1. Leadership and Emotional Intelligence
How Can You Develop These Essential Skills?

2. How Much of Success is Attributable to IQ?
20%

3. Think of a Great Leader…
What traits or characteristics make them great, in your eyes?

4. Myth: Good leaders are born, not made
Leadership CAN be learned
The concept of emotional intelligence (EI) has become important in the past decade
EI is a strong indicator of leadership potential

5. Source: "Learning to Lead," Bennis and Goldsmith, 1997
Other Myths
Leaders are Charismatic
Leadership is a Rare Skill
Leadership Exists Only at the Top of an Organization
The Leader Controls, Directs, Prods, Manipulates Others
Source: "Learning to Lead," Bennis and Goldsmith, 1997

6. Emotional Intelligence: Why it Can Matter More than IQ
Daniel Goleman (1995)
“Emotional literacy”
Definition: “The ability to manage ourselves and our relationships effectively”

7. Emotional Intelligence Test
How do you rank in emotional intelligence?
EI Quiz

8. Goleman (2000) “Leadership That Gets Results” by Goleman (2000).
4 Components of EI

9. 4 Components of EI 1) Self-Awareness 2) Self-Management
3) Social Awareness
4) Social Skills

10. 1) Self Awareness
Emotional self-awareness: the ability to read and understand your emotions as well as recognize their impact on work performance, relationships, and the like

11. 1) Self Awareness (Con’t)
Accurate self-assessment: a realistic evaluation of your strengths and limitations
Self-confidence: a strong and positive sense of self-worth

12. 2) Self-Management
Self-control: the ability to keep disruptive emotions and impulses under control
Self discipline: it’s not about what you feel like doing
Trustworthiness: a consistent display
of honesty and integrity

13. 2) Self-Management (Con’t)
Conscientiousness: the ability to manage yourself and your responsibilities
Adaptability: skill at adjusting to changing situations

14. 2) Self-Management (Con’t)
Achievement orientation: the drive to meet an internal standard of excellence
Initiative: A readiness to seize opportunities

15. 3) Social Awareness
Empathy: skill at sensing other people’s emotions, understanding their perspective, and taking an active interest in their concerns
Organizational awareness: the ability to read the currents of organizational life, build decision networks, and navigate politics

16. 3) Social Awareness (Con’t)
Service orientation: the ability to recognize and meet customers’ needs

17. 4) Social Skill
Visionary leadership: the ability to take charge and inspire with a compelling vision
Influence: the ability to wield a range of persuasive tactics

18. 4) Social Skill (Con’t)
Developing others: the propensity to bolster the abilities of others through feedback and guidance
Communication: skill at listening and at sending clear, convincing, and well-tuned messages.

19. 4) Social Skill (Con’t)
Change catalyst: proficiency in initiating new ideas and leading people in a new direction
Conflict management: the ability to de-escalate disagreements and orchestrate resolutions

20. 4) Social Skill (Con’t)
Building bonds: proficiency at cultivating and maintaining a web of relationships
Teamwork and collaboration: competence at promoting cooperation and building teams

21. Consider What do you think are your 3 greatest strengths?
How about your 3 greatest weaknesses?

22. Ethics and Leadership Build trust through a shared vision Empathy
Consistency
Integrity

23. Ethics and Leadership (Con’t)
Empathy—what does this mean to you?
Can a strong leader be empathetic without giving up “power”?
An empathetic leader “walks in our shoes”

24. Ethics and Leadership (Con’t)
Other traits of an empathetic leader:
Listens carefully
Validates feelings
Provides supportive feedback

25. Ethics and Leadership (Con’t)
Trust through consistent integrity
Constancy:
“A recent national study indicates that people would much rather follow individuals they can count on even when they disagree with their viewpoint, than people whose viewpoint they agree with but who flip-flop in getting there, or who could change at any time.”

26. 10 Commandments for Ethics on the Job (Goleman, p. 137)
What is your personal “Code of Conduct”?

27. Bottom Line You CAN grow your emotional intelligence
It does not happen overnight
It takes motivation and commitment

28. Main Source
Working with Emotional Intelligence by Daniel Goleman

29. A MILITARY PERSPECTIVE
LEADERSHIP & TEAMWORK
A MILITARY PERSPECTIVE
COL ® Gary E. Payne
4 MARCH 2005

30. LEADERSHIP DEFINED
Influencing people – by providing Purpose, Direction and Motivation –
While…
Operating to accomplish the mission and while…
Improving the organization

31. LEADER ACTIONS -- “DO”
Influencing – communicating, decision-making, motivating
Operating – planning, executing, assessing
Improving – developing, building, learning

32. LEADER SKILLS -- “KNOW”
INTERPERSONAL – competence dealing with people
CONCEPTUAL – competence in dealing with ideas
TECHNICAL – competence with job related tasks
TACTICAL – competence in combining the first three to accomplish a mission

33. LEADER VALUES – “BE” Loyalty Duty Respect Selfless-Service Honor
Integrity
Personal Courage

34. LEADER ATTRIBUTES – “BE”
Mental – Will, Initiative, Self-discipline, Judgement, Self-confidence, Intelligence
Physical – Health Fitness, Physical Fitness, Military Bearing, Professional Bearing
Emotional – Self Control, Balance, Stability

35. LEADER INFLUENCE
Direct (Mostly Direct) – Teams, Sections, Branches, Small Units, Small & Large Groups
ORGANIZATIONAL (Direct & Indirect) – Large Units & Organizations
STRATEGIC (Mostly Indirect) – Mass Organizations & Groups of Organizations

36. LEADERSHIP STYLES AT DIFFERENT LEVELS
Directing Direct
Participating Organizational
Delegating Strategic

37. TEAMWORK Highest Priority – Accomplish Team Goals Support Each Other
Collaborate Freely
Communicate Openly

38. TYPES OF TEAMS Committees – Investigative or Advising
Task Forces – Problem Solving
Integrated Product teams (IPT) – Project Management

39. BENEFITS OF A TEAM Collaboration Communication
Efficient Application of Resources
Decisions & Solutions
Committed
Quality

40. LEADERSHIP IN TEAM BUILDING
Participative
Bring the Group Together
Communicating
Goal Setting
Delegating
Rewarding
Facilitator

41. GEN® Colin Powell - LEADERSHIP
Effective leaders understand the KISS principle, Keep It Simple, Stupid. They articulate vivid, over-arching goals and values, which they use to drive daily behaviors and choices among competing alternatives. Their visions and priorities are lean and compelling, not cluttered and buzzword-laden. Their decisions are crisp and clear, not tentative and ambiguous. They convey an unwavering firmness and consistency in their actions, aligned with the picture of the future they paint. The result: clarity of purpose, credibility of leadership, and integrity in organization.

42. "Powell's Rules for Picking People:”
Look for intelligence and judgment, and most critically,
a capacity to anticipate, to see around corners. Also
look for loyalty, integrity, a high energy drive, a balanced
ego, and the drive to get things done.
How often do our recruitment and hiring processes tap into these attributes? More often than not, we ignore them in favor of length of resume, degrees and prior titles. A string of job descriptions a recruit held yesterday seem to be more important than who one is today, what they can contribute tomorrow, or how well their values mesh with those of the organization. You can train a bright, willing novice in the fundamentals of your business fairly readily, but it's a lot harder to train someone to have integrity, judgment, energy, balance, and the drive to get things done. Good leaders stack the deck in their favor right in the recruitment phase.