what kind of leader are you

The Webinar Will Start Shortly

Monday, 27 April 2015

4.30 to 5:30 pm UAE Time

Copyright © 2015 by Benedict Stanberry. All Rights Reserved

What Kind Of Leader Are You?

Housekeeping• Slides will be available on our SlideShare page; the link

will be emailed to you

• Recording of the webinar will be available to download; the link will be emailed to you

• Take the time to complete a post-webinar survey that will pop up at the end

• You can type your questions throughout the session

• Time will be allocated in the end for the speaker to address your questions

2

• lawyer and academic: Welsh Lawyer of the Year

• management consultant working with organisations in public and private sector

• interim chief executive of a Brussels-based NGO

• elected local politician in London

• General Counsel and then Commercial and Legal Director of a private healthcare company

• scholarship to Henley Business School

• now Principal of IHLM in Oxford, UK

About Ben

• you can contact Ben at any time for support with any of the topics covered in this webinar –

[email protected]

• you can connect with Ben via LinkedIn if you wish –

Benedict Stanberry

Contact Details

Webinar Overview

What Kind of Leader Are You?

• why leadership matters and why it is therefore essential for all leaders and managers to be continuously developing and honing their leadership skills

• the six leadership styles identified by Daniel Goleman, who is famous for his work on emotional intelligence.

• diagnose your own preferred leadership style and then discover which styles are associated with high-performance

• discuss how you can develop a more effective personal leadership style

Performance

• dependent variable• multi-dimensional

• independent variable

?

Leadership

• moderating / mediating variables?

• independent variable• multi-dimensional

What Kind of Leader Are You?Causation and Causality

• are staff scared of you?

• do they enjoy coming to work?

• are they happy?

• do they dread working with you?

• will they tell you if you are about to make a mistake?

What Kind of Leader Are You?What Sort of Climate Do You Create?

Performance


• independent variable

Climate

Leadership


What Kind of Leader Are You?Climate: The Mediating Variable

• moderating / mediating variables?

“The organisational phenomenon through which leadership works.”

(Eckvall, 1985)

Performance


Leadership



Responsibility

Standards

Rewards

Clarity

Flexibility

Goleman (2000)

• mediating variable• multi-dimensional

Commitment

Performance


Leadership



Patient-focus

Standards

Trust

Openness

Quality

Shipton et al (2008)

• mediating variable• multi-dimensional

I think the key to success is through meeting the needs of my team-members.

Strongly

DisagreeDisagree

Neither

Agree

nor

Disagree

AgreeStrongly

Agree

1 2 3 4 5 6 7 8 9

Q1

I provide a clear idea of long-term direction.

Strongly

DisagreeDisagree

Neither

Agree

nor

Disagree

AgreeStrongly

Agree

1 2 3 4 5 6 7 8 9

Q2

I help people to identify their strengths and weaknesses.

Strongly

DisagreeDisagree

Neither

Agree

nor

Disagree

AgreeStrongly

Agree

1 2 3 4 5 6 7 8 9

Q3

I expect people to do what I say.

Strongly

DisagreeDisagree

Neither

Agree

nor

Disagree

AgreeStrongly

Agree

1 2 3 4 5 6 7 8 9

Q4

I include everyone in decision-making.

Strongly

DisagreeDisagree

Neither

Agree

nor

Disagree

AgreeStrongly

Agree

1 2 3 4 5 6 7 8 9

Q5

I insist on excellence.

Strongly

DisagreeDisagree

Neither

Agree

nor

Disagree

AgreeStrongly

Agree

1 2 3 4 5 6 7 8 9

Q6

1970 1980 1990 2000

David McClelland

(1973)

Richard Boyatzis

(1982)

Harry Schroder

(1989)

Dulewicz & Herbert

(1992)

Boyatzis, Goleman &

Rhee (2000)

Jack Welch(2001)

Stephen Covey(1989)

Daniel Goleman

(1995)

Bu

sine ss B

es tsellersE

mp

iric al Res earch

Boyatzis (1982) interviewed 2,000 managers in over 40 organisations, identifying 19 competencies.

He defined a competency as ‘an underlying characteristic of a person which results in effective and / or superior performance in a job’.

He also defined multiple competency levels, according to which a competency could be ‘a motive, trait, skill, aspect of one’s self-image or social role, or a body or knowledge which he or she uses.’

SkillKnowledge

Social Role

Self-Image

Trait

Motive

Source: Boyatzis (1982)


Cluster Competency Threshold Competency

Goal and action management cluster

• concern with impact

• diagnostic use of concepts

• efficiency orientation

• pro-activity

Leadership cluster

• conceptualisation

• self-confidence

• use of oral presentations

• logical thought

Human resource management cluster

• managing group processes

• use of socialised power

• accurate self-assessment

• positive regard

Directing subordinates cluster

• developing others

• spontaneity

• use of unilateral power

Focus on others cluster

• perceptual objectivity

• self-control

• stamina and adaptability

Specialised knowledge

• specialised knowledge


Independence

1. Be Proactive

2. Begin with the End in Mind

3. Put First Things First

Interdependence

4. Think Win-Win

5. Seek First to Understand, Then to be Understood

6. Synergise

Self Renewal

7. Sharpen the Saw

Source: Covey (1989)


Source: Welch (2001)

Characteristics of ‘A Players’

• filled with passion

• committed to ‘making things happen’

• open to ideas from anywhere

• blessed with lots of "runway" ahead of them

• have charisma: the ability to energize themselves and others

• can make business productive and enjoyable at the same time

• have very high Energy levels, can Energize others around common goals

• have the Edge to make difficult decisions

• the ability to consistently Execute, or deliver on their promises


What Kind of Leader Are You?Learning Activity 1 – Amygdala Hijack!

‘Amygdala Hijack’ is a term coined by Daniel Goleman in his book Emotional Intelligence. It means an emotional response which is immediate, overwhelming, and out of measure with the actual stimulus.

1.Can you recall an occasion when you had a sudden and strong emotional reaction – eg, to a situation or to something someone did, said or wrote?

2.How did you react? What did you do?

3.Looking back, do you think your reaction was appropriate or not? Do you wish you’d behaved differently?

Traditionalists say that emotions:

•distract us

•increase our vulnerability

•cloud our judgment

•inhibit free flow of data

•must be controlled

High performers say that emotions:

•motivate us

•increase our confidence

•speed our analysis

•build trust

•provide vital feedback

•must be managed

What Kind of Leader Are You?Two viewpoints about emotions and management

• IQ – Intelligence Quotient

Uses tests to measure activity in the cerebral cortex

• EQ – Emotional Quotient

Uses tests to measure activity between the amygdala (fight or flight response) and the cerebral cortex

What Kind of Leader Are You?EQ is not the same as IQ

IQ EQ

• helps you get a job • helps you succeed in a job

• measure of ability to learn or understand

• measure of ability to use emotions and logical skills

• trying to convince someone by facts

• trying to convince someone by reasoning

• being at the mercy of emotions because you don’t understand them

• understanding and managing emotions and using them for good reasons

• book smart • heart smart

• gets you through academia • gets you through life

What Kind of Leader Are You?Differences between IQ and EQ

• self-awareness – the ability to read one's emotions and recognize their impact while using gut feelings to guide decisions

• self-management – involves controlling one's emotions and impulses and adapting to changing circumstances

• social awareness – the ability to sense, understand and react to others' emotions while comprehending social networks

• relationship management – the ability to inspire, influence and develop others while managing conflict

Source: Goleman (1995)


What Kind of Leader Are You?Self-

Awareness Self-Management Social Awareness Relationship Management

• Emotional self-awareness – the ability to read and understand your emotions as well as recognise their impact on work performance, relationships and the like.

• Accurate self-assessment – a realistic evaluation of your strengths and limitations.

• Self-confidence – a strong and positive sense of self-worth.

Self-control – the ability to keep disruptive emotions and impulses under control.

Trustworthiness – a consistent display of honesty and integrity.

Conscientiousness – the ability to manage yourself and your responsibilities.

Adaptability – skill at adjusting to change situations and over-coming obstacles.

Achievement orientation – the drive to meet an internal standard of excellence.

Initiative – a readiness to seize opportunities.

Empathy – skill at sensing other people’s emotions, understanding their perspective, and taking an active interest in their concerns.

Organisational awareness – the ability to read the currents of organisational life, build decision networks and navigate politics.

Service orientation – the ability to recognise and meet customers’ needs

Visionary leadership – the ability to inspire with a compelling vision.

Influence – the ability to wield a range of persuasive tactics.

Developing others – the propensity to bolster the abilities of others through feedback and guidance.

Communication – skill at listening and at sending clear, convincing and well-tuned messages.

Change catalyst – proficiency in initiating new ideas and leading people in a new direction.

Conflict management – the ability to de-escalate disagreements and orchestrate resolutions.

Building bonds – proficiency at cultivating and maintaining a web of relationships.

Teamwork and collaboration – competence at promoting co-operation and building teams.

Awareness

Self

What Kind of Leader Are You?The EQ Model

Self-Awareness

Capacity for understanding one’s

emotions, strengths and weaknesses.

Social AwarenessCapacity for understanding what others are saying and

feeling and why they feel and act as they do.

Self-ManagementCapacity for effectively

managing one’s motives and regulating one’s behaviour.

Relationship Management

Capacity for acting in such a way that one is able to get desired results from others and reach

personal goals.

Action

Others

Positive impact on

others

• 50% of work satisfaction is determined by the relationship an employee has with his/her boss

• a large hospital reduced turnover of critical care nurses from 65% to 15% within 18 months of instituting an emotional intelligence screening assessment

• EQ requires a high level of self-mastery and people skills and the ability to put yourself in the position of others

What Kind of Leader Are You?The impact of EQ in the workplace

Source: Fariselli et al (2008)

A hospital can be a complex environment where interpersonal interactions to both patients and staff are of paramount importance. Some people thrive on this, some are overwhelmed by it.

Fariselli et al (2008) found that in healthcare environments –

•emotional intelligence predicts high performance

•stress reduces performance

•emotional intelligence mitigates the effects of stress.


Source: Fariselli et al (2008)


What Kind of Leader Are You?Learning Activity 2 – How Does EQ Affect Leadership?

It’s time to discover how your EQ affects your leadership style.

1.You will be handed a questionnaire that consists of a series of paired statements.

2.In each pair, tick the box that corresponds with the statement that most accurately describes you and how you usually behave.

3.Remember, you can only choose one of statement from each pair.

4.When you have finished, add up the number of ticks in each column (A, B, C, D, E and F) to get a score for each letter.

What Kind of Leader Are You?Goleman’s Six Leadership Styles


Affiliative

The leader’s modus operandi

Creates harmony, avoids conflict and builds emotional bonds

The style in a phrase “People come first.”

Underlying emotional intelligence competencies

Empathy, building relationships, communication.

When the style works bestTo heal rifts in a team, to motivate people during stressful circumstances

When the style doesn’t work

When staff performance is inadequate, in crises or complex situations, with staff who are task-oriented

Overall impact on climate Positive


Visionary


Mobilises people toward a vision, provides long-term direction

The style in a phrase “Come with me.”


Self-confidence, empathy, change catalyst

When the style works bestWhen changes require a new vision, or when a clear direction is needed

When the style doesn’t workWhen the leader is not perceived as credible or does not develop staff

Overall impact on climate Most strongly positive


Coaching


Develops people for the future

The style in a phrase “Try this.”


Developing others, empathy, self-awareness

When the style works best

To help an employee improve performance or develop long-term strengths


When the leader lacks expertise, when staff require close supervision, in a crisis



Commanding


Demands immediate compliance

The style in a phrase “Do what I tell you.”


Drive to achieve, initiative, self-control


In a crisis, to kick start a turnaround, with problem employees, for straight-forward tasks

When the style doesn’t workWhen applied to complex tasks, with self-motivated and capable employees

Overall impact on climate Negative


Democratic


Builds commitment through consensus

The style in a phrase “What do you think?”


Collaboration, team-leadership, communication


when staff are competent and must be co-ordinated, when the best approach is unclear


In crises, when there’s no time for meetings and discussion, when staff are not competent



Pacesetting


Sets high standards for performance

The style in a phrase “Do as I do, now.”


Conscientiousness, drive to achieve, initiative

When the style works bestTo get quick results from a highly motivated and competent team

When the style doesn’t workWhen staff need close direction, development and co-ordination

Overall impact on climate Negative

There is no right or wrong leadership style. The most effective style depends on –

•experience of the team

•employee strengths and weaknesses

•complexity of the task

•time pressures

•risk associated with deviation from performance, and

•resources available (time, people)

What is critical to a leader’s effectiveness is their ability to diagnose the demands of the situation at hand and make use of the full array of styles.


Affiliative

Financial Results


Commanding

• mediating variables• independent variable• multi-dimensional


Visonary

Democratic

Coaching

Pacesetting

Leadership Style

Flexibility

Responsibility

Standards

Rewards

Commitment

Clarity

PerformanceClimate


Commanding Visionary Affiliative Democratic Pacesetting Coaching

Flexibility (0.28) 0.32 0.27 0.28 (0.07) 0.17

Responsibility (0.37) 0.21 0.16 0.23 0.04 0.08

Standards 0.02 0.38 0.31 0.22 (0.27) 0.39

Rewards (0.18) 0.54 0.48 0.42 (0.29) 0.43

Clarity (0.11) 0.44 0.37 0.35 (0.28) 0.38

Commitment (0.13) 0.35 0.34 0.26 (0.20) 0.27

Overall impact on climate (0.26) 0.54 0.46 0.43 (0.25) 0.42

What Kind of Leader Are You?Developing Your Leadership Styles

To develop your Affiliative style

• identify and act to resolve interpersonal conflict

• sympathise with others

• accommodate personal needs

• trust your people to perform

• initiate personal contacts with your team

• provide social activities

• personal recognition

To develop a Visionary style…

• formulate your vision, strategy, and objectives

• prepare and give your “vision speech”

• solicit input

• provide rationale

• delegate responsibility clearly

• provide feedback

• reward and punish fairly


To develop a Coaching style…

• create development goals with team members

• identify the strengths and weaknesses or your team

• support the development plan

• seek opportunities for your team members

• encourage improvement


To develop a Commanding style…

• get to know the work

• give direct orders

• be decisive

• set clear standards of performance

• monitor employees closely

• clearly point out deviation from rules


To develop a Democratic style…

• hold information sharing meetings

• conduct participative meetings

• share decision-making with others

• seek consensus

• recognise good performance


To develop a Pacesetting style…

• maintain your ‘expert’ professional knowledge and skills

• teach by example

• insist on excellence

• delegate low-to-moderate risk tasks

• emphasise results


What Kind of Leader Are You?Learning Activity 3 – Reflecting on your EQ

Now that you understand a little more about EQ and your own preferred leadership style, take time to reflect on the following questions –

1.Should a healthcare leader select roles based upon their preferred leadership style(s)? Or should they, instead, be flexible enough to adapt their style(s) to the demands of a given situation?

2.How can you consciously analyse a situation and choose the right leadership style?

3.What could be an early warning sign that you have adopted the wrong leadership style?

4.What should you do if you find yourself in such a situation?

Any questions before we end this Webinar?

what kind of leader are you

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