a toolkit for change utilizing different leadership styles to leverage results matt zatorski...
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A Toolkit for ChangeUtilizing Different Leadership Styles to Leverage Results
Matt ZatorskiCoordinatorInstitute for Rowing Leadership
Hello, my name is Matt…
Introduction – Leadership… What is it?
Part I – Emotional Intelligence
Part II – Styles of Leadership
Part III – A Roadmap to Personal
Development
A Toolkit for Change
LEADERSHIP
What are we talking about?
Transformational leaders are those who stimulate and inspire followers to both achieve extraordinary outcomes and, in the process, develop their own leadership capacity. (Bass, 1985)
More evidence has been accumulated to demonstrate that transformational leadership can move followers to exceed expected performance (Bass, 1985, 1998).
One Definition: Transformational Leadership
“She is a born leader.”
Leadership develops through hard work and careful observation. Forsyth, D. R. (2009). Group dynamics (5th
ed.). Pacific Grove, CA: Brooks/Cole.
The Pervasive Myth of Leadership
Defining Emotional Intelligence
Four Fundamental Capabilities
Corresponding Competencies
Developmental Processes
Emotional Intelligence (EI)
Being aware of… How we feel How other’s feel Why we feel that way What we can do about it
Emotional Intelligence
Emotional intelligence is not about being nice all the time. It’s about being honest.
Emotional intelligence is not about being touchy-feely. It is about being aware of your feelings, and
those of others. Emotional intelligence is not about being
emotional. It is about being smart with your emotions.
Emotional Intelligence: A Primer
Emotional Intelligence: A Primer
Relating to Ourselves
Self-Awareness
Self-Management
Relating to Others
Social Awareness
Social Skill
The ability to read one's emotions and recognize their impact while using gut feelings to guide decisions.
• Emotional self-awareness
• Accurate self-assessment
• Self-confidence
Self-Awareness
Becoming More Self-Aware
Learn the difference between thoughts and
feelings.
Be open to input
from others
Ask yourself how you’re
feeling throughout the
day and be honest.
Involves controlling one's emotions and impulses and adapting to changing circumstances.
• Self-control• Trustworthiness• Conscientiousness• Adaptability• Achievement
Orientation• Initiative
Self-Management
Monitor your self talk.
Accept responsibility for your emotional responses in the
workplace.
Anticipate the emotional “triggers”
and prepare to manage them.
Reframe an irritating situation in to a problem solving
exercise.
Use humor!
Never underestimate the power of taking
deep breaths.
Remove yourself from the situation and keep moving.
Be aware of how you explain setbacks to
yourself… Be realistic!
Connect your goals to your values to get
energized.
Strive for reaching a “flow” state while
working on projects.
Visualization
Keep Learning
Monitor your self talk.
Accept responsibility for your emotional responses in the
workplace.
Anticipate the emotional “triggers”
and prepare to manage them.
Reframe an irritating situation in to a problem solving
exercise.Use humor!
Never underestimate the
power of taking deep breaths.
Remove yourself from the situation and keep moving.
Be aware of how you explain setbacks to
yourself… Be realistic!
Connect your goals to your values to get
energized.
Strive for reaching a “flow” state while
working on projects.
Visualization
Keep Learning
The ability to sense, understand, and react to others' emotions while comprehending social networks.
• Empathy
• Organizational Awareness
• Service Orientation
Social Awareness
Developing Social Awarenes
s
Share and be honest about your feelings
Be consistent so that your spoken
and unspoken messages match.
Take the kinder road whenever possible.
Try to see from the other person’s
perspective
The ability to inspire, influence, and develop others while managing conflict.
• Visionary Leadership• Influence• Developing Others• Communication• Change Catalyst• Conflict
Management• Building Bonds• Teamwork and
Collaboration
Social Skill
How to build
relationships
Share your passion and enthusiasm for your job
and the organization’s
vision—it’s contagious!
Create an inspiring
work environme
nt
Engage in creative
brainstorming.
Be willing to coach or mentor
others and be open to being
coached yourself.
Coercive, Authoritative, Affiliative, Democratic, Pacesetting, Coaching Leader’s MO What they say Underlying EI Competencies Situational Applications
6 Styles of Leadership
Coercive
Leader’s modus
operandi
Demands immediate compliance
In other words… “Do what I tell you.”
Underlying emotional
intelligence competenci
es
Drive to achieve, initiative, self-control
Works best…
In a crisis, to kick start a turnaround, or with problem athletes/staff
Authoritative
Leader’s modus
operandi
Mobilizes people toward a vision
In other words… “Come with me.”
Underlying emotional
intelligence competenci
es
Self-confidence, empathy, change
catalyst
Works best…
When change requires a new vision, or when
clear direction is needed
Affiliative
Leader’s modus
operandi
Creates harmony and builds emotional bonds
In other words… “People come first.”
Underlying emotional
intelligence competenci
es
Empathy, building relationships,
communication
Works best…
To heal rifts in a team, or to motivate people
during stressful circumstances
Democratic
Leader’s modus
operandi
Forges consensus through participation
In other words… “What do you think?”
Underlying emotional
intelligence competenci
es
Collaboration, team leadership,
communication
Works best…
To build buy-in or consensus, or to get input from valuable
athletes/staff
Pacesetting
Leader’s modus
operandi
Sets high standards fro performance
In other words… “Do as I do, now.”
Underlying emotional
intelligence competenci
es
Conscientiousness, drive to achieve,
initiative
Works best…
To get quick results from a highly
motivated and competent team
Coaching
Leader’s modus
operandi
Develops people for the future
In other words… “Try this.”
Underlying emotional
intelligence competenci
es
Developing others, empathy, emotional
self-awareness
Works best…
To help an athlete/staff member improve performance or
develop long-term strengths
The Impact of Leadership Styles on
Drivers of Climate
Coercive
Authoritative
Affiliative
Democratic
Pacesetting
Coaching
Flexibility -.28 .32 .27 .28 -.07 .17
Responsibility -.37 .21 .16 .23 .04 .08
Standards .02 .38 .31 .22 -.27 .39
Rewards 1.18 .54 .48 .42 -.29 .43
Clarity -.11 .44 .37 .35 -.28 .38
Commitment -.13 .35 .34 .26 -.20 .27
OVERALL -.26 .54 .46 .43 -.25 .42
Where do I go from here?
Self Evaluation Assessment and
discovery Capitalize on your own
strengths Identify areas for growth Be honest and objective
about your skills and abilities
Action Planning Prepare an Action Plan Make goals achievable
and measurable Don’t overwhelm yourself!
Take on one or two areas for improvement at a time
Review and make changes to your plan as needed
Where do I go from here?
Practice New Skills and Behaviors Practice in a safe
environment Partner w/someone who
will give you constructive feedback on your progress
Don’t go back… FULL STEAM AHEAD!
Evaluate Your Success
Review your Action Plan often
Raise Your expectations for yourself
Celebrate small changes
References
Bass, B.M. (1985). Leadership and performance beyond expectations. New York: Free Press.
Bass, B.M. (1990). Bass and Stogdill’s handbook of leadership: theory, reasearch and managerial applications, 3rd ed. New York: Free press.
Goleman, Daniel. (2000) Leadership that gets results. Harvard Business Review.
Goleman, D. (1998). Working with emotional intelligence. New York: Bantam Books