Faculty Of Management Studies , New Delhi

Leadership

Quality
 Vision
 Knowledge
 Intelligence
 Determination
 Toughness

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 An attitude is an expression of favor or disfavor
toward a person, place, thing, or event
(the attitude object).
 Attitude is a "readiness of the psyche to act or
react in a certain way.
 Attitude can be formed from a person's past and
present.
 Attitude can be learnt.

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 The ‘Who am I’ connection

 Part of what makes each one of us unique is our

combination of opinions and attitudes about the world
around us.
 Every day, our attitudes about ideas, events, objects or
people help determine the way we live and the choices
we make.

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 Attitude Dualities

 Negative and positive

 Conscious and the unconscious.
 Extraversion and introversion
 Rational and irrational attitudes
 Individual and social attitudes
 Explicit and implicit
 General and specific

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Lets start with the Kotter article
“What Leaders Really Do”.
“What Leaders Really Do” (Kotter)
Management Leadership
Coping with complexity Coping with change

Planning and budgeting Setting direction

Organizing and staffing Aligning people
Controlling and Motivating people
Problem Solving

Emotional Intelligence
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Leadership Framework

In the book, The Leadership Challenge by James Kouzes and

Barry Posner through their research, uncovered and promote 5 practices for
getting extraordinary things done in organizations

 Model the Way

 Inspire a Shared Vision
 Challenge the Process
 Enable Others to Act
 Encourage the Heart

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 Model the way
 Find your voice by clarifying your personal values
 Set the example by aligning actions with shared values

 Inspire a shared vision

 Envision the future by imagining exciting possibilities
 Enlist others in a common vision by appealing to shared aspirations

 Challenge the process

 Search for opportunities by seeking innovative ways to change, grow and improve
 Experiment and take risks by constantly generating small wins and learning from
mistakes

 Enable others to act

 Foster collaboration by promoting cooperative goals and building trust
 Strengthen others by sharing power and discretion

 Encourage the heart

 Recognize contributions by showing appreciation for individual excellence
 Celebrate the values and victories by creating a spirit of community
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What makes thing different

 Intellect is a driver of outstanding performance.

 Cognitive skills such as big-picture thinking and long-term vision

are necessity qualities

 But Emotional Intelligence proved to be twice as important over

Technical skills, IQ for jobs at all levels as ingredients of excellent
performance……. Researched by Daniel Goleman

 And……………….

 There lies the difference………….

 between a Successful Leader and a Excellent Performer

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 Emotional intelligence played an increasingly important role at
the highest levels of the company, where differences in
technical skills are of negligible importance.

 In other words, the higher the rank of a person considered to be

a star performer, the more emotional intelligence capabilities
showed up as the reason for his or her effectiveness.

 Research found, when compared star performers with average

ones in senior leadership positions, nearly 90% of the
difference in their profiles was attributable to emotional
intelligence factors rather than cognitive abilities.

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Emotional Intelligence

“In the fields I have studied, emotional

intelligence is much more powerful than IQ in
determining who emerges as a leader. IQ is a
threshold competence. You need it, but it
doesn’t make you a star. Emotional intelligence
can.”
- Warren Bennis, author of On Becoming a Leader

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Goleman’s EI Model
Five Components of EI

Self-Management Skills Ability to Relate to Others

-Self-Awareness -Empathy
-Self-Regulation -Social Skill
-Motivation

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 Goleman’s EI Model

What I See What I Do

Personal Self-Awareness Self-Management

Competence

Social Social Relationship

Competence Awareness Management

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 Definition Hallmarks

Self awareness The ability to recognize and Self confidence

understand your moods, Realistic self assessment
emotions and drives as well as
their effect on others
Self Regulation The ability to control or Trustworthiness and
redirect disruptive impulses integrity
and moods Comfort with ambiguity
The propensity to suspend Organizational
judgement-to-think before commitment
acting
Motivation A passion to work for reason Strong drive to achieve
that go beyond money or Optimism
status Organizational
A propensity to pursue goals commitment
with energy and persistence

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 Definition Hallmarks

Empathy The ability to understand Expertise in building and

emotional state of other retaining talent
people Cross cultural sensitivity

Social skill Proficiency in managing Effectiveness in leading

relationship and building change
network Persuasiveness
Expertise in building and
leading team

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Key Questions To Ask Yourself:
Self-Awareness Self-Management
Can I accurately identify Can I manage my
my own emotions and emotions and behavior to
tendencies as they a positive outcome?
happen?

Social Awareness Relationship Management

Can I accurately identify Can I manage the
others’ emotions and interactions I have with
tendencies as I interact others constructively and to
with them? a positive outcome?

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 Can Emotional Intelligence be learned….
 For ages, people have debated if leaders are born or made. So too goes the debate
about emotional intelligence.

 Are people born with certain levels of empathy, for example, or do they acquire
empathy as a result of life’s experiences?

 The answer is both. Scientific inquiry strongly suggests that there is a genetic
component to emotional intelligence. Psychological and developmental research
indicates that nurture plays a role as well. How much of each perhaps will never
be known, but research and practice clearly demonstrate that emotional
intelligence can be learned.

 Emotional intelligence is born largely in the neurotransmitters of the brain’s

limbic system, which governs feelings, impulses, and drives.

 Research indicates that the limbic system learns best through motivation,
extended practice, and feedback. Compare this with the kind of learning that goes
on in the neocortex, which governs analytical and technical ability. The neocortex
grasps concepts and logic. 35
 Can Emotional Intelligence be learned….

 It is the part of the brain that figures out how to use a computer or make a sales
call by reading a book. Not surprisingly—but mistakenly—it is also the part of the
brain targeted by most training programs aimed at enhancing emotional
intelligence.

 To enhance emotional intelligence, organizations must refocus their training to

include the limbic system. They must help people break old behavioral habits and
establish new ones. That not only takes much more time than conventional
training programs, it also requires an individualized sincere desire and concerted
effort.

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THE END

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