Key factor
32
![Page 33: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/33.jpg)
Goleman Literature Reviews
1. Emo)onal Intelligence – EI
“The ability to manage ourselves and our rela2onships effec2vely”.
Consists of four fundamental capabili;es:
33
![Page 34: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/34.jpg)
• Self-‐awareness
• Self-‐management
• Social awareness
• Social skill
34
![Page 35: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/35.jpg)
Self-‐Awareness Self-‐Management Social Awareness Social Skill Emo;onal self-‐awareness:
The ability to read and understand your emo2ons as well as recognize their impact on work performance,
rela2onships, and the like.
Self-‐control: The ability to keep disrup2ve emo2ons and impulses under
control.
Empathy: Skill at sensing other people's emo2ons, understanding their perspec2ve, and taking an ac2ve
interest in their concerns.
Visionary leadership: The ability to take charge and inspire
with a compelling vision.
Accurate self-‐assessment: A realis2c evalua2on of your strengths and limita2ons.
Trustworthiness: A consistent display of honesty and
integrity.
Organiza;onal awareness: The ability to read the currents of organiza2onal life, build decision networks, and navigate poli2cs.
Influence: The ability to wield a range of
persuasive tac2cs.
Self-‐confidence: A strong and posi2ve sense of self-‐
worth.
Conscien;ousness: The ability to manage yourself and
your responsibili2es.
Service orienta;on: The ability to recognize and meet
customer's needs.
Developing others: The propensity to bolster the abili2es
of others through feedback and guidance.
Adaptability: Skill at adjus2ng to changing
situa2ons and overcoming obstacles.
Communica;on: Skill at listening and at sending clear,
convincing, and well-‐tuned messages.
Achievement orienta;on: The drive to meet an internal
standard of excellence.
Change catalyst: Proficiency in ini2a2ng new ideas
and leading people in a new direc2on.
Ini;a;ve: A readiness to seize opportuni2es.
Conflict management: The ability to de-‐escalate
disagreements and orchestrate resolu2ons.
Building bonds: Proficiency at cul2va2ng and
maintaining a web of rela2onships.
Teamwork and collabora;on: Competence at promo2ng
coopera2on and building teams.
Table 1
35
![Page 36: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/36.jpg)
36
![Page 37: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/37.jpg)
2. The Six Leadership Styles – SLS
Coercive Authorita)ve
Affilia)ve
Democra)c PaceseMng
Coaching
37
![Page 38: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/38.jpg)
Coercive Authorita;ve Affilia;ve Democra;c PaceseXng Coaching
The leader's modus operandi
Demands immediate compliance
Mobilizes people toward
a vision
Creates harmony and
builds emo2onal bonds
Forges consensus through
par2cipa2on
Sets high standards for performance
Develops people for the
future
The style in a phrase
"Do what I tell you."
"Come with me."
"People come first."
"What do you think?"
"Do as I do, now." "Try this."
Underlying emo2onal intelligence competencies
Drive to achieve,
ini2a2ve, self-‐control
Self-‐confidence, empathy, change catalyst
Empathy, building
rela2onships, communica2on
Collabora2on, team
leadership, communica2on
Conscien2ousness, drive to
achieve, ini2a2ve
Developing others,
empathy, self-‐awareness
When the style works best
In a crisis, to kick start a
turnaround, or with problem employees
When changes require a new vision, or
when a clear direc2on is needed
To heal rirs in a team or to mo2vate
people during stressful
circumstances
To build buy-‐in or consensus, or to get input from valuable employees
To get quick results from a
highly mo2vated
and competent
team
To help an employee improve
performance or develop long-‐term strengths
Overall impact on climate Nega2ve Most strongly
posi2ve Posi2ve Posi2ve Nega2ve Posi2ve
Table 2
38
![Page 39: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/39.jpg)
Quintessen;al Leadership Theory
39
![Page 40: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/40.jpg)
① The Mysteries of Quintessen;al Leadership Revealed
by Sandra Ross.
40
![Page 41: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/41.jpg)
Not good enough to just be (or be called) a leader.
Leader = = quintessen)al one
41
![Page 42: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/42.jpg)
How do you recognize one?
How do you become one?
42
![Page 43: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/43.jpg)
Quintessen;al leader:
= Analy;cal skills
= Honest with him/herself = Look within and without fear
The process starts with you
43
![Page 44: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/44.jpg)
Quintessen;al leader:
= Willingness to do something radically different from the status quo and it will require thinking outside of the box
The process starts with you
44
![Page 45: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/45.jpg)
② The 8 Quintessen;al Ques;ons for Leaders
by Shawn Doyle.
45
![Page 46: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/46.jpg)
Respond in a very honest and realis;c way
46
![Page 47: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/47.jpg)
8 ques2ons are:
1. Do you have a mission, vision and values statement?
2. Do you have a short, mid, and long-‐term strategy? 3. Do you hire people smarter than you?
4. Do you communicate well with the team? 5. Have you created a mo;va;onal environment?
6. Do you reward for excep;onal performance? 7. Do you hold people accountable? 8. Are you commiXed to employee development?
47
![Page 48: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/48.jpg)
Model of Team Development Theory by Bruce Tuckman.
1 – Forming
2 – Storming
3 – Norming
4 – Performing
48
![Page 49: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/49.jpg)
Bruce Tuckman’s Model of Team Development
Stage Characteristics Team leader role
Forming Team meets (formation); begins collective work
Outlines mission; looks for agreement on team roles, rules, guidelines for decision-making
Storming Team deals with confusion and conflict over goals, decision-
making, roles and control
Facilitates discussion; ensures common understanding of
agreements
Norming Team accepts goals, roles, rules; works positively
Encourages norming process; supports and coaches; celebrates
success
Performing
Team focuses on achieving goals; personal growth for team
members; conflict handled positively
Encourages high performance; facilitates communication;
celebrates success
Table 3
49
![Page 50: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/50.jpg)
Self-‐Monitoring Theory by psychologists Richard Lennox and Raymond Wolfe.
Leader = evaluate and assess poten;al leadership aAributes.
50
![Page 51: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/51.jpg)
Self-‐monitoring Tool:
! Realis;c diagnosis
! Main traits of personality
! Leadership aAributes
51
![Page 52: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/52.jpg)
13 ques;ons ques2onnaire:
! AAributes that may need improvement.
52
![Page 53: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/53.jpg)
7 ques;ons = one’s ability to modify self-‐presenta;on
53
![Page 54: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/54.jpg)
1) In social situa2ons, I have the ability to alter my behaviour if I feel that something else is called for?
2) I have the ability to control the way I come across to people, depending on the impression I wish to give them?
3) When I feel that the image I am portraying isn't working, I can readily change it to something that does?
4) I have trouble changing my behaviour to suit different people and different situa2ons?
54
![Page 55: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/55.jpg)
5) I have found that I can adjust my behaviour to meet the requirements of any situa2on I find myself in?
6) Even when it might be to my advantage, I have difficulty pusng up a good front?
7) Once I know what the situa2on calls for, it's easy for me to regulate my ac2ons accordingly?
55
![Page 56: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/56.jpg)
6 ques;ons = one's sensi;vity to expressive behaviours of others
56
![Page 57: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/57.jpg)
8) I am oren able to read people's true emo2ons correctly through their eyes?
9) In conversa2ons, I am sensi2ve to even the slightest change in the facial expression of the person I'm conversing with?
10) My powers of intui2on are quite good when it comes to understanding others' emo2ons and mo2ves?
57
![Page 58: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/58.jpg)
11) I can usually tell when others consider a joke to be in bad taste, even though they may laugh convincingly?
12) I can usually tell when I've said something inappropriate by reading it in the listener's eyes?
13) If someone is lying to me, I usually know it at once from that person's manner of expression?
58
![Page 59: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/59.jpg)
Final considera;ons – Interpre;ng the analysis of the literature review
59
![Page 60: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/60.jpg)
! 5 theories = process of leadership approach
All the key leadership aAributes = may be trained, acquired and mastered.
60
![Page 61: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/61.jpg)
Leader must master all the five elements (theories)
Leader must master the element of EI.
EI = key and central in a model to be applied.
61
![Page 62: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/62.jpg)
Proposed Leadership Model Figure 1 – The interdependence of 5 key elements
62
![Page 63: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/63.jpg)
Leader should master:
! All the EI akributes.
! All six leadership styles (as each given situa2on/problem requires and demands the applica2on of a different style).
! All key qualifica2ons and akributes of a quintessen2al leader.
! The team work development.
! The element of self-‐monitoring.
63
![Page 64: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/64.jpg)
Concrete benefits of the model?
= result in boos;ng the leadership capabili;es of a leader.
64
![Page 65: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/65.jpg)
Conclusion
65
![Page 66: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/66.jpg)
5 theories = fundamental pillars of being a leader.
66
![Page 67: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/67.jpg)
Several factors = affect the effec;veness of leadership.
KEY = master EI aAributes.
Element of EI = at core.
67
![Page 68: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/68.jpg)
Key important aspects = closely co-‐related and interdependent.
Quintessen;al Leadership
Goleman’s theories
Tuckman’s theory = EI element is a keystone
68
![Page 69: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/69.jpg)
Another Key element = self-‐monitoring tool.
= assess and measure the leadership capabili;es.
69
![Page 70: A Sustainable Master Model of Leadership](https://reader034.fdocuments.in/reader034/viewer/2022052315/53f98bf68d7f72b82e8b49b0/html5/thumbnails/70.jpg)
E-‐Card: hAp://cotrimjoao.wix.com/personal-‐card 70