leadership & emotional intelligence

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  • 1. LEADERSHIP &EMOTIONAL INTELLIGENCE ORGANIZATIONAL LEADERSHIP GROUP 4 Presented by: Chandra Veer Singh Dulawat 11BM60030 Partha Pratim 11BM60041 Arun Kabra 11BM60046 Sumit Pal Singh 11BM60048 Rana Vishal Singh 11BM60110
  • 2. 12% of effective management strategy is knowledgeand 88% is dealing appropriately with people. - Stanford Research Institute
  • 3. 12% of effective management strategy is knowledgeand 88% is dealing appropriately with people. - Stanford Research Institute
  • 4. FROM MANAGING TO LEADING MANAGER LEADER Administers Innovates Is a copy Is an original Maintains Develops Focuses on systems & structure Focuses on people Relies on control Inspires trust Has a short range view Has a long range perspective Asks how and when Asks what and why Has his eye on the bottom line Has his eye on the horizon Imitates Originates Accepts the status quo Challenges the status quo Does things rightly Does the right things
  • 5. HOW TO BECOME A LEADER FROM A MANAGERCOURAGE is one of the most important attributes of a leader. Itencompasses the following: Courage to think differently Courage of conviction Courage to speak your mind Courage to overcome difficulties Courage to stand by your people Courage to admit mistakes Courage to take unpleasant decisions Courage to accept failure and try again Courage to question status quo
  • 6. MANAGING SELFLEADING by example is all about managing self and self-leadership.Managing self can be seen on eight dimensions: Managing Health Managing Self-Psychologically Managing Emotions Managing Time Managing Stress Managing Relationships Managing Profession Managing Change
  • 7. LEADERSHIP CHALLENGESWhat do we mean by the challenges of leadership?Being a leader is in itself a challenge. The challenges of leadership are reallyof three kinds: external, coming from people and situations; internal,stemming from within the leader himself; and those arising from the natureof the leadership role.Some particular times when challenges mayarise: When something new is about to start. When something is about to end. When times are tough During transitions.
  • 8. EXTERNAL CHALLENGESIts almost impossible to imagine a situation where a leader doesnt have tocope with external challenges. In an organization, social, economic, andpolitical forces in the larger world can affect the organization. Public criticism, especially uninformed criticism, of your group or mission. Crises, which could be tied to finances, politics, public relations , legal concerns Disasters. In a disaster, youre trying to deal with the worst in some way. Opposition and/or hostility from powerful forces (business groups, local government, an influential organization, etc.) A financial or political windfall. Sometimes an unexpected benefit can be harder to handle than a calamity. Collaboration with another group or organization may call upon a leader to define clearly the boundaries within which he can operate, and to balance the needs of his own group with those of the collaborative initiative
  • 9. HOW TO COPE WITH EXTERNAL CHALLENGESBe proactive. Ensures that you are in control of the situation rather than allowingthe situation to take control over you.Be creative. Try to think "outside the box," i.e. in unexpected but effective ways.Dont just look at the obvious, but consider a situation from all perspectives, andsearch for unusual ways to make things work.Face conflict squarely. This doesnt mean come out fighting, but rather identifyand acknowledge the conflict, and work to resolve it. This is true both for conflictwithin your group, and conflict between the group and others outside it.Always look for common ground. If theres opposition to what youre doing, itmay only be to one specific part of it, or may be based on misunderstanding.There are few groups or individuals who dont have some common interests. Ifyou can find those, you may have a basis for solving problems and making itpossible for people to work together.Retain your objectivity. If youre mediating a conflict within the organization,dont take sides, even if you think you know one side is right. That will come outif you mediate objectively and well.
  • 10. INTERNAL CHALLENGES Insecurity. Many people feel, at least some of the time, that theyre not up to the tasks they face. Insecurity of that sort keeps them from being proactive, from following their vision, from feeling like leaders. Defensiveness. Also born of insecurity, defensiveness shows up most often as an inability to take criticism and continuing hostility to anyone Lack of decisiveness. Sometimes its hard to make a decision. The reality is that leaders are called on to make decisions all the time, often with very little time to consider them. Inability to be direct when theres a problem. Many people want so badly to be liked, or are so afraid of hurting others, that they find it difficult to say anything negative. Inability to be objective. The inability to accurately identify the positive and negative in any situation and react appropriately can create serious problems. Impatience - with others and with situations.
  • 11. HOW TO COPE WITH INTERNAL CHALLENGESListen. Listen to peoples responses to your ideas, plans, and opinions. Listenmore than you talk. Listen to a broad range of people, not just to those whoagree with you.Ask for 360-degree feedback...and use it. This is feedback (peoples views ofyou) from everyone around you -staff, volunteers, Board, participants, people from other organizations orgroups yours works with - anyone you work with in any way.Look at whats going on around you. Taking a look around will tell you a lotabout what - and how - youre doing as a leader., whether the people youwork with are happy and enthusiastic etc.Reach out for help in facing internal challenges. Most of us find it difficult tochange entirely on our own. A psychotherapist, a good friend, a perceptivecolleague, or a trusted clergyman might be able to help you gain perspectiveon issues that you find hard to face.
  • 12. CONNECTING TO YOUR PEOPLE EMOTIONALLY:THE EI FACTOR Leaders should make people feel comfortable and develop a relationship in which they want to be close to the leader. Emotional intelligent leader tend to make better team players, and they are more effective at motivating themselves and others. EI is a form of social intelligence that involves the ability to monitor ones own and others feelings and emotions to discriminate among them, and to use this information to guide ones thinking and action. These EI competencies are not innate talents but learned abilities which has a unique contribution of making a leader more resonant and thus more effective. Great leaders recognize intuition or the gut feeling.
  • 13. CONNECTING TO YOUR PEOPLE EMOTIONALLY: THE EI FACTOR Leadership is the ability to connect to your people emotionally and infusing them with your passion and purpose and infusing them towards achieving organization goals. For this leader should have high levels of EI. EI encompasses qualities like initiative, team leadership, sensitivity, cooperativeness, flexibility, persuasiveness, optimism and resilience. Human behavior is determined by interplay of cognitive mind and emotional mind. For an appropriate behavior a balance is sought which is achieved by applying EI i.e. applying emotions for intelligent decision making. To be able to manage emotions effectively, it is desirable to avoid impulsive reactions to particular situation and adopt a constructive approach.

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