Leadership Mind and Heart

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Leadership Mind and Heart. 5. 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. - PowerPoint PPT Presentation

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  • 5Leadership Mind and Heart

  • Chapter ObjectivesRecognize 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 ModelsTheories people hold about specific systems in the world and their expected behavior

  • Mental ModelsWhen we talk about mental models, we talk about assumptions and perceptionAssumptions: Recall our attitudes towards employees based on our beliefs and attitudes, ie, Theory X and YOur perceptions also determine our behaviorWe need to be aware of our assumptions and our perceptions, eg, stereotyping

  • Ex. 5.2 The Perception ProcessObservation via the sensesScreening and selecting stimuli to process furtherOrganizing selected data into patterns for interpretation and responseEnvironmental stimuli

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

  • Leaders MindIndependent thinkingQuestioning assumptions and interpreting data and events according to ones own beliefs, ideas, and thinking, rather than pre-established rules or categories defined by othersWatch out for Pike Syndrome power of conditioning that guides our thinking and behavior

  • Leaders MindMindfulnessThe process of continuously reevaluating previously learned ways of doing things in the context of evolving information and shifting circumstancesThis requires independent thinking and leader curiosity and learningCompanies that have gotten into legal/ethical troubles often had executives/board members who failed to question enough to challenge the status quo

  • Systems ThinkingThe 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 ThinkingSuccess of each piece does not add up to the success of the wholeSometimes, changing one part to make it better can result in the whole being less effectiveInvolve the relationship between the whole and the partsA mental discipline for seeing patterns and relationships

  • Personal MasteryThe discipline of personal growth and learning, of mastering yourself in a way that facilitates leadership and achieves desired resultsEmbodies 3 qualities:Personal visionFacing realityHolding creative vision

  • Emotional IntelligenceA persons abilities to perceive, identify, understand, and successfully manage emotions in self and othersSome feel that emotions rather than intellectual ability drives our thinking and decision making, and our interpersonal relationships

  • Ex. 5.5 Eight Families of EmotionsEnjoymentAngerFearDisgustSurpriseShameSadnessLove

  • Emotions4 of the emotions have facial expressions that are universally recognisedFearAngerSadness Enjoyment

  • Ex. 5.6 The Components of Emotional IntelligenceSelf-AwarenessEmotional self awarenessAccurate self-assessmentSelf-confidenceSocial AwarenessEmpathyOrganizational awarenessService orientationSelf-ManagementEmotional self-controlTrustworthinessConscientiousnessAdaptabilityOptimismAchievement-orientationInitiativeRelationship ManagementDevelopment of othersInspirational leadershipInfluenceCommunicationChange catalystConflict managementBond buildingTeamwork and collaborationAWARENESSBEHAVIOR SELF OTHERS

  • Emotional IntelligenceLeaders with high level of self-awareness learn to trust their gut feelingsSocial awareness, empathy being able to put yourself in others shoesRelationship management implies being able to relate to others positively-Inspire othersListen and communicate clearly and convincinglyInspire change

  • EQ - ImplicationsCharismatic and transformational leaders appeal via emotions, and hence have high EQEQ also applies to teams, where much of the organisational work is doneLeaders foster EQ team norms:Create strong group identityBuild trust among membersInstill a belief that they can be effective and succeed

  • Types of MotivationFear-based MotivationMotivation based on fear of losing a jobMotivation based on satisfying Maslows lower needsIn this climate, employees would not give their best, only what is required to keep the jobReduced effective communications (problems suppressed) and avoidance of workLove-based MotivationMotivation based on feeling valued in the jobEmployees give off their best and are willing to take risksMotivation based on satisfying Maslows higher needs