Leadership Mind and Heart

1. Leadership Mind and Heart 5

2. Chapter Objectives • Recognize how mental models guide your behavior and relationships. • Engage in independent thinking by staying mentally alert, thinking critically, and being mindful rather than mindless. • Breaking out of categorized thinking patterns and open your mind to new ideas and multiple perspectives. • Begin to apply systems thinking and personal mastery to your activities at school or work.

3. Chapter Objectives (contd.) • Exercise emotional intelligence, including being self-aware, managing your emotions, motivating yourself, displaying empathy, and managing relationships. • Apply the difference between motivating others based on fear and motivating others based on love.

4. Mental Models Theories people hold about specific systems in the world and their expected behavior

5. Mental Models • When we talk about mental models, we talk about assumptions and perception • Assumptions: Recall our attitudes towards employees based on our beliefs and attitudes, ie, Theory X and Y • Our perceptions also determine our behavior • We need to be aware of our assumptions and our perceptions, eg, stereotyping

6. Ex. 5.2 The Perception Process Organizing selected data into patterns for interpretation and response Screening and selecting stimuli to process further Observation via the senses Environmental stimuli

7. Stereotyping The tendency to assign a person to a group or broad category and then to attribute widely held generalizations about the group to the individual

8. Leader’s Mind Independent thinking • Questioning assumptions and interpreting data and events according to one’s own beliefs, ideas, and thinking, rather than pre-established rules or categories defined by others • Watch out for Pike Syndrome – power of conditioning that guides our thinking and behavior

9. Leader’s Mind Mindfulness • The process of continuously reevaluating previously learned ways of doing things in the context of evolving information and shifting circumstances • This requires independent thinking and leader curiosity and learning • Companies that have gotten into legal/ethical troubles often had executives/board members who failed to question enough to challenge the status quo

10. Systems Thinking The ability to see the synergy of the whole rather than just the separate elements of a system and to learn to reinforce or change whole system patterns

11. Systems Thinking • Success of each piece does not add up to the success of the whole • Sometimes, changing one part to make it better can result in the whole being less effective • Involve the relationship between the whole and the parts • A mental discipline for seeing patterns and relationships

12. Personal Mastery • The discipline of personal growth and learning, of mastering yourself in a way that facilitates leadership and achieves desired results • Embodies 3 qualities: • Personal vision • Facing reality • Holding creative vision

13. Emotional Intelligence • A person’s abilities to perceive, identify, understand, and successfully manage emotions in self and others • Some feel that emotions rather than intellectual ability drives our thinking and decision making, and our interpersonal relationships

14. Ex. 5.5 Eight Families of Emotions Enjoyment Anger Fear Love Surprise Disgust Shame Sadness

15. Emotions • 4 of the emotions have facial expressions that are universally recognised • Fear • Anger • Sadness • Enjoyment

16. Ex. 5.6 The Components of Emotional Intelligence SELF OTHERS Self-Awareness Social Awareness AWARENESS • Emotional self awareness • Accurate self-assessment • Self-confidence • Empathy • Organizational awareness • Service orientation Self-Management Relationship Management • Emotional self-control • Trustworthiness • Conscientiousness • Adaptability • Optimism • Achievement-orientation • Initiative • Development of others • Inspirational leadership • Influence • Communication • Change catalyst • Conflict management • Bond building • Teamwork and collaboration BEHAVIOR

17. Emotional Intelligence • Leaders with high level of self-awareness learn to trust their gut feelings • Social awareness, empathy – being able to put yourself in others’ shoes • Relationship management implies being able to relate to others positively- • Inspire others • Listen and communicate clearly and convincingly • Inspire change

18. EQ - Implications • Charismatic and transformational leaders appeal via emotions, and hence have high EQ • EQ also applies to teams, where much of the organisational work is done • Leaders foster EQ team norms: • Create strong group identity • Build trust among members • Instill a belief that they can be effective and succeed

19. Types of Motivation • Fear-based Motivation • Motivation based on fear of losing a job • Motivation based on satisfying Maslow’s lower needs • In this climate, employees would not give their best, only what is required to keep the job • Reduced effective communications (problems suppressed) and avoidance of work • Love-based Motivation • Motivation based on feeling valued in the job • Employees give off their best and are willing to take risks • Motivation based on satisfying Maslow’s higher needs