Leading Emotionally is NOT Emotional! - Public Home #1: Leading Emotionally is NOT Emotional! 1....

Leading Emotionally is NOT Emotional! Date: Friday, September 30, 2016 Time: 9:00 AM - 12:00 PM

Session ID & Location: 1B: MtgRm7/8 CEU Eligibility: 0.30

Presented by: Janet Bezner, PT, DPT, PhD; Jennifer Green-Wilson, PT, MBA, EdD; Craig Moore,

PT, MS

Session Description: Who is most likely to be successful – people who bark orders at team

members when they are under stress, or people who react calmly and work collaboratively with

others to assess and respond to different situations? Are you aware of how you tend to react to

stress or conflict and how your reactions impact others? Do you know the triggers that “set you

off” and do you understand why these triggers do so? Emotions involve three distinct

components: a subjective experience, a physiological response, and a behavioral or expressive

response (Hockenbury & Hockenbury, 2013). Emotional intelligence (EQ) is the ability to

understand and manage your own emotions as well as the emotions of people with whom you

interact. EQ is essential for effective leadership. Leaders with a high degree of emotional

intelligence know what they are feeling, what their emotions mean, how these emotions can affect

other people, and how to adapt their interactions to be more successful.

By increasing your EQ, you will be able to build stronger, more committed and engaged

relationships because you will know how to connect with people more successfully. Increasing

your EQ will help you, in leadership roles, make better decisions, engage and influence more

effectively, and create the right mood and energy for productive teamwork. Bottom-line? Leaders

with high emotional self-awareness create more positive work environments (Haygroup 2010

Research Study).

Increasing your emotional intelligence requires you to take a sincere look at your capabilities and

to become more intentional about your own development as a leader. The purpose of this session

is to help you discover your strengths and opportunities for personal change in order to

strengthen your ability to influence, lead, and engage others at all levels of clinical practice. This

session will be interactive and participants will be encouraged to contribute throughout the

program.

Upon completion of this program, you’ll be able to:

1. Understand emotions and emotional intelligence (EQ).

2. Identify the need for increasing EQ for effective leadership.

3. Self-assess your leadership capacity.

4. Improve your self-management of emotions.

5. Identify strategies to adapt your style of interacting with others.

6. Identify strategies for creating a positive work environment for others.

7. Develop an individual action plan to increase your EQ.

Presenter Bio(s):

Janet Bezner, PT, DPT, PhD, is an Associate Professor in the Department of Physical Therapy at

Texas State University in San Marcos, Texas. Having just returned to academia for the 2014-2015

academic year, Janet formerly was the Vice President of Education and Governance &

Administration at the American Physical Therapy Association (APTA) where she managed the

association strategic planning effort, and supervised the Departments of Accreditation, Academic

Affairs, Post-professional Certification and Credentialing, National Governance and Leadership,

Component Governance and Leadership and Information Technology. She received her

bachelor’s degree in physical therapy at the University of Texas Medical Branch in Galveston,

Texas, her master’s degree from Texas Woman’s University, a PhD in health education from the

University of Texas and a DPT degree from Rocky Mountain University of Health Professions.

Janet’s professional and personal interests lie in discovering how best to partner with members of

society to improve their health through physical activity. Dr. Bezner has numerous publications on

health promotion and wellness and is a frequent invited speaker on topics related to leadership,

personal development, strategic planning, and health promotion and wellness.

Jennifer Green-Wilson, PT, MBA, EdD, is a principal of the Leadership Institute, formerly the

Director the Institute for Leadership in Physical Therapy (LAMP) for the Health Policy and

Administration (HPA) Section of the APTA as well as a member of the Private Practice Section's

(PPS) Education Committee, and a founding faculty member of a national E-Initiative - an

entrepreneurial program for physical therapists. Recently elected to the Board of Directors of the

APTA, she speaks nationally and internationally on topics related to leadership, business, and

management in physical therapy, has been invited to submit short articles for APTA’s ‘Business

Sense’ section of PT in Motion, and was awarded a national research grant from the HPA Section.

As an academic, she served as Assistant Professor and Manager of Clinical Operations, working

directly with PT students to start and expand clinical operations on-campus while teaching:

business and leadership, health care, reimbursement, and professionalism in a Physical Therapy

program in upstate NY. Dr. Wilson holds an Ed.D. degree in Executive Leadership from St. John

Fisher College in Rochester, NY, a MBA degree from the Rochester Institute of Technology, and a

BS degree in physical therapy from Queen's University in Kingston, Ontario, Canada.

Craig Moore PT, MS is immediate past Home Health Section President, and currently serves as

the Director of Operations for Florida Hospital Home Care Services, an agency that services large

regional hospital system in central Florida. Prior to his current role, he served as the outpatient

team manager for Florida Hospital Celebration Health, an outpatient center that supported 6

clinical programs that include Sports Medicine, Pediatrics, Women’s Health, Hand Therapy,

Neurology, and Lymphedema Management. Previous experience also included serving as the

Florida Hospital Site Team Leader for the “Locomotor Experience Applied PostStroke” (LEAPS)

clinical trial, a walking ecovery study performed on patients who suffered a recent stroke. The

study was a 13-million dollar, multi -site, randomized, clinical trial funded by the NIH coordinated

between 5 hospital organizations and three universities (Duke, University of Florida and the

University of Southern California). Over the last 16 years, Craig Moore has worked in a variety of

clinical settings ranging from inpatient acute care, to rehabilitation, home health, clinical research

and now hospital administration. He has served on a variety of APTA task forces and committees,

currently serving on the APTA Finance Committee.

Program#1:LeadingEmotionallyisNOTEmotional!

1. Emotionalintelligenceisdefinedasthewayinwhichpeopleusetheiremotionstomakedecisions.

TrueorFalse

2. Emotionalintelligenceis“nicetohave”,butnotneededforeffectiveleadership.

TrueorFalse

3. Emotionsarecomprisedofthefollowingcomponents:a) Anger,fear,andjoyb) Subjectiveexperience,physiologicalresponse,andbehavioralorexpressive

responsec) Physiologicalresponseonlyd) Cognitiveandphysiologicalresponses

4. Self-management,oneofthecompetenciesrelatedtoemotionalintelligence,includes

thefollowingbehaviors:a) Self-efficacy,honesty,flexibilityb) Adaptability,credibility,decision-makingc) Self-control,transparency,initiatived) Honesty,listening,goal-setting

5. Individualscanincreasetheirself-awarenessby:

a) Knowingtheirlimitationsandstrengthsb) Exhibitingasenseofhumoraboutthemselvesc) Welcomingconstructivecriticismandfeedbackd) Noneoftheabovee) Alloftheabove

PTAG&TPTAINSIGHT2016- Chattanooga,TN

8/24/16

JenniferGreen-Wilson,JanetBezner,CraigMoore 1

LeadingEmotionallyisNOTEmotional!

JenniferGreen-Wilson,PT,MBA,EdDJanetBezner,PT,PhD&CraigMoore,PT,MBA

FridaySeptember30,20169am– 12noon

RMBarneyPooleLeadershipAcademy

EQisessential(needed)foreffectiveleadership

Why?

LearningObjectives:

Uponcompletionofthisprogram,you’llbeableto:• Understandemotions&emotionalintelligence(EQ).• IdentifytheneedforincreasingEQforeffectiveleadership.• Self-assessyourleadershipcapacity.• Improveyourself-managementofemotions.• Identifystrategiestoadaptyourstyleofinteractingwithothers.• Identifystrategiesforcreatingapositiveworkenvironmentforothers.• DevelopanindividualactionplantoincreaseyourEQ.


8/24/16


Emotions!

Anger,Sadness,FEAR,Enjoyment,Love,Surprise!,Disgust,Shame

UnderstandingYOUREMOTIONS

Emotions =3distinctcomponents:1. Subjectiveexperience(feelings)2. Physiologicalresponse(i.e.,anxiety)3. Behavioral or expressiveresponse(‘depends’)

(Hockenbury &Hockenbury,2013)

FEELINGSassociatedwith

Conflict


8/24/16


PhysiologicalResponse associatedwithStress!

Actions associatedwithConflict

EmotionsrelatedtoCHANGE

BehavioralorExpressiveresponse


8/24/16


UnderstandingEmotionalIntelligence(‘EQ’)

EmotionalIntelligence- Definitions• “theabilitytomonitorone’sownandothers’feelingsandemotionstousetheinformationtoguideone’sthinkingandactions”(Salovey andMayer,1990,p.189)

• “thecapacityforrecognizingourownfeelingsandthoseofothers,formotivatingourselves,andformanagingemotionswellinourselvesandourrelationships”(Goleman,1998,p.317)

• Abilitytomanageyourself& yourRELATIONSHIPSeffectively(Goleman,Boyatzis,McKee,2004)

• Setofemotional&socialskillsthatinfluencethewayindividualsperceive&expressthemselves,develop&maintainsocialrelationships,copewithchallenges,&useemotionalinformationinaneffectiveandmeaningfulway(HCI,2013)

Effectiveleaders=ALL havehighdegreeofemotionalintelligence

(Goleman,1998)

Strong leadership = single most important driver of overall organizational performance. (Aberdeen Group, 2015)


8/24/16


1)TheEmotionalCompetenceFramework(Goleman,1995;1998)

Personal Competence:Howtomanageourselves

SocialCompetence:Howtohandleourrelationships

Self-awareness:knowingone’sinternalstates,preferences,resources,andintuitions

Empathy:awarenessofothers’feelings,needs,andconcerns

Self-regulation:managingone’sinternalstates,impulses,andresources

Socialskills:proficiencyatinducingdesirable responsesinothers

Motivation:emotionaltendenciesthatguide/facilitatereachinggoals

1)TheEmotionalCompetenceFramework(Goleman,1995;1998)

Personal Competence SocialCompetenceSelf-awareness:• Emotionalawareness• Accurateself-assessment• Self-confidence

Empathy:• Understandingothers• Developingothers• Serviceorientation• Leveraging diversity• Politicalawareness

Self-regulation:• Self-control• Trustworthiness• Conscientiousness• Adaptability• Innovation

Socialskills:• Influence• Communication• Conflictmanagement• Leadership• Changecatalyst• Buildingbonds• Collaboration&cooperation• Teamcapabilities

Motivation:• Achievementdrive• Commitment• Initiative• Optimism

2)EmotionalIntelligence – LEADERSHIPCOMPETENCIES(Goleman,Boyatzis,McKee,2004)

Self-awareness Self-management SocialAwareness RelationshipManagement

• Emotionalawareness

• Accurateself-assessment

• Self-confidence

• Self-control• Transparency• Adaptability• Achievement• Initiative• Optimism

• Empathy• Organizationalawareness

• Service

• Inspiration• Influence• Developing

others• Change

catalyst• Conflict

Management• Teamwork&

Collaboration


8/24/16


3)ModelofEmotionalIntelligence: BuildingBlocks(BarOn Model,1997,1999,2000)

Intra-PersonalAbilitytoknow& manageyourself

Inter-personal“Peopleskills”;Ability tointeract&

getalongwithothersStressManagement

Abilitytotoleratestress &controlimpulses

AdaptabilityAbilitytobeflexible&realistic&tosolvearangeofproblems

GeneralMoodOptimism&Happiness

3)ModelofEmotionalIntelligence: BuildingBlocks(BarOn Model,1997,1999,2000)

Intra-Personal• EmotionalSelf-Awareness• Assertiveness• Independence• Self-Regard• Self-Actualization

Inter-personal• Empathy• SocialResponsibility• InterpersonalRelationship

StressManagement• StressTolerance• ImpulseControl

Adaptability• Problem-Solving• Reality-Testing• Flexibility

GeneralMood• Optimism• Happiness

4)EmotionallyIntelligentLeadership(Shankman &Allen,2008)

ConsciousnessofSelf

ConsciousnessofContext

ConsciousnessofOthers


8/24/16


4)EmotionallyIntelligentLeadership(Shankman &Allen,2008)

ConsciousnessofContext:• Environmentinwhichleaders&followers work

• Environmentalawareness• Groupsavvy

ConsciousnessofSelf:• Beingawareofyourselfintermsofabilities&

emotions

• Emotionalself-perception• Honestunderstanding• Healthyself-esteem• Emotionalself-control• Authenticity• Flexibility• Achievement• Optimism• Initiative

ConsciousnessofOthers:• Beingawareofyourrelationshipwithothers &

theroletheyplayinthe“leadershipequation”

• Empathy• Citizenship• Inspiration• Coaching• Changeagent• ConflictManagement• Developingrelationships• Teamwork• Capitalizingondifferences

Leaders withahighdegreeofemotionalintelligence knowwhattheyarefeeling,whattheiremotionsmean,howthese

emotionscanaffectotherpeople,andhowtoadapttheirinteractionstobemore

successful

WHY IncreasingYOUREQ?• Abletobuildstronger,morecommitted&engagedRELATIONSHIPS• Howtoconnectwithpeoplebetter

• Helpyou- inleadershiproles:•Makebetterdecisions• Engage&influencemoreeffectively• Createrightmood&energyforproductiveteamwork

Why?


8/24/16


WHY IncreasingEQ?(HCI&MHS,2013)

•Well-developedEmotionalIntelligence=criticalpartofhigh-performanceculture• Organizationsthatvalue&widelyuseEmotionalIntelligence=3.2xmoreeffectiveatleadershipdevelopment• 31%gapinleadershipdevelopmenteffectivenessbetweenorganizationswhereEIisvalued,versusthoseinwhichitisnot

Leadership

Leaderswithhighemotionalself-awarenesscreatemorepositiveworkenvironments(Haygroup 2010ResearchStudy)

EQ– Step1Self-Awareness: Self-assessyourleadershipcapacity

DISCSelf-Assessment


8/24/16


Self-Awareness(EQ)(Goleman,2004)

EmotionalSelf-Awareness • Attuned toinnersignals

• Recognize how yourfeelingsaffectyou&jobperformance

• Attuned toguidingvalues**• Canbecandid&AUTHENTIC• Abletospeakopenlyaboutyouremotionsorwithconvictionaboutyourguidingvision

AccurateSelf-AssessmentSelf-confidence

• Attunement - beingorbringingintoharmony;feelingofbeing"atone"withanotherbeing(dictionary.reference.com)

• Authentic Leadership Style:• Authenticity– DefinesGREAT leaders,uniquely• Leaders& followerslinkauthenticitywith:• Sincerity• Honesty• Integrity


EmotionalSelf-Awareness

Accurate Self-Assessment

• Knowyourlimitations&strengths• Exhibitsenseofhumoraboutyourself• Exhibitgracefulnessinlearningwhereyouneedto

improve• Welcome constructivecriticism&feedback• Knowwhen toaskforhelp• Knowwheretofocusincultivatingnewleadership

strengthsSelf-confidence


8/24/16



Self-confidence

• Allows - youasleader - toplaytoyourstrengths

• Can welcomeadifficultassignment• Senseofpresence;self-assurance

EQ– Step2Self-Management


Self-awareness Self-Management SocialAwareness RelationshipManagement



• Self-confidence



• Service


others• Change



Collaboration


8/24/16


BodyLanguageofLeadership

EQ- Self-Management

Improveyourself-managementofemotions

Identifystrategiestoadaptyourstyleofinteractingwithothers

Identifystrategiesforcreatingapositiveworkenvironmentfor

others


8/24/16


LeadershipSavvy

SocialAwareness

RelationshipManagement

Changecatalyst

Managingconflict

Buildingbonds

Teamwork&collaboration

(Goleman,2000)


Self-Awareness Self-Management SocialAwareness RelationshipManagement



• Self-confidence



• Service


others• Change



Collaboration


8/24/16


HOWtoDevelopSOCIALAWARENESS

Empathy

OrganizationalAwareness• Leader- understands

politicalforcesatworkinorganization; alsoguidingvalues,‘unspoken rules’

q‘Politicallyastute’qDetectscrucialsocialnetworks

qReadskeypowerrelationships

Service

Goleman,2004

PoliticallyAstute– asaLeaderPoliticsisn’tgood.Itisn’tbad.It’ssimplyanaturalpartoflifeinvirtuallyanyorganization.

Being politicallysavvydoesn’tmeanyouwantsomeoneelsetolosesoyoucanwin.Itisn’taboutbeingfalseandinauthentic.

**Involvessincereuseofyourskills,behaviorsandqualitiesinordertobemoreeffective.

(CCL,2012)

EQ:RelationshipManagementBuilding&SustainingRelationshipsIntentionally


8/24/16


BUILDINGRELATIONSHIPS:Possibleimplications

Insightsmaymoveprimaryfocusofleader’sactionsaway from “results-orientation”towardrelationshiporientation•Why beingconcernedaboutone’srelationshipsmayenableotherstoperformbetter&moreinnovatively– leadtobetterresults


Self-Awareness Self-Management SocialAwareness RelationshipManagement



• Self-confidence



• Service


others• Change



Collaboration

DevelopanindividualactionplantoincreaseyourEQ


8/24/16




TrueorFalse


TrueorFalse

3. Emotionsarecomprisedofthefollowingcomponents:a) Anger,fear,andjoyb) Subjectiveexperience,physiologicalresponse,andbehavioralorexpressive

responsec) Physiologicalresponseonlyd) Cognitiveandphysiologicalresponses

4. Self-management,oneofthecompetenciesrelatedtoemotionalintelligence,includes

thefollowingbehaviors:a) Self-efficacy,honesty,flexibilityb) Adaptability,credibility,decision-makingc) Self-control,transparency,initiatived) Honesty,listening,goal-setting


a) Knowingtheirlimitationsandstrengthsb) Exhibitingasenseofhumoraboutthemselvesc) Welcomingconstructivecriticismandfeedbackd) Noneoftheabovee) Alloftheabove


ANSWERKEY


Answer:False


Answer:False

3. Emotionsarecomprisedofthefollowingcomponents:

Answer:B-Subjectiveexperience,physiologicalresponse,andbehavioralorexpressiveresponse

4. Self-management,oneofthecompetenciesrelatedtoemotionalintelligence,includesthefollowingbehaviors:

Answer:C-Self-control,transparency,initiative


Answer:E-Alloftheabove

Leading Emotionally is NOT Emotional! - Public Home #1: Leading Emotionally is NOT Emotional! 1....

Documents

Transcript of Leading Emotionally is NOT Emotional! - Public Home #1: Leading Emotionally is NOT Emotional! 1....