1. Leading Teams Terry A. Ring Chemical Engineering University of Utah

2. Is it better for a leader to be loved or feared? Machiavelli 1469-1527 Secretary to the Second Chancery of the Republic of Florence from 1498 to 1512Chancery The Prince

3. Leadership Industrial Hierarchy Traditional hierarchical organizations are best lead through the negative emotion of FEAR. Machiavelli Superiors tell workers what to do. Workers Defer to Authority. Either Agree or Negative Consequences

4. Potential Emotional Consequences of Negative Managerial Actions

6. Is it better for a leader to be loved or feared? Machiavelli 1469-1527 It is better for a leader to be both loved and feared but that it takes a truly gifted person to accomplish this. And it will not last for very long!

7. Leadership Academic and/or knowledge-based Hierarchy Traditional academic or knowledge-based companies are best lead by a virtuous servant. Authority comes from respect Leaders behavior is consistently Courageous Reverent Revers the skills of team members Tempered High Emotional IQ (EQ) or Emotional Intelligence (EI) EI can matter more than IQ! Just Punishments fits the crimes Wise All this requires compassionate communication skills

8. Courage “Emotional strengths that involve the exercise of will to accomplish goals in the face of opposition, external or internal” Avenues for expression of courage attack – persist – fight; retreat – disengage/avoid – flight; resist – freeze; approach – engage, relate.

9. Temperance “a disposition or pre-dispositional intention and capacity engrained in a leader’s character to respond to people and the world around him/her through the ability to strategically express or restrain thoughts, feelings, and behaviors based on the judgment on what would be most courageous, just, and wise in a given situation” Example: Mature, temperate performance of someone who gracefully responds to inappropriate provocation by others. Counter Example: colleagues who seem totally incapable of effective verbal or non-verbal restraint in virtually any situation.

10. Reverence “a disposition or pre-dispositional intention and capacity engrained in a leader’s character to respond to people and the world around him/her through the ability to feel and strategically enact or express respect, shame, and awe based on the judgment of what would be most courageous, just, and wise in a given situation” “reverence is the virtue that keeps human beings from trying to act like gods”

11. Justice “engage in superior moral reasoning, demonstrate ethical behavior across the entire portfolio of responsibilities” Key Requirement: developing a formal, moral point of view and elaborating a personal, moral compass

12. Wisdom “an expert system in the fundamental pragmatics of organized human life” discover or create the right thing to do do the right thing in the right way; and do it on the right time frame Making judgment calls is the essential job of a leader – in the end, little else but good judgment matters; Long term success is the sole marker of good judgment – leaders do the important things right; Leaders make the calls and see to their execution – they work through and in key relationships to get things done.

14. EQ or EI

15. Emotions are Complex

16. Emotions Basic Emotions Complex Emotions

17. EI Characteristics

18. Things that create EI

19. Leadership Roles Interpersonal Roles Figurehead Leader Liaison Establishes Working Environment Informational Roles Monitor Disseminator Quality Control on all Outputs Spokesperson Decision Roles Entrepreneur Disturbance Handler Resource Allocator both time and money Negotiator within the team and with management Henry Mintzberg

20. Leadership Competencies Personal Competencies Managing self internally Managing self externally Scheduling Life-long Learner Interpersonal Competencies Leading individuals Leading groups Leading the organizational unit Administering Linking the organization/unit Coaching Informational Competencies Communicating verbally Communicating nonverbally Analyzing Quality Control on Written/Technical Materials Actional Competencies Designing Mobilizing Henry Mintzberg

21. Leaders create the working environment for others. A respectful environment that celebrates the contributions of everyone (without consideration of race and gender). Generate a safe environment that contributes to learning, innovation and excellence. These environment will get the most productivity and creativity out of people. Zero Tolerance If the environment becomes hostile to anyone Those responsible pay with their jobs. No second chances! Future letters of recommendation are compromised.

22. How do you learn to be a leader? Practice Trial and Error (and course correction) As for a leadership mentor The key is Do not do anything to lose the respect of your team!

23. Wolf in Sheep’s Clothing The great hypocrisy can also happen Be aware that some leaders know how to gain your respect (and manipulate you) but then do not deserve your respect by their actions behind closed doors. How can you identify them? They tend to take credit when no credit is due them. They will not be courageous for their team. You will question their wisdom and