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Power, Persuasion and Personal Effectiveness as a Change Leader

Power, Persuasion and Personal Effectiveness as a Change Leader. John Jordan, Ph.D. C.Psych. Psychological Research. Health Industry. Teaching Hospitals. The Psychology of Leader Effectiveness. Leadership Styles Leader Motivations Leader Power Science of Persuasion Art of Persuasion

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Power, Persuasion and Personal Effectiveness as a Change Leader

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  1. Power, Persuasion and Personal Effectiveness as a Change Leader

  2. John Jordan, Ph.D. C.Psych Psychological Research Health Industry Teaching Hospitals

  3. The Psychology of Leader Effectiveness • Leadership Styles • Leader Motivations • Leader Power • Science of Persuasion • Art of Persuasion • Leader as Coach

  4. Retention from …

  5. How Highly Effective Change Leaders Develop Committed, Competent Followers

  6. Leadership Styles

  7. Authoritarian

  8. Delegative

  9. Participative

  10. Leadership Impact

  11. Change Leadership Requirements Simple Complex Collaboration, Innovation & Persuasion Known Unknown

  12. An Effective Change Leader • Forges partnerships • Inspires commitment • Grows skills • Builds discipline and accountability • Shapes the environment And as a result… • Develops the necessary people resources who are aligned, accountable, competent and committed • Builds and sustains a stronger network of support • Becomes a magnet for talent and opportunity

  13. Leader Motivations and Success

  14. Leader Power Sources

  15. Science of Persuasion

  16. Art of Persuasion • Establish credibility through your expertise, performance and relationship history • Frame goals on common ground • Reinforce your position with vivid stories and visuals • Connect to others’ emotions, motivations and needs

  17. When the Direct Approach Fails Use indirect influence [attempts planned as intentional by the leader but viewed as unintentional by the target person] • Talk less, listen more • Highlight similarities (make them like you) • Make them laugh (reduce fear and anxiety) • Reduce uncertainties • Do a favor – even a small one

  18. Best and Worst Change Leader Characteristics of Best Change Leader Characteristics of Worst Change Leader

  19. IQ EI Experience/ Technical Knowledge = Maximum Success The Business Success Equation

  20. What Is Emotional Intelligence? • Four unique skills: • Self Awareness – ability to accurately recognize your emotions as they happen and understand your general tendencies for responding to different people and situations… • Self Management – ability to use awareness of your emotions to stay flexible and positively direct your behavior to manage your emotional reactions to situations and people… • Social Awareness – ability to accurately pick up on emotions in other people and understand what is really going on even if you don’t feel the same way… • Relationship Management – ability to use awareness of your own emotions and the emotions of others to manage interactions more successfully which leads to effective communication and handling conflict…

  21. Emotional Intelligence Framework Self- Awareness Social Awareness • Emotional Self-Awareness • Accurate Self-Assessment • Self-Confidence • Empathy • Organizational Awareness • Service Orientation Self- Management Relationship Management • Emotional Self-Control • Transparency • Adaptability • Achievement • Initiative • Optimism • Developing Others • InspirationalLeadership • Influence • Change Catalyst • Conflict Management • Teamwork & Collaboration

  22. Johari Window

  23. The Learning Cycle 24

  24. Competence • Knowledge • Skill Commitment • Motivation • Confidence

  25. Situational Leadership The most effective leadership approach is matched to the competence and commitment level of the person on that task CONFRONTING DIRECTING GUIDING FACILITATING DELEGATING HIGH SUPPORTIVE COMMITMENT INSTRUCTIVE LOW COMPETENCY LOW HIGH

  26. Instructing (or Directing) • Sets goals and clarifies expectations • Provides answers and explains “why” • Instructs (shows and tells) an individual what to do, when, and how to do it • Closely supervises, monitors, and evaluates performance 27

  27. Supporting • Involves the other person in goal setting and decision making • Facilitates self-reliant problem solving • Builds confidence • Encourages self-directed learning • Serves as a resource 28

  28. Situational Leadership The most effective leadership approach is matched to the competence and commitment level of the person on that task CONFRONTING DIRECTING GUIDING FACILITATING DELEGATING HIGH SUPPORTIVE COMMITMENT INSTRUCTIVE LOW COMPETENCY LOW HIGH

  29. Coaching Questions Effective coaches ask … What are the priorities for today’s discussion? What progress have you made? What are your best options going forward? What are your next steps? Coach 30

  30. Insightful Questions to Foster Self-Awareness, Self-Sufficiency and Commitment • What would you like to achieve during this conversation (or meeting)? • What are the three things you could do now to cause the biggest improvement? • What has worked for you before? • What is the best question to ask you in this situation? • How will you know when you are successful (what will you or others see / hear / feel)? • What will be your first step? • If nothing changes, what are the implications? • Is there anything else?

  31. Performance Diagnosis

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