9. Describe the five discoveries of self-directed learning.

Self-Directed Learning consists of 5 'discoveries'. The goal is to use each discovery as

a tool for making the changes needed to become an emotionally intelligent leader. These 5
discoveries are not chronological but are a continuous process of improvement and change. The
cycle has neither start nor finish, and is a life-long process of growth, adaption and change. The
First discovery: My ideal self who do I want to be?
In this stage if you are able to vision an ideal of yourself as a leader, you will feel more
motivated to develop or change your leadership abilities. This vision can come from various
sources, but in especially executive coaching, the coach plays an important role in shaping this
ideal you. It is based on your hopes, wishes, values and commitments, rather than on your
intellectual capabilities. It will always works from your strengths.
The second discovery: My real self who am I? What are my strengths and gaps?
How do you act, how do others view you, what is limiting you and where are you at best? Some
of these observations will be consistent with your ideal self, and some will represent gaps
between whom you are and who you want to be. This realization of your strengths and gaps
prepares the way for changing your leadership style. Your executive coach will help you, based
on observations, to understand your current style.
The third discovery: My learning agenda how can I build on my strengths while reducing my
gaps?
On the third stage yours learning agenda will focus on improving your abilities, which you need
to develop further in order to become your ideal you. It is a plan of action, providing detailed
guidance on what new things to try each day, building on your strengths and moving you closer
to your ideal. It should fit within your working and private realities. You set your learning
agenda in close cooperation with your executive coach.
The fourth discovery: Experimenting with and practicing new thoughts, behaviors and feelings to
the point of mastery.
In this stage, you practice your new leadership skills. This is the only way how learning will
become effective: by bringing it into practice each day. Some new ideas might be successful, and
some not. Learn from your mistakes and ensure that good things will stay.
The fifth discovery: Developing supportive and trusting relationships that make change possible
In this stage you cannot adapt new leadership skills without having people around you who can
help you in realizing your ambitions. Honest feedback, critique and appraisal are important for
continuous learning and improving. Although the method is called "Self-Directed Learning",
actually you cannot do this on your own. Executive coaching supports in this role.
8. What are the six leadership styles under (EI)? Describe each.
1. Visionary. The visionary leader articulates where a group is going, but not how it gets there
setting people free to innovate, experiment and take calculated risks. Inspirational leadership
is the emotional intelligence competence that most strongly undergirds the visionary style.
Transparency, another EI competency, is also crucial. If a leaders vision is disingenuous, people
sense it. The EI competency that matters most too visionary leadership, however, is empathy.
The ability to sense what others feel and understand their perspectives helps leader articulate a
truly inspirational vision.
2. Coaching. The coaching style is really the art of the one-on-one. Coaches help people identify
their unique strengths and weaknesses, tying those to their personal and career aspirations.
Effective coaching exemplifies the EI competency of developing others, which lets a leader act
as a counselor. It works hand in hand with two other competencies: emotional awareness and
empathy.
3. Affiliative. The Affiliative Leader creates people connections and thus harmony within the
organization. It is a very collaborative style which focuses on emotional needs over work needs.
When done badly, it avoids emotionally distressing situations such as negative feedback. Done
well, it is often used alongside visionary leadership. It is best used for healing rifts and getting
through stressful situations. It has a positive impact on climate.
4. Democratic. A democratic leader builds on a triad of EI abilities: teamwork and collaboration,
conflict management and influence. Democratic leaders are great listeners and true collaborators.
They know how to quell conflict and create harmony. Empathy also plays a role. A democratic
approach works best when as a leader, you are unsure what direction to take and need ideas from
able employees. For example, IBMs Louis Gerstner, an outsider to the computer industry when
he became CEO of the ailing giant, relied on seasoned colleagues for advice.
5. Pacesetting. Pacesetting as a leadership style must be applied sparingly, restricted to settings
where it truly works. Common wisdom holds that pacesetting is admirable. The leader holds and
exemplifies high standards for performance. He is obsessive about doing things better and faster,
quickly pinpointing poor performers. Unfortunately, applied excessively, pacesetting can
backfire and lead to low morale as workers think they are being pushed too hard or that the
leader doesnt trust them to get their job done. The emotional intelligence foundation of a
pacesetter is the drive to achieve through improved performance and the initiative to seize
opportunities. But a pacesetter that lacks empathy can easily be blinded to the pain of those who
achieve what the leader demands. Pacesetting works best when combined with the passion of the
visionary style and the team building of the affiliate style
6. Commanding. The Commanding Leader soothes fears and gives clear directions by his or her
powerful stance, commanding and expecting full compliance (agreement is not needed). They
need emotional self-control for success and can seem cold and distant. This approach is best in
times of crisis when you need unquestioned rapid action and with problem employees who do
not respond to other methods.
3. Under(EI), what are the four main competencies of a leader and the
elements of each ?
There are four competencies to emotional intelligence: selfawareness, self-management,
social awareness and relationships management. . These competencies are the vehicles of primal
leadership. Even the most outstanding leader will not have all competencies. Effective leaders,
though, exhibit at least one competency from each of the domains.
Self-awareness
Emotional self-awareness: Reading ones own emotions and recognizing their impact and
using gut sense to guide decisions.
Accurate self-assessment: Knowing onesstrengths and limits.
Self-confidence: A sound sense of ones self-worth and capabilities.
Self-management
Emotional self-control: Keeping disruptive emotions and impulses under control.
Transparency: Displaying honesty, integrity and trustworthiness.
Adaptability: Flexibility in adapting to changing situations or overcoming obstacles.
Achievement: The drive to improve performance to meet inner standards of excellence.
Initiative: Readiness to act and seize opportunities.
Optimism: Seeing the upside in events.
Social Awareness
Empathy: Sensing others emotions, understanding their perspective, and taking active interest
in their concerns.
Organizational awareness: Reading the currents, decision networks, and politics at the
organizationallevel.
Service: Recognizing and meeting follower, client or customer needs.
Relationship Management
Inspirational leadership: Guiding and motivating with a compelling vision.
Influence: Wielding a range of tactics for persuasion.
Developing others: Bolstering others abilities through feedback and guidance.
Change catalyst: Initiating, managing and leading in new directions.
Building bonds: Cultivating and maintaining relationship webs.
Teamwork and collaboration: Cooperation and team-building.
7. What are the characteristic of a person whom is trustworthy and
conscientious? Explain each characteristic.
1.Dependability - In order to be considered trustworthy, you must be able to
demonstrate that others can depend on you and can rely on you to do what you said you would
do.It is important that this occurs not only in the 'big' things, but in even the 'little' things as this is
an indicator for all things.This must also be achieved without supervision and the need for
someone continually checking on methodology and progress.It is being faithful and keeping
promises even when it is costly or inconvenient to do so.It is being utterly reliable, not dependent
on whether your feelings have changed, or whether circumstances have changed.The more often
you are able to demonstrate that you can be relied upon, the more the dependability factor will be
increased.This is one of the factors important in helping trust grow
2. Integrity-In order to be considered trustworthy you must be full of integrity.This means always
doing what you say you will do - always speaking the truth for the other's greater good, and never
intentionally misleading other people.It is honestly matching words and feelings with thoughts and
actions. There can be no compromise in business dealings through seeking personal financial
advantage.Integrity means that speech and behaviour will conform to a high ethical code, and
truthfulness will be exercised with wisdom and discretion.It is about delivering the right information to the
right person at the right time, and in the right manner.Integrity has no desire other than for the greater
good of other people. It has no desire to deceive, take advantage of or manipulate.Integrity denotes
having a value system of the highest order
3. Credibility
In order to be considered trustworthy, it is necessary to demonstrate your credibility.
Credibility speaks about your qualification to do the task in hand. It refers to your technical ability to hold
the title Trustworthy adviser.
Credibility is also about your professional ability to achieve what you promised to achieve. This may start
with testimonials from other people who have experience of your advisery capacity.
This does not just apply to the content of what you do but also the attitude with which you carry out your
work.
In content it is important to be accurate and honest, not exaggerating or making false claims - not telling
lies, always the truth, even if at times this is difficult.
Choosing the best time and delivering with grace are good rules for delivering some difficult truths. The
receiver needs to know that you are for them - on their side - and will be more willing to receive if the truth
is not punctuated with criticism.
Credibility qualifies you to offer a considered solution, in a manner that instils confidence in the receiver.

4. Empathy
In order to be considered trustworthy, you must be able to demonstrate empathy.
Empathy is the power of imaginatively entering another person's experience and conveying this to the
other person so they know that you are travelling with them on this particular journey.
It is showing a genuine interest in people and their views and feelings.
It is being good at valuing individuals and welcoming their contributions and ideas in projects and
discussions.
The person, who has learned to empathise, knows how to make other people feel secure, respected,
important and valued.
Empathy requires both sensitivity and a commitment of time, the willingness to operate on other people's
schedules rather than be focussed on your own needs.
Empathy produces loyalty which says I will be for you even when others may be against you. I will defend
you even when it costs me something or puts me at some kind of risk.
Self Interest
In order to be considered trustworthy, it is necessary to demonstrate a low level of self-interest. Instead
you should demonstrate a high level of selflessness.
That means not always being motivated by getting your own needs met, rather being motivated by
meeting the needs of the client. Greed is often a powerful driver in self-interest. This is best dealt with by
always having a desire for the client's greater good, rather than being concerned about what you stand to
gain.
The person full of self interest radiates the message 'I am my most important person'. They have a need
to always have the answer and be in the limelight, and usually a large ego which makes it difficult for
them to truly see beyond them-selves. They have not yet learned the basic fact of life that getting your
own needs met is best achieved through meeting the needs of others.

Inconsistency
In order to be considered trustworthy, it is important to demonstrate a low level of inconsistency in all that
you do. Instead you should demonstrate a high level of consistency.
Consistency is about having harmonious responses at all times.
Consistency requires that we live by principles and not by the way we feel.
Consistency means that whatever the task or situation, we are prepared to analyse the facts as required
and give a measured and considered response, rather than acting on a whim or impulse.
It is about being there for people in bad times as well as good, not just being a fair weather adviser.
It is about being considered an anchor in a storm and not someone who just reacts when you start to be
blown off course.
Consistency requires an even keel; not given to being pleasant and involved one day, then cool and
distant the next; not highly motivated and enthusiastic one minute, then down in the dumps and could not
care less the next.
Self-efficacy
Orderliness
Dutifulness
Achievement-striving
Self-discipline
Cautiousness
4.Give examples of the traits of a dissonant leader

A dissonant leader will isolates certain team members, and failing to understand what may be wrong.
The result is the creation of an environment that is very hostile, and therefore a group of workers who are
out of sync with one another. Dissonant leaders are unable to create a friendly or safe environment. If, for
instance, a leader is insensitive to the issues of his workplace, than he may be employing a dissonant
leadership style. A leader can also be dissonant without knowing it. A leader can attempt to create a
resonant workplace but simply be out of touch and therefore unable to create a friendly setting for his
workers. Dissonant leaders, will add to the stress of their workplace environment by demanding too
much .