1. A Toolkit for Change Utilizing Different Leadership Styles to Leverage Results Matt Zatorski Coordinator Institute for Rowing Leadership

2.  Hello, my name is Matt…  Introduction – Leadership… What is it?  Part I – Emotional Intelligence  Part II – Styles of Leadership  Part III – A Roadmap to Personal Development A Toolkit for Change

3. LEADERSHIP What are we talking about?

4.  Transformational leaders are those who stimulate and inspire followers to both achieve extraordinary outcomes and, in the process, develop their own leadership capacity. (Bass, 1985)  More evidence has been accumulated to demonstrate that transformational leadership can move followers to exceed expected performance (Bass, 1985, 1998). One Definition: Transformational Leadership

5. “She is a born leader.”  Leadership develops through hard work and careful observation.  Forsyth, D. R. (2009). Group dynamics (5th ed.). Pacific Grove, CA: Brooks/Cole. The Pervasive Myth of Leadership

6.  Defining Emotional Intelligence  Four Fundamental Capabilities  Corresponding Competencies  Developmental Processes Emotional Intelligence (EI)

7.  Being aware of…  How we feel  How other’s feel  Why we feel that way  What we can do about it Emotional Intelligence

8.  Emotional intelligence is not about being nice all the time.  It’s about being honest.  Emotional intelligence is not about being touchy- feely.  It is about being aware of your feelings, and those of others.  Emotional intelligence is not about being emotional.  It is about being smart with your emotions. Emotional Intelligence: A Primer

9. Relating to Ourselves  Self-Awareness  Self-Management Relating to Others  Social Awareness  Social Skill

10. The ability to read one's emotions and recognize their impact while using gut feelings to guide decisions. Emotional self- awareness Accurate self- assessment Self-confidence Self-Awareness Becoming More Self- Aware Learn the difference between thoughts and feelings. Be open to input from others Ask yourself how you’re feeling throughout the day and be honest.

11. Involves controlling one's emotions and impulses and adapting to changing circumstances. Self-control Trustworthiness Conscientiousness Adaptability Achievement Orientation Initiative Self-Management Monitor your self talk. Accept responsibility for your emotional responses in the workplace. Anticipate the emotional “triggers” and prepare to manage them. Reframe an irritating situation in to a problem solving exercise. Use humor! Never underestimate the power of taking deep breaths. Remove yourself from the situation and keep moving. Be aware of how you explain setbacks to yourself… Be realistic! Connect your goals to your values to get energized. Strive for reaching a “flow” state while working on projects. VisualizationKeep Learning

12. Monitor your self talk. Accept responsibility for your emotional responses in the workplace. Anticipate the emotional “triggers” and prepare to manage them. Reframe an irritating situation in to a problem solving exercise. Use humor! Never underestimate the power of taking deep breaths. Remove yourself from the situation and keep moving. Be aware of how you explain setbacks to yourself… Be realistic! Connect your goals to your values to get energized. Strive for reaching a “flow” state while working on projects. VisualizationKeep Learning

13. The ability to sense, understand, and react to others' emotions while comprehending social networks. Empathy Organizational Awareness Service Orientation Social Awareness Developing Social Awareness Share and be honest about your feelings Be consistent so that your spoken and unspoken messages match. Take the kinder road whenever possible. Try to see from the other person’s perspective

14. The ability to inspire, influence, and develop others while managing conflict. Visionary Leadership Influence Developing Others Communication Change Catalyst Conflict Management Building Bonds Teamwork and Collaboration Social Skill How to build relationships Share your passion and enthusiasm for your job and the organization’s vision—it’s contagious! Create an inspiring work environment Engage in creative brainstorming. Be willing to coach or mentor others and be open to being coached yourself.

15.  Coercive, Authoritative, Affiliative, Democratic, Pacesetting, Coaching  Leader’s MO  What they say  Underlying EI Competencies  Situational Applications 6 Styles of Leadership

16. Coercive Leader’s modus operandi Demands immediate compliance In other words… “Do what I tell you.” Underlying emotional intelligence competencies Drive to achieve, initiative, self-control Works best… In a crisis, to kick start a turnaround, or with problem athletes/staff

17. Authoritative Leader’s modus operandi Mobilizes people toward a vision In other words… “Come with me.” Underlying emotional intelligence competencies Self-confidence, empathy, change catalyst Works best… When change requires a new vision, or when clear direction is needed

18. Affiliative Leader’s modus operandi Creates harmony and builds emotional bonds In other words… “People come first.” Underlying emotional intelligence competencies Empathy, building relationships, communication Works best… To heal rifts in a team, or to motivate people during stressful circumstances

19. Democratic Leader’s modus operandi Forges consensus through participation In other words… “What do you think?” Underlying emotional intelligence competencies Collaboration, team leadership, communication Works best… To build buy-in or consensus, or to get input from valuable athletes/staff

20. Pacesetting Leader’s modus operandi Sets high standards fro performance In other words… “Do as I do, now.” Underlying emotional intelligence competencies Conscientiousness, drive to achieve, initiative Works best… To get quick results from a highly motivated and competent team

21. Coaching Leader’s modus operandi Develops people for the future In other words… “Try this.” Underlying emotional intelligence competencies Developing others, empathy, emotional self- awareness Works best… To help an athlete/staff member improve performance or develop long-term strengths

23. CoerciveAuthoritative Affiliativ e DemocraticPacesettingCoaching Flexibility-.28.32.27.28-.07.17 Responsibility-.37.21.16.23.04.08 Standards.02.38.31.22-.27.39 Rewards1.18.54.48.42-.29.43 Clarity-.11.44.37.35-.28.38 Commitment-.13.35.34.26-.20.27 OVERALL-.26.54.46.43-.25.42

24. Where do I go from here? Self Evaluation  Assessment and discovery  Capitalize on your own strengths  Identify areas for growth  Be honest and objective about your skills and abilities Action Planning  Prepare an Action Plan  Make goals achievable and measurable  Don’t overwhelm yourself! Take on one or two areas for improvement at a time  Review and make changes to your plan as needed

25. Where do I go from here? Practice New Skills and Behaviors  Practice in a safe environment  Partner w/someone who will give you constructive feedback on your progress  Don’t go back… FULL STEAM AHEAD! Evaluate Your Success  Review your Action Plan often  Raise Your expectations for yourself  Celebrate small changes

26. References  Bass, B.M. (1985). Leadership and performance beyond expectations. New York: Free Press.  Bass, B.M. (1990). Bass and Stogdill’s handbook of leadership: theory, reasearch and managerial applications, 3 rd ed. New York: Free press.  Goleman, Daniel. (2000) Leadership that gets results. Harvard Business Review.  Goleman, D. (1998). Working with emotional intelligence. New York: Bantam Books