LEADERSHIP AND MANAGING YOUR TEAM

Transcription

1 LEADERSHIP AND MANAGING YOUR TEAM

2 ESSENTIALS OF LEADERSHIP Leadership is less about your needs, more about needs of the people and the organization you are leading.

3 WHO ARE YOU? What makes you uniquely you? What makes you behave the way you do? Could it be possible that you could have behaved differently? Who ARE you?

4 SOCIAL IDENTITY The aspects of our identity that come from belonging to certain groups, including those based on gender, nationality, religion, race or ethnicity, age, education, socio-economic status, etc

5 Made up of 3 things Given Identity Chosen Identity Core Identity SOCIAL IDENTITY

6 Given Ijaw Daughter Tall Sister Female

7 GIVEN IDENTITY The attributes or conditions that we had no choice in, from birth or later (including birthplace, age, sex, physical characteristics, certain family roles, possibly religion) Examples: Male, Yoruba, Middle-aged, Tall, Only Child or Last Born

8 CHOSEN IDENTITY Chosen Identity: The status or attributes or skills that we choose (including occupation, hobbies, political affiliation, where we live, certain family roles, possibly religion) Examples: University-educated, married, mother, business owner, politically active, divorced.

9 INDIVIDUAL IDENTITY These are attributes, skills, behaviour, belief or traits that we think make us unique as individuals. Examples: Funny, Creative, Loyal, Smart, Artistic, Conservative

10 ACTIVITY Draw your own map in the Workbook

11 EMOTIONAL INTELLIGENCE Emotional intelligence (EI) is the capacity for understanding our own feelings and the feelings of others, for motivating ourselves, and for managing our emotions effectively in our relationships.

12 EMOTIONAL INTELLIGENCE Emotional intelligence is sometimes referred to as people smarts. It is not generally included in the type of intelligence evaluation included in the traditional concept of IQ, which mainly focuses conceptual abilities, but it is a very important personal attribute.

13 WHY EMOTIONAL INTELLIGENCE? Emotional intelligence is essential in effective leadership and has a direct impact on work performance. Research at the Center for Creative Leadership has shown that the primary cause of executive turnover was individual deficiency in the area of emotional competence.

14 WHY EMOTIONAL INTELLIGENCE A leader with a positive mood and attitude tends to interact with others in a way that results in a positive, helpful, and cooperative workgroup, thereby increasing workplace efficiency

15 EMOTIONAL INTELLIGENCE SELF AWARENESS Emotional self-awareness Accurate self-assessment Self-confidence SELF MANAGEMENT Self-control Trustworthiness Conscientiousness Adaptability Interactive Achievement orientation SOCIAL AWARENESS Empathy Organizational awareness Service orientation SOCIAL SKILLS Developing others Leadership Influence Communication Change catalyst Teamwork

16 HOW DOES EQ HELP AS LEADERS? Identifying emotions provides awareness of emotions and the ability to accurately read other people s emotions. Using emotions provides a means to generate ideas, a feeling, or a team spirit. Understanding emotions offers insights into what motivates people and others points of view. Finally, managing emotions allows you to stay open to your emotions, which have valuable information, and use them constructively. There is evidence to suggest that emotionally intelligent leadership is the key to creating a work climate in which employees are nurtured and encouraged to do their best.

17 HOW DOES EQ HELP AS LEADERS? In a study at Johnson & Johnson, high performing managers had higher levels of selfawareness, self management capability, social skills, and organizational savvy which are all considered part of emotional intelligence and are learned responses that are needed for superior leadership.

18 HOW DOES EQ HELP AS LEADERS? There is evidence to suggest that emotionally intelligent leadership is the key to creating a work climate in which employees are nurtured and encouraged to do their best.

19 HOW DOES EQ HELP AS LEADERS? Several researchers have successfully demonstrated that emotions are related to several of the key issues in leadership. Several quantitative and qualitative studies have provided evidence that empathy is an important trait that predicts and plays a role in leadership emergence.

20 FINALLY Other studies have concluded that the management of group members emotions is an important part of the leadership process, emotional displays have large effects on perceptions of leaders, and leaders who successfully manage group processes can substantially influence performance

21 EMOTIONAL LEADERSHIP STYLES This theory coined by Goleman,Boyatzis&Mckee highlights the strengths and weaknesses of six common styles Visionary, Coaching, Affiliative, Democratic, Pacesetting, and Commanding. It also shows how each style can affect the emotions of your team members.

22 6 STYLES The Visionary Leader - Inspires and moves toward a goal mostly new. The team know where they are going but find their way to the common goal. Empathy is the most important aspect of Visionary leadership. Coaching Leader - Connects people's personal goals with the organization's goals and focuses on developing others for future success. This style centers on having in-depth conversations with employees that may have little to do with current work, instead focusing on long-term life goals and how these connect with the organization's mission..

23 6 STYLES The Affiliative - Creates people connections and thus harmony within the organization. It is collaborative and works alongside visionary leadership. It is best used for healing rifts and getting through stressful situations. The Democratic - Acts to value inputs and commitment via participation, listening to both the bad and good. Best for buy-in or when simple inputs are needed ( when you are uncertain).

24 6 STYLES The Pace-setting - Builds challenge and exciting goals for people, expecting excellence and often exemplifying it themselves. Best used for results from a motivated and competent team. The Commanding - Soothes fears and gives clear directions by his or her powerful stance, commanding and expecting full compliance (agreement is not needed). 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

25 QUESTIONS?

26 CLASS WORK

27 QUIZ

28 1. You are on an airplane that suddenly hits extremely bad turbulence and begins rocking from side to side. What do you do? [A] Continue to read your book or magazine, or watch the movie, trying to pay little attention to the turbulence. [B] Become vigilant for an emergency, carefully monitoring the stewardesses and reading the emergency instructions card. [C] A little of both A and B. [D] Not sure - never noticed.

29 2. You are in a meeting when a colleague takes credit for work that you have done. What do you do? [A] Immediately and publicly confront the colleague over the ownership of your work. [B] After the meeting, take the colleague aside and tell her that you would appreciate in the future that she credits you when speaking about your work. [C] Nothing, it's not a good idea to embarrass colleagues in public. [D] After the colleague speaks, publicly thank her for referencing your work and give the group more specific detail about what you were trying to accomplish.

30 3. You are a customer service representative and have just gotten an extremely angry client on the phone. What do you do? [A] Hang-up. It doesn't pay to take abuse from anyone. [B] Listen to the client and rephrase what you gather he is feeling. [C] Explain to the client that he is being unfair, that you are only trying to do your job, and you would appreciate it if he wouldn't get in the way of this. [D] Tell the client you understand how frustrating this must be for him, and offer a specific thing you can do to help him get his problem resolved.

31 4. You are a college student who had hoped to get an A in a course that was important for your future career aspirations. You have just found out you got a C- on the midterm. What do you do? [A] Sketch out a specific plan for ways to improve your grade and resolve to follow through. [B] Decide you do not have what it takes to make it in that career. [C] Tell yourself it really doesn't matter how much you do in the course, concentrate instead on other classes where your grades are higher. [D] Go see the professor and try to talk her into giving you a better grade.

32 5. You are a manager in an organization that is trying to encourage respect for racial and ethnic diversity. You overhear someone telling a racist joke. What do you do? [A] Ignore it - the best way to deal with these things is not to react. [B] Call the person into your office and explain that their behavior is inappropriate and is grounds for disciplinary action if repeated. [C] Speak up on the spot, saying that such jokes are inappropriate and will not be tolerated in your organization. [D] Suggest to the person telling the joke he go through a diversity training program.

33 6. You are an insurance salesman calling on prospective clients. You have left the last 15 clients empty-handed. What do you do? [A] Call it a day and go home early to miss rush-hour traffic. [B] Try something new in the next call, and keep plugging away. [C] List your strengths and weaknesses to identify what may be undermining your ability to sell. [D] Sharpen up your resume.

34 7. You are trying to calm down a colleague who has worked herself into a fury because the driver of another car has cut dangerously close in front of her. What do you do? [A] Tell her to forget about it - she's OK now and it is no big deal. [B] Put on one of her favorite tapes and try to distract her. [C] Join her in criticizing the other driver. [D] Tell her about a time something like this happened to you, and how angry you felt, until you saw the other driver was on the way to the hospital.

35 8. A discussion between you and your partner has escalated into a shouting match. You are both upset and in the heat of the argument, start making personal attacks which neither of you really mean. What is the best thing to do? [A] Agree to take a 20-minute break before continuing the discussion. [B] Go silent, regardless of what your partner says. [C] Say you are sorry, and ask your partner to apologize too. [D] Stop for a moment, collect your thoughts, then restate your side of the case as precisely as possible.

36 9. You have been given the task of managing a team that has been unable to come up with a creative solution to a work problem. What is the first thing that you do? [A] Draw up an agenda, call a meeting and allot a specific period of time to discuss each item. [B] Organize an off-site meeting aimed specifically at encouraging the team to get to know each other better. [C] Begin by asking each person individually for ideas about how to solve the problem. [D] Start out with a brainstorming session, encouraging each person to say whatever comes to mind, no matter how wild.

37 10. You have recently been assigned a young manager in your team, and have noticed that he appears to be unable to make the simplest of decisions without seeking advice from you. What do you do? [A] Accept that he 'does not have what it take to succeed around here' and find others in your team to take on his tasks. [B] Get an HR manager to talk to him about where he sees his future in the organization. [C] Purposely give him lots of complex decisions to make so that he will become more confident in the role. [D] Engineer an ongoing series of challenging but manageable experiences for him, and make yourself available to act as his mentor.

38 SOCIAL IDENTITY MAP GIVEN CHOSEN INDIVIDUAL

39 Examples in no particular order: Hobbies Education Social/Political Affiliations Socio-economic status Gender Beliefs, culture, life experiences etc.