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1 Social Intelligence “The ability to determine the requirement for leadership in a particular situation and select an appropriate response” Behavioural.

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Presentation on theme: "1 Social Intelligence “The ability to determine the requirement for leadership in a particular situation and select an appropriate response” Behavioural."— Presentation transcript:

1 1 Social Intelligence “The ability to determine the requirement for leadership in a particular situation and select an appropriate response” Behavioural flexibility, to meet situational requirements

2 2 Emotional Intelligence Made popular by Daniel Goleman (1996) Ability to manage ourselves and our relationships effectively Four fundamental capabilities, each with a set of management competencies:- Self-Awareness`Self-ManagementSocial AwarenessSocial Skills Emotional self awareness Accurate self assessment Self confidence Emotional self control Transparency Adaptability Achievement Initiative Optimism Empathy Organisational awareness Service Inspirational Influence Developing others Change catalyst Conflict management Building bonds Teamwork and collaboration eiconsortium.orgemotionalintelligence.co.uk

3 3 Six Leadership Styles StyleImpact on ClimateWhen Appropriate Visionary (Authoritative) Moves people towards goals Mostly strongly positive When change requires new vision and direction Coaching Connects people and goals Highly positive When employee needs to improve performance Affiliative Creates harmony; connects people Positive Heals rifts Build connections and team Democratic Gets commitment Positive Build buy-in and consensus Get involvement Pace-setting Meets challenging & exciting goals Often negative To get high performance from a motivated and competent team Commanding (Coercive) Soothes fears; good in emergency Usually highly negative Kick-start a turnaround or with problem people Based on global research with 3,871 executives: McBer Group, now The Hay Group, Boston (1996)

4 4 Daniel Goleman (2000) Impact of Leadership Styles Based on global research with 3,871 executives: McBer Group, now The Hay Group, Boston (1996)

5 5 Consult Empower TellSell Leadership Style (Teams)

6 6 Style 1 works best with Dev. Level 1 Low competence High commitment Style 2 works best with Dev. Level 2 Some competence Low commitment Style 3 works best with Dev. Level 3 High competence Variable commitment Style 4 works best with Dev. Level 4 High competence High commitment Leadership Styles (Individuals) Style 1 Directive Giving clear instructions Style 2 Coaching Talking things through Style 3 Supporting Showing interest Style 4 Delegating Trusting people Blanchard, Ken et al (2004) Leadership and the One Minute Manager London, HarperCollins

7 7 Can Emotional Intelligence be Learned? Research suggests link between EI leadership effectiveness and follower job satisfaction and performance (Wong and Law, 2002) Essential competency in turbulent environments Ability to learn from experience and adapt is an important success factor Learning is less likely from ‘classroom training’ than: Individual coaching Experimentation Regular feedback and reflection Desire for personal development.


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