5 Leadership Mind and Heart

Chapter Objectives Recognize how mental models guide your behavior and relationships. Engage in independent thinking by staying mentally alert, thinking critically, and being mindful rather than mindless. Breaking out of categorized thinking patterns and open your mind to new ideas and multiple perspectives. Begin to apply systems thinking and personal mastery to your activities at school or work.

Chapter Objectives (contd.) Exercise emotional intelligence, including being self-aware, managing your emotions, motivating yourself, displaying empathy, and managing relationships. Apply the difference between motivating others based on fear and motivating others based on love.

Mental Models Theories people hold about specific systems in the world and their expected behavior

Mental Models When we talk about mental models, we talk about assumptions and perception Assumptions: Recall our attitudes towards employees based on our beliefs and attitudes, ie, Theory X and Y Our perceptions also determine our behavior We need to be aware of our assumptions and our perceptions, eg, stereotyping

Ex. 5.2 The Perception Process Observation via the senses Screening and selecting stimuli to process further Organizing selected data into patterns for interpretation and response Environmental stimuli

Stereotyping The tendency to assign a person to a group or broad category and then to attribute widely held generalizations about the group to the individual

Leader’s Mind Independent thinking  Questioning assumptions and interpreting data and events according to one’s own beliefs, ideas, and thinking, rather than pre-established rules or categories defined by others  Watch out for Pike Syndrome – power of conditioning that guides our thinking and behavior

Leader’s Mind Mindfulness  The process of continuously reevaluating previously learned ways of doing things in the context of evolving information and shifting circumstances  This requires independent thinking and leader curiosity and learning  Companies that have gotten into legal/ethical troubles often had executives/board members who failed to question enough to challenge the status quo

Systems Thinking The ability to see the synergy of the whole rather than just the separate elements of a system and to learn to reinforce or change whole system patterns

Systems Thinking Success of each piece does not add up to the success of the whole Sometimes, changing one part to make it better can result in the whole being less effective Involve the relationship between the whole and the parts A mental discipline for seeing patterns and relationships

Personal Mastery The discipline of personal growth and learning, of mastering yourself in a way that facilitates leadership and achieves desired results Embodies 3 qualities:  Personal vision  Facing reality  Holding creative vision

Emotional Intelligence A person’s abilities to perceive, identify, understand, and successfully manage emotions in self and others Some feel that emotions rather than intellectual ability drives our thinking and decision making, and our interpersonal relationships

Ex. 5.5 Eight Families of Emotions Enjoyment AngerFear Disgust Surprise ShameSadness Love

Emotions 4 of the emotions have facial expressions that are universally recognised  Fear  Anger  Sadness  Enjoyment

Ex. 5.6 The Components of Emotional Intelligence Self-Awareness Emotional self awareness Accurate self-assessment Self-confidence Social Awareness Empathy Organizational awareness Service orientation Self-Management Emotional self-control Trustworthiness Conscientiousness Adaptability Optimism Achievement-orientation Initiative Relationship Management Development of others Inspirational leadership Influence Communication Change catalyst Conflict management Bond building Teamwork and collaboration AWARENESS BEHAVIOR SELF OTHERS

Emotional Intelligence Leaders with high level of self-awareness learn to trust their gut feelings Social awareness, empathy – being able to put yourself in others’ shoes Relationship management implies being able to relate to others positively-  Inspire others  Listen and communicate clearly and convincingly  Inspire change

EQ - Implications Charismatic and transformational leaders appeal via emotions, and hence have high EQ EQ also applies to teams, where much of the organisational work is done Leaders foster EQ team norms:  Create strong group identity  Build trust among members  Instill a belief that they can be effective and succeed

Types of Motivation Fear-based Motivation  Motivation based on fear of losing a job  Motivation based on satisfying Maslow’s lower needs  In this climate, employees would not give their best, only what is required to keep the job  Reduced effective communications (problems suppressed) and avoidance of work Love-based Motivation  Motivation based on feeling valued in the job  Employees give off their best and are willing to take risks  Motivation based on satisfying Maslow’s higher needs