Leading TeamsTerry A. Ring

Chemical EngineeringUniversity of Utah

Is it better for a leader to be loved or feared?

• Machiavelli 1469-1527

• Secretary to the Second Chancery of the Republic of Florence from 1498 to 1512

• The Prince

Leadership

• Industrial Hierarchy• Traditional hierarchical

organizations are best lead through the negative emotion of FEAR.• Machiavelli

• Superiors tell workers what to do.• Workers Defer to Authority.

• Either Agree or• Negative Consequences

Potential Emotional Consequences of Negative Managerial Actions

Is it better for a leader to be loved or feared?• Machiavelli 1469-1527

• It is better for a leader to be both loved and feared but that it takes a truly gifted person to accomplish this.

• And it will not last for very long!

Leadership

• Academic and/or knowledge-based Hierarchy• Traditional academic or knowledge-based companies

are best lead by a virtuous servant.• Authority comes from respect• Leaders behavior is consistently

• Courageous• Reverent

• Revers the skills of team members• Tempered

• High Emotional IQ (EQ) • or Emotional Intelligence (EI)

• EI can matter more than IQ!• Just

• Punishments fits the crimes• Wise

• All this requires compassionate communication skills

Courage

• “Emotional strengths that involve the exercise of will to accomplish goals in the face of opposition, external or internal”• Avenues for expression of courage

• attack – persist – fight;• retreat – disengage/avoid – flight;• resist – freeze;• approach – engage, relate.

Temperance

• “a disposition or pre-dispositional intention and capacity engrained in a leader’s character to respond to people and the world around him/her through the ability to strategically express or restrain thoughts, feelings, and behaviors based on the judgment on what would be most courageous, just, and wise in a given situation”• Example: Mature, temperate performance of someone who gracefully

responds to inappropriate provocation by others.• Counter Example: colleagues who seem totally incapable of effective

verbal or non-verbal restraint in virtually any situation.

Reverence

• “a disposition or pre-dispositional intention and capacity engrained in a leader’s character to respond to people and the world around him/her through the ability to feel and strategically enact or express respect, shame, and awe based on the judgment of what would be most courageous, just, and wise in a given situation”• “reverence is the virtue that keeps human beings from trying to act like gods”

Justice

• “engage in superior moral reasoning, demonstrate ethical behavior across the entire portfolio of responsibilities”• Key Requirement: developing a formal, moral point of view and

elaborating a personal, moral compass

Wisdom

• “an expert system in the fundamental pragmatics of organized human life”• discover or create the right thing to do• do the right thing in the right way; and • do it on the right time frame

• Making judgment calls is the essential job of a leader – in the end, little else but good judgment matters;• Long term success is the sole marker of good judgment – leaders do the

important things right;• Leaders make the calls and see to their execution – they work through and in

key relationships to get things done.

EQ or EI

Emotions are Complex

Emotions

Basic Emotions

Complex Emotions

EI Characteristics

Things that create EI

Leadership Roles

• Interpersonal Roles• Figurehead• Leader• Liaison• Establishes Working Environment

• Informational Roles• Monitor• Disseminator• Quality Control on all Outputs• Spokesperson

• Decision Roles• Entrepreneur• Disturbance Handler• Resource Allocator both time and money• Negotiator within the team and with management

Henry Mintzberg

Leadership Competencies

• Personal Competencies• Managing self internally• Managing self externally• Scheduling• Life-long Learner

• Interpersonal Competencies• Leading individuals• Leading groups• Leading the organizational unit• Administering• Linking the organization/unit• Coaching

• Informational Competencies• Communicating verbally• Communicating nonverbally• Analyzing• Quality Control on Written/Technical Materials

• Actional Competencies• Designing• Mobilizing

Henry Mintzberg

Leaders create the working environment for others.

• A respectful environment that celebrates the contributions of everyone (without consideration of race and gender).• Generate a safe environment that contributes to learning, innovation and

excellence.• These environment will get the most productivity and creativity out of people.

• Zero Tolerance• If the environment becomes hostile to anyone

• Those responsible pay with their jobs.• No second chances!• Future letters of recommendation are compromised.

How do you learn to be a leader?

• Practice• Trial and Error (and course correction)• As for a leadership mentor

• The key is• Do not do anything to lose the respect of your team!

Wolf in Sheep’s Clothing

• The great hypocrisy can also happen• Be aware that some leaders know how to gain your respect (and

manipulate you) but then do not deserve your respect by their actions behind closed doors.• How can you identify them?

• They tend to take credit when no credit is due them.• They will not be courageous for their team.• You will question their wisdom and