1000524-leadershiplecture

7/28/2019 1000524-leadershiplecture

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Leadership Style and Personal Impact

Tony Mayo

Indus TowerJune 12, 2013


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Agenda

1. Dilemmas of Leading and Managing

2. Understanding Your Leadership Style

3. Building Emotional Intelligence

4. Connecting Style and EQ


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DILEMMAS OF LEADING ANDMANAGING


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RoleGoal

Manager Leader

Threef

undamental

tasks

Cope with Complexity Cope with Change

Decide what

needs to be donePlanning and budgeting Setting direction

Create network

of people to do itOrganizing and staffing Aligning people

Ensure that it

gets done

Controlling and

problem solving

Motivating and

inspiring

Source: John Kotter

Leadership vs. Management


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Leading and Managing

High

Low

Low High

Leading Setting Direction

Aligning People

Motivating and Inspiring

Managing Planning and Budgeting

Organizing and Staffing

Controlling and Problem Solving

Source: John Kotter


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Understanding What the Situation Needs

Start-Up

Sustaining Success

Turnaround

Realignment


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Challenges & Resources

Situation Challenges Resources

Startups

Building structures and

systems from scratch

Building a cohesive high-

performing team

Making do with limitedresources

No preexisting rigidity in

peoples thinking

People are energized by

new possibilities

Ability to set your ownfoundation

Sustaining

Success

Living in the shadow of a

strong leader and the

team that he/she built

Playing good defense

Finding ways to take the

business to the next level

A strong team may be in

place

People are motivated to

succeed

Foundation for continued

success (pipeline)

Adapted from: Michael Watkins, Taking Charge in Your New Leadership Role

More

leadership, less

management

Need to balance

leadership and

management


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Challenges & Resources

Situation Challenges Resources

Turnaround

Re-energizing

demoralized employees or

other stakeholders

Time pressures

Fear

Everyone recognizes that

change is necessary, less

internal rivalry

Small wins can go a long

way Can be more directive

Realignment

Convincing employees

that change is necessary

Restructuring the top team

Building a coalition of

support for a new vision

The organization has

significant pockets of

strength

People want to see

themselves as successful

Adapted from: Michael Watkins, Taking Charge in Your New Leadership Role

More leadership

break out of

old ways

Heavy initial emphasis

on leadership, followed

by management


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Dilemmas of the Leading and Managing

Tension between leading and doing

Tension between short-term execution and long-

term strategic development needs

Time management is an issueoften feel out ofcontrol on at least one role and some level of guilt

Danger of abandoning one of the two roles


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Three Personal Solutions

1. Develop an Agenda

2. Cultivate Your Network

3. Leverage Yourself


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Solution #1: Develop an Agenda

Why?

A clear idea of your long-term

goals

An understanding of what you

must accomplish to get there

A screen to judge which activities

are most important

A means to make choices about

how to spend your time

Your Agenda

What is the agenda for my group?

What are our top 3 priorities?

What are our key success factors? Are there any changes in the firm

or competitive environment on the

horizon that might impact our

agenda?


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Solution #2: Cultivate Your Network

Given your agenda, who are you dependent on

now? Six months from now?

Describe the quality of your relationships?

mutual expectations

mutual trust mutual influence

Do you see any patterns in how effective yourrelationships are and characteristics of the other

party (level, function, demographics, style)? What can you do (strategy and tactics) to improve

your network?


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No Let it Help it Make itKey Players Commitment Happen Happen Happen

1.

2.

3.

4.

5.

Dependencies Chart


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Choosing Work Partners

Competent

Jerk

Lovable

Star

Incompetent

JerkLovable

Fool

Likeability

Below Average Above Average

C

ompetence

BelowAve

rage

AboveAverage

Source: Tiziana Casciaro


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UNDERSTANDING YOURLEADERSHIP STYLE


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Style

ValuesPersonality Experience

Sources of Leadership Style

Organization

Culture Development


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Style

ValuesPersonality Experience

Sources of Leadership Style

Organization

Culture Development


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Choosing a Style

No one style is best.

Not all styles are equally effective.

Effectiveness depends onfitwith self and situation.

SituationStyleSelffit fit


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Alignment of Style

Alignment and Fit

Situation

StyleSelf

Misfit

Situation

Self

Style


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Stretch Opportuni ties:

~ Aligned with goals

~ Practice new behaviors

~ Some discomfort

Misfit:

~ Searching for new goals~ Requires new identity

~ Inauthenticthis is not me

Calibrating Leadership Style


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Your Leadership Style

1. Where would you put

yourself?

2. If I polled(anonymously!) the

people that report to you,

where would they put

you?

Structure &

Direction

Support &

Development

Directive

Participative

Coaching


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Repertoire of Leadership Styles

Leadership Style

Directive Command and control.

Visionary Gain employee support by expressing challenges

and opportunities in organizational context.

Affiliative Emphasizes the employee and his or her emotional

needs.

Participative Collaborative and democratic.

Pacesetting Leading by example and personal heroics.

Coaching Focus on long-term employee development and

mentoring.

Source: Leadership Run Amok inHarvard Business Review, June 2006


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Repertoire of Leadership Styles

Leadership

Style When Most Effective Cautions

Directive Turnarounds Regular use can undermine morale

Visionary Most business situations, but

especially realignments and change

initiatives

Could stifle bottom-up creativity if

seen as overbearing

Affiliative Building team morale and trust Should not be used alone; lacks a

performance focus

Participative When a leader is not the expert

and/or when team buy-in is needed

Could lead to analysis-paralysis;

endless meetings and no decisions

Pacesetting When team is self-motivated,

competent, and task-focused

Could crush flexibility and lead to

micromanagement

Coaching When employees are open to

feedback and advice

Not effective if leader has little to

offer in the way of advice or if

employees are not open


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Assessing Your Style

Source: Hill, Brandeau, Stecker

Individual Collective1 2 3 4 5

Support Confrontation1 2 3 4 5

Learning &Development

Performance1 2 3 4 5

Improvisation Structure1 2 3 4 5

Long-term Short-term1 2 3 4 5

Bottom-up Top-down1 2 3 4 5


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Impact of Style on Organizational Culture

Country Club

Context

High

Performance

Context

Low

Performance

Context

Burnout

Context

Performance Management

Support and

Trust

Low High

Low

High


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BUILDING EMOTIONALINTELLIGENCE


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Best Boss/Worst Boss Exercise

Characteristics of Best Boss Characteristics of Worst Boss


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More than Just IQ

Communication Being able to listen, converse and

present

Adaptability Creative and constructive responses

to setbacks and obstacles

Personal

Management

Motivation to work, pride, a desire to

develop

Interpersonal

Effectiveness

Teamwork, co-operation, the skills to

negotiate

Organizational

Effectiveness

Leadership potential, the desire to

make a contribution

Daniel Goleman


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The capacity for recognizingour own feelings and those of others,

for motivating ourselves, for managing

emotions well in ourselves and in our

relationships.

Daniel Goleman

What is EQ?


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EQ

The Two Faces of Leadership

Competence Connection

IQ


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Key Differentiators by Level

EQ /

Leadership

Management Skills

Technical & Analytical Skills


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The Conceptual Model of Emotional Intelligence

OTHERSSELF

Self

Awareness

Social

Awareness

Self

Management

Relationship

Management

AWARENESS

performance

A

CTIONS

the characteristics that help us deliver

individually and through others

working co-operatively

addressing and resolving conflict

influencing individuals and groups

motivating a colleague

inspiring a team

developing or mentoring others


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OTHERSSELF

Self

Awareness

Social

Awareness

Self

Management

Relationship

Management

AWARENESS

performance

A

CTIONS







inspiring a team



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OTHERSSELF

Self

Awareness

Social

Awareness

Self

Management

Relationship

Management

AWARENESS

performance

A

CTIONS







inspiring a team



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Self-Awareness

OTHERSSELF

Social

Awareness

Self

Management

AWARENESS

A

CTIONS

Recognizing my emotions

Insight into how my emotions

impact others

Know my own strengths and

weaknesses

Self-confident

Self

Awareness

Relationship

Management


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Self-ManagementFire and Brakes

OTHERSSELF

Self

Awareness

Social

Awareness

Self

Management

Relationship

Management

AW

ARENESS

A

CTIONS

Achievement Orientation

strive to meet or exceed standards

of excellence

Positive Outlooksee

opportunities rather than threats;persist despite obstacles and

setbacks

Self-Controlkeep destructive

emotions and impulses in check,

especially under pressure

Adaptabilityopen to change

and new ideas; can juggle

multiple priorities


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CControl

To what extent do you thinkyou can influencewhatever happens next?

OOwnership

How likely are you to try to dosomething to improve

the situation, regardless of your role?

RReach

How far does it reach? How big or bad do you think it

will be? How large a shadow does it cast over all your

activities?

EEndurance

How longdo you think it will last or endure?

When Adversity Strikes

Stotlz,Adversity Quotient @ Work, 2000


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How the Elements Interact

CControl

OOwnership

Your I nvolvement in the Situation:

RReach

EEndurance

&

Magnitude of the I ssue:

&

Interdependent:

If you believe adversity is far-reaching, it is

more likely that it will Endure.

The longer you believe an adversity will

last, there is greater likelihood that it will

Reach into more aspects of your life.

Mutually reinforcing:

The more Control you feel, it is more

difficult to deflect accountability.

As you take more Ownership, you feel a

greater sense of Control over the situation.

Stotlz,Adversity Quotient @ Work, 2000


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Empathysense others feelings

and perspectives and take an active

interest in their concerns

(Individual Focus)

Organizational Awarenessread

a groups emotional state and power

relationships (Group Focus)

Social AwarenessTuning In/Curiosity

OTHERSSELF

Self

Awareness

Social

Awareness

Self

Management

Relationship

Management

AW

ARENESS

ACTIONS


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Relationship ManagementMaking a Difference

OTHERSSELF

Self

Awareness

Social

Awareness

Self

Management

Relationship

Management

AW

ARENESS

ACTIONS

Influencebuild consensus and supportfor ideas and suggestions (requires

empathy)

Inspirational Leadershipinspire

people and bring out their best (purpose)

Coach & Mentortake an active

interest in the developmental needs of

others

Conflict Managementnegotiate and

resolve conflict; ensure fair process

Teamworkbuild team spirit and

identity; collaborate with others toward

a shared goal


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Inspirational Leadership

Logoslogic of the argument Pathosemotional impact of the argument

Ethosvalues represented or expressed by leader

Ethos

Logos

Pathos


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CONNECTING STYLE AND EQ


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Connecting Style to EQ Competencies

Directive Achievement, emotional self-control

Visionary

Empathy, inspirational leadership, adaptability, influence

Affiliative Empathy, positive outlook

Participative

Teamwork, empathy

Pacesetting Achievement, organizational awareness

Coaching

Coach and mentor, empathy, self-awareness


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Why Building EQ is Challenging

Unaware of impact of our behavior on others.

Trapped by the three Es ego, emotions, and

escalation.

Hardwired to make a series of predictablemistakes or errors.

Unaware of institutional and cultural issues,

norms, or customs.

Building self-awareness is difficult.

Source: Bordone, 2012


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Causes of Partisan Perceptions

Data availability and selection varies

We each have access to different data

We pay attention to different data

We tend to pay more attention to data that confirmsexisting perceptions and experiences

We shut out or dismiss disconfirming data

We interpret data differently

Group dynamics can reinforce perceptions


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Fundamental Attribution Error

When we watch people behave, we tend to seetheir behavior as being caused by something about

them

When we explain our own behavior, we are farmore conscious of the pressures of the situation

Behavior is shaped profoundly by situational

factors


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Separate Impact and Intent

Aware of Unaware of

Our action Our intentions Impact on others

Action of the

other

Their impact on

us

Their intentions

Source: Bordone, 2012


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Balancing Advocacy and Inquiry

Stalemate

Imposing

Positions

Mutual

Learning

WithdrawalPotential

Inaction

High

Advocacy

Low

HighLow

Inquiry


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When Others Are Emotional

Typical Reaction

Minimize:

Calm down

Its not that bad Problem Solve:

What you need to understand

is?

Heres the answer

Consider

Listening and

acknowledging before joint

problem solving

Source: Program on Negotiation, HLS , 2008


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Emotionally Intelligent Leaders

Listen more than they talk

Emphasize the hows and whys, instead of simply

telling people what to do

Engage team members and recognize theircontributions rather than continually criticizing

and correcting their mistakes

Understand what energizes and engages people on

their teamsand create environments that foster

that energy

Adapt style to fit individuals and situations


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Knowing Your Direct Reports

Low Skill High Skill

High

Will

Low

WillDirect

Guide(Structure & Coach)

Delegate

Challenge:Support

& Push

(up or out)

Source: Blanchard & Hersey


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