Session 3 Listening to God and the World
No matter what leaders set out to do—whether it’s creating strategy or mobilizing teams to action—their success depends on how they do it.
Which of the four aspects drive the others? Methods, practices (approaches to tasks and people) Styles (your ‘brand’) How you use your intellect and emotional intelligence Who you are (Self as instrument) How you do…? (execute the leadership role?)
Behavior Capabilities & Competencies Values & Beliefs Sense of Self (Core Identity)
What gives a leader the inner strength to be honest about even painful truths? What enables a leader to inspire others to do their best work and to stay loyal when other jobs beckon? How do leaders create an emotional climate that fosters creative innovations, all-out performance, or warm and lasting customer relationships? What emotional resources do leaders need to thrive amidst chaos and turbulent change? Past decades of leadership research still leave us puzzled about how things work.
What do we know? From Leadership And Neurological Research High performance leadership will enforce performance culture Benevolent, fair and firm leadership builds trust and loyalty Vision & clear direction is the driving force Emotionally intelligent leaders hold the power to inspire, arouse passion and enthusiasm, and keep people motivated and consulted Leaders’ moods and actions have enormous impact on those they lead Principle centered leadership provides anchors for staff behavior
“Our finding lay the groundwork for the hypothesis that positive emotions generate upward spirals toward optimal functioning and enhanced emotional wellbeing—positive emotions trigger upward spirals by broadening individual’s habitual modes of thinking and action and building lasting resources…as this cycle continues, positive emotions transform individuals into more resilient, socially integrated, capable versions of themselves.” Barbara Fredrickson, 2002
Followers look to a leader for supportive emotional connections—for empathy • Leaders create and manage meaning for the group or organization • A leader’s way of seeing things has special weight • Leaders offer a way to interpret or make sense of, and so react emotionally to, a given situation • In any human group, the leader has maximal power to sway everyone’s emotions. Why Are leaders so impactful?
Information Search Concept Formation Conceptual Flexibility Cognitive competences
Managers with these competences gather a rich variety of information from many different sources about the internal and external environment of the organization; for example, about comparisons, methods, technology, customers, competition, climate (Information Search). Cognitive competences
They process or link this information to form new ideas or meaning, identifying possible strategies, methods, improvements, or changes (Concept Formation). They compare the pros and cons of different options before implementation, or ready themselves to capitalize on opportunity (Conceptual Flexibility). These competences are essential for strategic thinking, planning and organizing in an uncertain and changing environment. Schroeder, 1989
Knowing one’s emotions (Self-awareness) • The ability to be in touch with/monitor our feelings via clear psychological insight and self-understanding. • Managing emotions (Self-control) • Handling feelings so they are appropriate e.g., develop our capacity to soothe oneself, to shake off irritability, anxiety, and ability to bounce back from life’s setbacks and upsets Five Main Domains of Emotional Intelligence
Motivating oneself • Marshalling emotions in the service of a goal is essential for self-motivation and mastery as well as creativity. People who have this ability tend to be more highly productive and effective in whatever they undertake. • Recognizing one’s emotions in others (empathy) • Ability as well as willingness to attune oneself to the subtle social signals that indicate what others need or want. • Handling relationships • The art of relationships is, in large part, skills in managing emotions in others. • Peter Salovey—Yale Psychologist, 1990
Interpersonal Intelligence • Is the ability to understand other people: what motivates them, how they work, how to work co-operatively with them. • Intrapersonal Intelligence • Is a correlative ability, turned inward. It is a capacity to form an accurate, vertical model of oneself and to be able to use that model to operate effectively in life.
Leadership Asset Knowing who we are and what factors shape us to be who we are Self Awareness Knowing the impact we have on others