5

Leadership Mind and Heart

Chapter Objectives

Recognize how mental models guide your behavior and relationships.

Engage in independent thinking by staying mentally alert, thinking critically, and being mindful rather than mindless.

Breaking out of categorized thinking patterns and open your mind to new ideas and multiple perspectives.

Begin to apply systems thinking and personal mastery to your activities at school or work.

Chapter Objectives (contd.)

Exercise emotional intelligence, including being self-aware, managing your emotions, motivating yourself, displaying empathy, and managing relationships.

Apply the difference between motivating others based on fear and motivating others based on love.

Mental Models

Theories people hold about specific systems in the world and their expected behavior

Mental Models

When we talk about mental models, we talk about assumptions and perception

Assumptions: Recall our attitudes towards employees based on our beliefs and attitudes, ie, Theory X and Y

Our perceptions also determine our behavior

We need to be aware of our assumptions and our perceptions, eg, stereotyping

Ex. 5.2 The Perception Process

Observation via the senses

Screening and selecting stimuli to process further

Organizing selected data into patterns for interpretation and response

Environmental stimuli

Stereotyping

The tendency to assign a person to a group or broad category and then to attribute widely held generalizations about the group to the individual

Leader’s Mind

Independent thinking Questioning assumptions and

interpreting data and events according to one’s own beliefs, ideas, and thinking, rather than pre-established rules or categories defined by others

Watch out for Pike Syndrome – power of conditioning that guides our thinking and behavior

Leader’s Mind

Mindfulness The process of continuously reevaluating

previously learned ways of doing things in the context of evolving information and shifting circumstances

This requires independent thinking and leader curiosity and learning

Companies that have gotten into legal/ethical troubles often had executives/board members who failed to question enough to challenge the status quo

Systems Thinking

The ability to see the synergy of the whole rather than just the separate elements of a system and to learn to reinforce or change whole system patterns

Systems Thinking

Success of each piece does not add up to the success of the whole

Sometimes, changing one part to make it better can result in the whole being less effective

Involve the relationship between the whole and the parts

A mental discipline for seeing patterns and relationships

Personal Mastery

The discipline of personal growth and learning, of mastering yourself in a way that facilitates leadership and achieves desired results

Embodies 3 qualities: Personal vision Facing reality Holding creative vision

Emotional Intelligence

•A person’s abilities to perceive, identify, understand, and successfully manage emotions in self and others•Some feel that emotions rather than intellectual ability drives our thinking and decision making, and our interpersonal relationships

Ex. 5.5 Eight Families of Emotions

Enjoyment

Anger Fear

Disgust Surprise

Shame Sadness

Love

Emotions

4 of the emotions have facial expressions that are universally recognised Fear Anger Sadness Enjoyment

Ex. 5.6 The Components of Emotional Intelligence

Self-Awareness

•Emotional self awareness•Accurate self-assessment•Self-confidence

Social Awareness

•Empathy•Organizational awareness•Service orientation

Self-Management

•Emotional self-control•Trustworthiness•Conscientiousness•Adaptability•Optimism•Achievement-orientation•Initiative

Relationship Management

•Development of others•Inspirational leadership•Influence•Communication•Change catalyst•Conflict management•Bond building•Teamwork and collaboration

AWARENESS

BEHAVIOR

SELF OTHERS

Emotional Intelligence

Leaders with high level of self-awareness learn to trust their gut feelings

Social awareness, empathy – being able to put yourself in others’ shoes

Relationship management implies being able to relate to others positively- Inspire others Listen and communicate clearly and

convincingly Inspire change

EQ - Implications

Charismatic and transformational leaders appeal via emotions, and hence have high EQ

EQ also applies to teams, where much of the organisational work is done

Leaders foster EQ team norms: Create strong group identity Build trust among members Instill a belief that they can be effective and

succeed

Types of Motivation

Fear-based Motivation Motivation based on fear of losing a job Motivation based on satisfying Maslow’s lower needs In this climate, employees would not give their best,

only what is required to keep the job Reduced effective communications (problems

suppressed) and avoidance of work Love-based Motivation

Motivation based on feeling valued in the job Employees give off their best and are willing to take

risks Motivation based on satisfying Maslow’s higher needs