Leadership That Gets

ResultsAN ASSIGNMENT ON UB

BYGroup -

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PREPARED BY :

•AKSHAY M.R•GAWLI SOPAN BALIRAM•KEERTHANA B.S•SAMBIT

MISHRA•SHARAN G•SOWMYA C.L•VARUN.B

THE WORD LEADERSHIP CAN REFER TO:• THE PROCESS OF LEADING. • THOSE ENTITIES THAT

PERFORM ONE OR MORE ACTS OF LEADING. • THE ABILITY TO AFFECT

HUMAN BEHAVIOR SO AS TO ACCOMPLISH A MISSION DESIGNATED BY THE LEADER

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WHAT DOEFFECTIVE LEADERS

DO?

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“MOTIVATE PEOPLE”“SET STRATEGY”

“CREATE A MISSION”“BUILD CULTURE”

AND MANY OTHERS....

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A LEADER JOBIS TO GETRESULTS

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BREAKINGNEWS

ORGANIZATIONAL CLIMATECAN ACCOUNT FOR NEARLY

A THIRD OF FINANCIALPERFORMANCE

PRIMAL TASK—EMOTIONAL LEADERSHIP

• OPTIMISTIC

• AUTHENTIC

• HIGH-ENERGY

• SINCERE

• RESONANT

EFFECTIVE LEADERS ARE ALIKE IN ONE CRUCIAL WAY: THEY ALL HAVE A HIGH DEGREE OF EMOTIONAL INTELLIGENCE

•EMOTIONAL INTELLIGENCE (EI):• IS THE SIN QUA NON OF LEADERSHIP•WITHOUT EI, A PERSON CAN HAVE THE BEST

TRAINING IN THE WORLD AN ANALYTICAL MIND, AND AN ENDLESS SUPPLY OF SMART IDEAS BUT HE/SHE WON’T MAKE A GREAT LEADER.

COMPONENTS OF EMOTIONAL INTELLIGENCE

•SELF-AWARENESS•SELF-REGULATION•MOTIVATION• EMPATHY•SOCIAL SKILL

SELF-AWARENESS

• THE ABILITY TO RECOGNIZE AND UNDERSTAND YOUR MOODS, EMOTIONS, AND DRIVES AS WELL AS THEIR EFFECT ON OTHERS

•HALLMARKS:• KNOW THY-SELF• SELF-CONFIDENCE• REALISTIC SELF-ASSESSMENT• SELF-DEPRECATING SENSE OF

HUMOR

SELF-REGULATION

• THE ABILITY TO CONTROL OR REDIRECT DISRUPTIVE IMPULSES AND MOODS

•HALLMARKS:• TRUSTWORTHINESS AND INTEGRITY• COMFORT WITH AMBIGUITY• OPENNESS TO CHANGE

MOTIVATION

•A PASSION TO WORK FOR REASONS THAT GO BEYOND MONEY OR STATUS •A PROPENSITY TO PURSUE GOALS WITH

ENERGY• INTRINSIC VS. EXTRINSIC

•HALLMARKS:• STRONG DRIVE TO ACHIEVE• OPTIMISM, EVEN IN THE FACE

OF FAILURE• ORGANIZATIONAL COMMITMENT

EMPATHY

• THE ABILITY TO UNDERSTAND THE EMOTIONAL MAKEUP OF OTHER PEOPLE• A SKILL IN TREATING PEOPLE

ACCORDING TO THEIR EMOTIONAL REACTIONS

• HALLMARKS:• EXPERTISE IN BUILDING

AND RETAINING TALENT• CROSS-CULTURAL SENSITIVITY• SERVICE TO CLIENTS AND CUSTOMERS

SOCIAL SKILL

• PROFICIENCY IN MANAGING RELATIONSHIPS AND BUILDING NETWORKS• AN ABILITY TO FIND COMMON

GROUND AND BUILD RAPPORT

• HALLMARKS:• EFFECTIVENESS IN LEADING CHANGE• PERSUASIVENESS• EXPERTISE IN BUILDING AND

LEADING TEAMS

LEADERSHIP QUALITIES1. HUMILITY

2. INTEGRITY

3. TAKE RISK

4. DECISIVENESS

5. EMOTIONAL RESONANCE

6. BUILD TEAMS

7. PASSION

8. SELF-KNOWLEDGE

9. CONVICTION

10. DEDICATION

11. MAGNANIMITY

12. OPENNESS

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6 KEY FACTORS THAT INFLUENCE WORKING ENVIRONMENT#1 FLEXIBILITYHOW FREE EMPLOYEES FEEL TO INNOVATEWITHOUT UNENCUMBERED BY RED TAPE

#2 RESPONSIBILITYSENSE OF RESPONSIBILITY TO ORGANIZATION

#3 STANDARDSLEVEL OF STANDARDS THAT PEOPLE SET

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CONTD…#4 REWARDSSENSE OF ACCURACY ABOUT PERFORMANCEFEEDBACK AND APTNESS OF REWARDS

#5 CLARITYCLARITY ABOUT MISSION AND VALUES

#6 COMMITMENTLEVEL OF COMMITMENT TO COMMON PURPOSE

THEY INFLUENCE CLIMATE

FLEXIBILITY—HOW FREE EMPLOYEES FEEL TO INNOVATE

SENSE OF ACCURACY ABOUT REWARDS & FEEDBACK

CLARITY ABOUT MISSION & VALUES

COMMITMENT TO A COMMON PURPOSE

SENSE OF RESPONSIBILITY

STANDARDS PEOPLE SET

SIX KEY STYLES—LIKE CLUBS IN A GOLF PRO’S BAG COERCIVE

AUTHORITATIVE

AFFILIATIVE

DEMOCRATIC

PACESETTING

COACHING

COERCIVE

MODUS OPERANDI - DEMANDS IMMEDIATE COMPLIANCE STYLE IN A PHRASE - ’DO WHAT I TELL YOU’ EQ COMPETENCIES - DRIVE TO ACHIEVE, INITIATIVE, SELF-

CONTROL WHEN IT WORKS BEST - IN A CRISIS, TO KICK-START A

TURNAROUND, OR WITH PROBLEM EE’S IMPACT ON CLIMATE - NEGATIVE

AUTHORITATIVE

MODUS OPERANDI - MOBILIZES PEOPLE TOWARD A VISION STYLE IN A PHRASE - ’COME WITH ME’ EQ COMPETENCIES - SELF-CONFIDENCE, EMPATHY, CHANGE

CATALYST WHEN IT WORKS BEST - WHEN CHANGE REQUIRES A NEW

VISION, OR WHEN A CLEAR DIRECTION IS NEEDED

IMPACT ON CLIMATE –MOST STRONGLY POSITIVE

AFFILIATIVE

MODUS OPERANDI - CREATES HARMONY AND BUILDS BONDS STYLE IN A PHRASE - ’PEOPLE COME FIRST’ WHEN IT WORKS BEST - TO HEAL RIFTS IN A TEAM OR TO

MOTIVATE PEOPLE DURING STRESSFUL CIRCUMSTANCES EQ COMPETENCIES - EMPATHY, BUILDING RELATIONSHIPS,

COMMUNICATION IMPACT ON CLIMATE - POSITIVE

DEMOCRATIC

MODUS OPERANDI—FORGES CONSENSUS THROUGH PARTICIPATION

STYLE IN A PHRASE—’WHAT DO YOU THINK?’ WHEN IT WORKS BEST—TO BUILD BUY-IN OR CONSENSUS,

OR TO GET INPUT FROM VALUABLE EE’S IMPACT ON CLIMATE—POSITIVE EQ COMPETENCIES—COLLABORATION, TEAM LEADERSHIP,

COMMUNICATION

PACESETTING

MODUS OPERANDI—SETS HIGH STANDARDS FOR PERFORMANCE

STYLE IN A PHRASE—’DO AS I DO, NOW’ EQ COMPETENCIES—CONSCIENTIOUSNESS, DRIVE TO

ACHIEVE, INITIATIVE WHEN IT WORKS BEST—TO GET QUICK RESULTS FROM A

HIGHLY MOTIVATED AND COMPETENT TEAM IMPACT ON CLIMATE—NEGATIVE

COACHING

MODUS OPERANDI—DEVELOPS PEOPLE FOR THE FUTURE STYLE IN A PHRASE—’TRY THIS’ EQ COMPETENCIES—DEVELOPING OTHERS, EMPATHY, SELF-

AWARENESS WHEN IT WORKS BEST—TO HELP AN EE IMPROVE

PERFORMANCE OR DEVELOP LONG-TERM STRENGTHS

IMPACT ON CLIMATE—POSITIVE

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THE CHALLENGES

• ABILITY TO USE EACH OF THE LEADERSHIP STYLE IN THE RIGHT MEASURE, AT JUST THE RIGHT TIME. • TO GET THE BEST ORGANIZATIONAL CLIMATE AND

OPTIMIZES BUSINESS PERFORMANCE.

CONCLUSION

• TO BE A GREAT LEADER YOU NEED TO HAVE A HIGH EMOTIONAL INTELLIGENCE!• LEADERS WHO HAVE MASTERED FOUR OR MORE—

ESPECIALLY THE AUTHORITATIVE, DEMOCRATIC, AFFILIATIVE, AND COACHING STYLES—HAVE THE VERY BEST CLIMATE AND BUSINESS PERFORMANCE

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ALL CREDIT FOR CONTENT GOES TOLEADERSHIP THAT GETS RESULT

BY DANIEL GOLEMAN AND HAYGROUP

HARVARD BUSINESS REVIEW MARCH-APRIL 2000