‘Yinka Akinnubi

LEADERSHIP THROUGH EMOTIONAL

INTELLIGENCE (EQ)

LEADERSHIP IS ABOUT INSPIRING TRUST?

TABLE OF CONTENT

S/N Outline Slide number

1 Learning Objectives 4

2 What is Leadership? 5

3 Nature of Leadership 7-10

4 Leadership Across Culture 11

5 Sources of Managerial Power 12

6 Power- Key to Leadership 13-15

7 Empowerment 16

8 Leadership Model 17-21

9 Transactional VS Transformational 22

10 Emotional Intelligence (EQ) 23-24

11 EQ & IQ 25

12 EQ Framework 26

13 EQ & Leadership 27

14 References 28

LEARNING OBJECTIVES?

By end of presentation, you will understand:

• The concept of Leadership and its characteristics

• Leadership Styles

• Leadership Models

• Emotional Intelligence

"Leadership is a process whereby an individual influences a group of individuals to achieve a common goal."-

Peter G. Northouse

‘‘ Leadership is about the relationship between the leader and the people around him or her’’. - Richard Boyatzis

(Professor, Departments of Organizational Behaviour, Psychology, and Cognitive Science, Case Western Reserve

University, Cleveland Ohio, USA)

What is Leadership?

• Caring

• Approachable

• Has Integrity

• Accepting of people

• Respectful

• Affirming

• Understanding

• Enthusiastic

• Thoughtful

• Bring out the best in people

• Positive

• Supportive

• Has a vision

• Good listener

• Challenging

• Inspiring

• Sense of Humour

Most Common Characteristics

Personal Leadership Style

The specific ways in which a manager chooses to influence others shapes the way that manager

approaches the other principal tasks of management.

The challenge is for managers at all levels to develop an effective personal management

style.

The Nature of Leadership

PERSONAL LEADERSHIP STYLE

8

Autocratic style of leadership

A leader who centralizes authority, dictates work methods, makes unilateral decisions, and limits

employee participation

Democratic style of leadership

A leader who involves employees in decision making, delegates authority, encourages participation in

deciding work methods and goals, and uses feedback to coach employees

A democratic-consultative leader seeks input and hears the concerns and issues of employees but makes

the final decision him or herself

A democratic-participative leader often allows employees to have a say in what’s decided

Resonant

• Visionary

• Coaching

• Democratic

PERSONAL LEADERSHIP STYLE

9

Dissonant

• Commanding

Distinction between managers and leaders

Managers establish and implement procedures to ensure smooth functioning

Leaders look to the future and chart the course for the organization

The Nature of Leadership

Leadership styles may vary among different countries

or cultures.

European managers tend to be more people-oriented than American or Japanese

managers.

Japanese managers are group-oriented, while U.S managers focuses more on

profitability.

Leadership Across Cultures

Sources of Managerial Power

Power: The Key to Leadership

Legitimate Power

The authority that a manager has by virtue of his or her

position in the firm.

Reward Power

The ability of a manager to give or withhold tangible and

intangible rewards.

Effective managers use reward power to signal to

employees that they are doing a good job.

Power: The Key to Leadership

• Coercive Power

The ability of a manager to punish others.

• Examples: verbal reprimand, pay cuts, and dismissal

• Limited in effectiveness and application; can have serious negative side effects.

• Expert Power

• Power that is based on special knowledge, skills, and expertise that the leader possesses.

• Tends to be used in a guiding or coaching manner

Power: The Key to Leadership

• Referent Power

Power that comes from subordinates’ and coworkers’ respect , admiration, and loyalty

Possessed by managers who are likable and whom subordinates wish to use as a role model

Empowerment: An Ingredient in Modern Mgt

The process of giving employees at all levels in the organization

the authority to make decisions, be responsible for their outcomes,

improve quality, and cut costs :-

• Empowerment increases a manager’s ability to get things

done

• Empowerment increases workers’ involvement, motivation,

and commitment

• Empowerment gives managers more time to concentrate on

their pressing concerns

Leadership Models

• Trait Model

Attempt to identify personal characteristics that cause for effective leadership.

Research shows that certain personal characteristics do appear to be connected to effective leadership.

Many “traits” are the result of skills and knowledge and effective leaders do not necessarily possess all of these

traits.

Leadership Models

Behavioral Model

Identifies the two basic types of behavior that many leaders engaged in to influence their subordinates:-

Consideration: leaders show subordinates they trust, respect, and care about them

Managers look out for the well-being of their subordinates

Do what they can to help subordinates feel good and enjoy the work they perform

Initiating structure: leaders take steps to make sure that work gets done, subordinates perform their work

acceptably, and the organization is efficient and effective

Managers assign tasks to groups and let subordinates know what is expected of them

Contingency Models of Leadership

– What makes a manager an effective leader in one situation is

not necessarily what that manager needs to be equally

effective in another situation

– Whether or not a manager is an effective leader is the result

of the interplay between what the manager is like, what he

does, and the situation in which leadership takes place.

Contingency Models of Leadership

Fiedler’s Model

Effective leadership is contingent on both the characteristics of the leader and of the situation.

Relationship-oriented style: leaders concerned with developing good relations with their

subordinates and to be liked by them.

Task-oriented style: leaders whose primary concern is to ensure that subordinates perform at a

high level so the job gets done.

• Situation Characteristics

Leader-member relations – extent to which followers like, trust, and are loyal to

their leader

Task structure – extent to which the work to be performed is clear-cut so that a

leader’s subordinates know what needs to be accomplished and how to go about

doing it

Position Power - the amount of legitimate, reward, and coercive power leaders

have due to their position. When positional power is strong, leadership opportunity

becomes more favorable.

Fiedler’s Model

TRANSACTIONAL VERSUS TRANSFORMATIONAL LEADERSHIP BEHAVIORS

22

• Transactional Leadership Behaviors

– Use their reward and coercive powers to encourage high performance—they exchange rewards for

performance and punish failure.

– Push subordinates to change but do not seem to change themselves.

• Transformational Leadership Behaviors

– Leadership that makes subordinates aware of the importance of their jobs are for the organization and how

necessary it is for them to perform those jobs as best they can so that the organization can attain its goals.

EMOTIONAL INTELLIGENCE (EQ)

“An array of capabilities, competencies and skills that influence one’s ability to

succeed in coping with environmental demands and pressures” Reuven Bar On

It is a factor in determining one’s ability to succeed in life

Relates to potential for performance

“We are being judged by a

new yardstick; not just how

smart we are, or by our

training and expertise, but

also how well we handle

ourselves and each other.”

Daniel Goleman, Ph.D.

Working with

Emotional Intelligence

Emotional Intelligence (EQ)

HOW DOES EQ DIFFER FROM IQ

EQ focuses on developing an

understanding of and ability to

mange emotions

EQ can be developed and

enhanced through life

Until recent years EQ has been

over looked in predicting a

persons potential for success

IQ focuses upon developing cognitive

abilities and is more academically

orientated

IQ is thought to be established at birth

and cannot be enhanced

IQ has traditionally been used to

predict a persons potential for success

EQ COMPETENCIES FRAMEWORK

Self-Awareness

Emotional self-awareness

Accurate self-assessment

Self-confidence

Social Awareness

Empathy

Organizational awareness

Service

Self-Management

Self-control

Transparency

Adaptability

Achievement

Initiative

Optimism

Relationship Management

Influence

Inspirational leadership

Developing others

Change catalyst

Conflict management

Teamwork and collaboration

EQ AND LEADERSHIP

The Moods of Leaders

• Groups whose leaders experienced positive moods had better coordination.

• Groups whose leaders experienced negative moods exerted more effort.

Emotional Intelligence

• Helps leaders develop a vision for their firm.

• Helps motivate subordinates to commit to the vision.

• Energizes subordinates to work to achieve the vision.

References

Bacon, T. & Spear, K. (2003). Adaptive coaching. Mountain View, CA: Davies-Black Publishing.

Bergquist, W. (2004). Appendix D. Professional coaching: A preliminary taxonomy. In the Research Council of the ICCO and

the Research and Development Committee of the ICF, The Stewarship Forum: Research and Theory for Coaching in

Organizations, proposal submitted to Wingspread Foundation.

Bossidy, Larry and Charan, Ram. Execution: The discipline of getting things done. New York: Crown Publishing, 2002.

Boyatzis, R.E. (1982). The competent manager. New York: John Wiley & Sons, Inc.

Buckingham, M. (2005). The one thing you need to know. New York: Free Press.

Charan, R., Drotter, S., & Noel, J. (2001). The leadership pipeline. San Francisco: Jossey-Bass.

Goleman, D. (2004). What makes a leader? Harvard Business Review, 82(1), 82-91.

Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal leadership. Boston, MA: Harvard Business School Press.