leadership through emotional intelligence

Download Leadership through Emotional Intelligence

Post on 09-Jul-2015



Leadership & Management

2 download

Embed Size (px)


We are all used to the concept of Intelligence quotient (IQ) for years, which is the outcome of standardized tests that are developed to measure and analyse the cognitive abilities of individuals, but according to Daniel Coleman is IQ enough measurement for people abilitiy to deliver on the job. Hence the concept of EQ, which is the ability to monitor one's own and other people's emotions, to discriminate between different emotions and use the emotional information to guide thinking and behaviors. This presentation though not exhaustive, will provide insights into how best people and especially leaders are to cultivate their EQ for better relationship building and understanding.


PowerPoint Presentation

Yinka Akinnubi


Leadership is about inspiring trust?Table of ContentS/NOutlineSlide number1Learning Objectives42What is Leadership?53Nature of Leadership7-104Leadership Across Culture115Sources of Managerial Power126Power- Key to Leadership13-157Empowerment168Leadership Model17-219Transactional VS Transformational2210Emotional Intelligence (EQ)23-2411EQ & IQ2512EQ Framework2613EQ & Leadership2714References28Learning Objectives?By end of presentation, you will understand:The concept of Leadership and its characteristicsLeadership StylesLeadership ModelsEmotional 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? CaringApproachableHas IntegrityAccepting of peopleRespectfulAffirmingUnderstandingEnthusiasticThoughtful

Bring out the best in peoplePositiveSupportiveHas a visionGood listenerChallengingInspiringSense of Humour

Most Common Characteristics6Personal Leadership StyleThe 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 LeadershipPersonal Leadership Style8Autocratic style of leadershipA leader who centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation

Democratic style of leadershipA leader who involves employees in decision making, delegates authority, encourages participation in deciding work methods and goals, and uses feedback to coach employeesA democratic-consultative leader seeks input and hears the concerns and issues of employees but makes the final decision him or herselfA democratic-participative leader often allows employees to have a say in whats decided

Resonant VisionaryCoachingDemocratic

Personal Leadership Style9DissonantCommanding

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 LeadershipLeadership 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 PowerPower: The Key to LeadershipLegitimate PowerThe authority that a manager has by virtue of his or her position in the firm.

Reward PowerThe 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 LeadershipCoercive PowerThe ability of a manager to punish others.Examples: verbal reprimand, pay cuts, and dismissalLimited in effectiveness and application; can have serious negative side effects.

Expert PowerPower 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 LeadershipReferent 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 modelEmpowerment: An Ingredient in Modern MgtThe 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 managers ability to get things doneEmpowerment increases workers involvement, motivation, and commitmentEmpowerment gives managers more time to concentrate on their pressing concerns

Leadership ModelsTrait ModelAttempt 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 ModelsBehavioral ModelIdentifies 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 themManagers look out for the well-being of their subordinatesDo 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 effectiveManagers assign tasks to groups and let subordinates know what is expected of them

Contingency Models of LeadershipWhat 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 Fiedlers ModelEffective 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 CharacteristicsLeader-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 leaders 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.

Fiedlers Model Transactional versus Transformational Leadership Behaviors22Transactional Leadership BehaviorsUse their reward and coercive powers to encourage high performancethey exchange rewards for performance and punish failure.Push subordinates to change but do not seem to change themselves.

Transformational Leadership BehaviorsLeadership 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 ones ability to succeed in coping with environmental demands and pressures Reuven Bar OnIt is a factor in determining ones ability to succeed in lifeRelates 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)Dr. R. F. Harshberger - 10/30-31/0724How does EQ differ from IQEQ focuses on developing an understanding of and ability to mange emotionsEQ can be developed and enhanced through lifeUntil recent years EQ has been over looked in predicting a persons potential for successIQ focuses upon developing cognitive abilities and is more academically orientatedIQ is thought to be established at birth and cannot be enhancedIQ has traditionally been used to predict a persons potential for success

EQ Competencies FrameworkSelf-Awareness Emotional self-awareness Accurate self-assessment Self-confidenceSocial Awareness Empathy Organizational awareness ServiceSelf-Management Self-control Transparency Adaptability Achievement Initiative OptimismRelationship Management Influence Inspirational leadership Developing others Change catalyst Conflict management Teamwork and collaboration EQ and LeadershipThe Moods of LeadersGroups whose leaders experienced positive moods had better coordination.Groups whose leaders experienced negative moods exerted more effort.Emotional IntelligenceHelps leaders develop a vision for their firm.Helps motivate subordinates to commit to the vision.Energizes subordinates to work to achieve the vision.

ReferencesBacon, 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.


View more >