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Effective leader

IQ
Technical skill
Emotional intelligence
COMPONENTS OF EMOTIONAL INTELLIGENCE
Self regulation
 Able to control feelings
able to create an environment of trust and
fairness
 Lead the way
 Enhances integrity
Example of self regulation
- Have integrity and trustworthy
- Really comfort with ambiguity
- Accept to any change
Self awareness
 First component of intelligence.
 Having deep understanding of one’s emotions, strengths, weaknesses, needs
and drives.
Understanding of his or her values and goals
recognize Self Awareness ?
 It shows its self candour and ability to assess oneself realistically.
 Able to speak accurately and openly.
 During performance review.
 Self confidence.
Motivation
i) Passion to work
- strong drive
• Achieve beyond expectation.
• Desire to achieve for sake of achievement.
• Without external rewards.
• Always score & raise performance.
• Track progress.




- optimism
Optimist even though result against them.
High confident-level
Never give up.
Fail as experience.
ii) Propensity to pursue goals
- organizational commitment
 Executives always recognize high levels of achievement motivation.
 High performance target =high performance organization.

. eloquence. and low-key approach that will not draw a competitor's attention or response. language and etc. inducement.the ability to exert influence and have others accept that influence producing change or performance Process – A process whereby an individual or small group influences others to achieve a common goal  Intelligence – ability to understand and reason through problems  Knowledge – of regional problems. indirect. .Persuasiveness .Complete all the emotional intelligence attributes .Very effective to lead a change .An ability to find common ground and build rapport it is important .One need it to manage relationship effectively Example of a good social skill .Emphaty Ability to understand peoples’ emotional. 2) Globalization -Difference of culture. and potential solutions  Respect – the extent to which an individual or group can win the community’s estimation or admiration  Persuasiveness – may result from some combination of position.cross-cultural sensitivity ii) Skill in treating people based on their emotional.Make people move in your direction that you desire . their causes. . lead to miscues and misunderstandings 3) Retention of Talent • Developing and keeping good people • Coaching & mentoring Social skill . or ability to simplify arguments for the general consumption  Synoptic thinking – ability to see the big picture 6 Points that turns the Art of War into Actions 1) Win All Without Fighting : Capturing Your Market without Destroying It attacking parts of the market that are under-served or by using subtle.Expert in building and leading teams  Leadership is a TRAIT and a PROCESS Trait . differ from 1) Organization • Leader should sense and understand the members.building & retaining talent .service to clients & customers iii) Emphaty (consider employees’ feelings with other factors) symphaty. • i) 1-1 session ii) Encouraged member to speak more openly. fear.Proficiency in managing relationships and building networks .

. Traits which are not for leader: Unsuccessful loners . 5) Shaping the Opponent: Employing Strategy to Master the Competition means changing the rules of contest and making the competition conform to your desires and your actions. humane. and strict Lesson Learnt . develop products and service customers is critical. persons who are not connected with administration but occupy such place in society. followers. The leader should be wise.  Rely on your own preparations.2) Avoid Strength. 3) Foreknowledge: Maximizing the Power of Business Intelligence It is also important to understand the overall competitive and industry trends occurring around you in order to have a feel for the “terrain” on which you will do battle.the Art of War  Clear objectives and mission of projects that will be managed  The first step is Analysis. ‘leadership’ that implies governing or guiding activities of others TRIANGLE OF ELEMENTS-individual leader. courageous. 4) Speed and Preparation: Moving Swiftly to Overcome the Competition Reducing the time it takes your company to make decisions. extreme condition.2. Pareto Theory of social changes. stable condition-calm and reflective behaviour. your opposition.Governing Elites .  Know yourself.  The heart of Sun Tzu’s system is managing information. in comparative. Attack Weakness: Striking Where the Competition is Vulnerable should focus on the competition's weakness. CHESTER BARNARD IDEAS OF LEADERSHIP -’leadership’ that implies pre-eminence. To think through and understand potential competitive reactions to your attacks is essential as well. • Distinguishes two classes of elite : a) Governing Elites . 6) Character-based Leadership: Leading by Example Sun Tzu describes the many traits of the preferred type of leader. and the environment within which interaction will occur. and condition .1.decisiveness and courage. sincere. b) Non. persons who are directly on indirectly concerned in administration. Do not hope for success based on the opposition not preparing. not Planning. which maximizes your gains while minimizing the use of resources.  Managing information important in order to conquer and be successful.

to excel. justice and community.  Consist of : The individual  The followers  The condition Charismatic leader• .values play important role in binding the leaders and followers. to hold command & etc. • The leaders and the people can empower one another more and more as long as people‘s material needs and visionary are met. • Effective usage of the values can widen the area of the kingdom • example: Popes transform the place in france into their religious rulership • Values were somehow exploited to trigger the political conflict example: French revolution • For those that want to be succeed in their leadership. liberty. when social change occurred such as population and migration. . . to be in advance. Empowering Values • values grip leaders which means that the stronger the value systems. the stronger the leaders can be empowered and the more deeply leaders can empower followers • example.No self-confidence Speech impediments Absence of social skills No networking ability Low levels of intelligence Poor judgement No ambition Little cooperativeness Not much popularity Major Values That Are Needed By A Good Leader : • The Value of Commitment • The Value of Accountability & Dependability • The Value of Honesty & Integrity Transforming values • power to transform the leadership • A good leader means he/she has great values that was implied in their way of ruling a country or an empire • Great value in ruling can attract the citizen towards supporting us as a leader. they will want to frame the values of security. to govern their activities. to be head of organization. equality. to be pre-eminent. • The great public values is the weapon of transforming leadership that would enhance their security and liberty. the inheritors should perform new order to adapt with this changes.  Leadership-To lead. to guide others.values strenghen the leaders’ capacity to reach out to wider audiences • Values are power resources for a leadership that would transform society for the fuller realization of the highest moral purpose.

alertness. inventiveness. Need to check their followers works Problems in Leadership  Misunderstand  Lack of preparation  Lack of public discussion The Condition of Leadership  Stable condition  Free from violent change  Minimum uncertainty  Without emotional drive  The leader is calm. Active Personal Qualities of Leadership  Vitality and endurance Energy. and audacity. decisiveness. . initiative. deliberate. spring. reflective and anticipatory to future contingencies  Unstable Condition  A lot of uncertainty  Speed  Intense action  Great risk  Important stakes  Life-and-death issues  The leader need to have physical or moral courage. Excel in teamwork. vigilance Extraordinary personal capacity for leadership As attractiveness and force for persuasive Extreme tension. prolonged periods of work without relief  Decisiveness Ability to make decision Can give positive and negative effect:  Positive effect:  To get the right thing done  Prevent errorness action  Negative effect:  Destructive condition in organized effort  Ignorance of other idea  Persuasiveness Ability to persuade. make people understand the point of view  Responsibility Emotional condition that gives an individual a sense of acute dissatisfaction of failure to do what he feels he is normally bound to do  Intellectual Capacity Technical skill Intellectuality –person who possessed a highly intellect or mental capacity. Know how to do well.Experience.

responsibility … • can be acquired and perfected through practice and experiences and personal learning Effect of ignorance of the non-intellectual abilities  Lack of communication skills .easily lose focus  Lose influence and respect .decisiveness.  “Effective leadership is like a successful car ride” .Adam Galinsky  To go places.must not easily influenced by emotion  Modify performances based on their own insight .messages are not delievered effectively .gaining new experiences. you need gas and acceleration – power is a psychological accelerator.credibility doubted .do not misrepresent themselves for personal gain but for organization and people Development of Leaders Training • Intellectual preparation: A leader should be a knowledgeable person so they could lead anything effectively such as in technical or technological fields and also in large scale organizations. age … . ethical and professional manner .admit and learn from their mistakes .ability to apply knowledge . always seeks knowledge  Consistently behave in honest.manages work pressures effectively not influenced by emotion such as making decision rationally .hesitation of partner or co-workers  Organization corrupt .”  It means that a leader should know how to balance the power and consider other people point of view. Balance and perspectives  leader should know how to balance the power and consider other people point of view. But you also need a good steering wheel so you don’t crash as you speed down the highway – perspectivetaking is that psychological steering wheel.deal equally to all his workers regardless gender.strive constantly to develop themselves towards . . religions.adapt quickly in new situations and applies new information and learning • has limitation – not practical Non intellectual – qualities of a leaders such a persuasiveness . nationality.lose opportunity • sharpen non-intellectual abilities  Open to criticism and seek feedback .

Leaders make heroes of everyone • Managers try to be heroes.  Power and perspective-taking leader tends to demonstrate a higher level of respect and fairness. Turning around a bad situation teaches you to maximize the full potential of opportunities present in any situation and stretch the individual capabilities of yourself and other people. Power + perspective-taking = an effective leader: Those who can balance power and perspective-taking are more likely to handle difficult situations more successfully. Leaders create change. Leaders create teams. • Managers are focused.Power diminishes perspective-taking: it causes leaders to anchor too heavily on their own vantage point. High performance people don’t have time for the noise – they are always thinking five steps ahead and can be extremely aggressive in getting the results they desire. Transformational leadership can be taught and learned. there is no room for excuses and you must be extremely creative and embrace optimism to get things done. • Managers have employees. educational administration and military education.Traditional MBA programs focused on learning to manage simple and stable situation. • Managers react to change. Managers Leaders Leaders win followers. • Managers direct groups. Experience 1) High Performance Environment: When you are surrounded by peers who instinctively know how to do more than what is asked of them. power over people. . Leaders take responsibility. • Educational program . • Present: . . In a high performance environment.Paying greater attention to the development of leadership skills. you truly appreciate what it means to work in a culture of high performance people. insufficiently adjusting to others’ perspectives. Perspective-taking alone is not enough: leaders who tend to focus too intently on what others think often lack the ability to assert themselves and make changes.Using transformational leadership skills as model. Leaders create shared focus. • Managers exercise Leaders develop power with people.Business school. public and health care administration. around them. • Managers communicate.Little attention was paid to develop student’s administrative and leadership skills. Leaders implement them • Managers have good ideas. Leaders persuade. • Past: . • Managers take credit. . 2) Turnaround Operations: when managing crisis and change.

.Move leaders to target desired changes.  To preserve internal orders :  People were treated as subjects. 3 Estates (social classes): First Estate  Clergy (Church) Second Estate  Nobles Third Estate  Middle class.People must aware of the specifics that require changes and the motivation to change. dedicated. urban workers Revolutionay leadership. France had three social classes which causes social inequality. . Benefits: .Increase one’s individual consideration .Multifactor Leadership Questionnaire (MLQ ) results feedback .Provide comprehensive description of leader’s performance. ruthless. Time pressures. not citizens. Chinese Civil War Nationalists Communists Sun Yixian.Risking their lives . persecution and continual hardships France had an absolute monarchy under Louis XVI. Jiang Jieshi Mao Zedong • Democracy • Communism • Right to Vote • Small group of rulers • Equal Opportunity • Equal wealth • Individual Success • Communal Success JOSEPH STALIN leadership conflict  Tsarist rule collapsed.discipline. rural peasants. courageous.Undergoing imprisonment . What is it good for? • Produce first generations of leaders • Single-minded. Factors most inhibiting implementation of leadership development plans: • Lack of self.Diagnosis required to improve their leadership effectiveness.  Opposition was treason. cruel • Aroused by oppression. discontent and failure of reformism • Consider as leadership only in situation of open conflict Determinant of success • Powerful value system (In theory) Does it qualifies as leadership? Yes…. . .When rivals merge in a situation of open conflict.Leader’s able to generate personal ideas for self-improvement.Reduce passive management-by-exception.Giving time and effort to it .The leaders commitments via: . Meaning of revolution:A complete and pervasive transformation birth of an entire social system . .  Social change and individual initiative were threats to order.Exile.

 Continuing economic crisis that had provoked the reform effort. Democratic leaders May do the same as undemocratic leaders and can be rid by ourselves. march at their head. Michael Gorbachev  One must note the horrendous difficulties they faced when evaluating the efforts toward change of Gorbachev and his reformist party colleagues :  An old order that was disintegrating but determined to cling to power. lead them 2. Mao Tse-tung (1893 – 1976)  revolutionary comrades which are 1. face them as opponent Modern leadership problem Undemocratic leaders: 1) brings counterproductive structure 2) generate dependent and apathetic followers 3) low quality policies 4) result in inefficient implementation 5) mystify the decision making procedure 6) instigate high level of social conflict 7) Undermine certain ethical ideas.  Rapid dismantling of the Soviet empire. follow in rear an criticize them 3.  A vital but incoherent and divided democratic opposition. but not for undemocratic leaders Critical issue for democratic leaders is not on their behaviors but the functions that they fulfill. Division of culture: significance of individualism power-distance uncertainty avoidance masculinity Through the reconstruction of variables of four-part model results: .  The nation’s inexperience in democratic or pluralistic politics. “War communism” and fierce repression happened because of the civil war and social chaos. Democratic elected leaders usually revert to old form of leadership when democratic leadership is meant to be displaced. Less suited for technical problems. Such functions: Distribution of responsibility Empower the leadership Facilitate the democratic process by keeping the group focused Issues with democratic leadership Not superior to all matters.

Irish.status differentials) Leadership function demos Distributing responsibilities Spread responsibilities rather than concentrate it Reminding people of their collective responsibilities Leaders who allow free riders do not serve their communities well Empowering membership Setting high but reasonable standard Offer instruction/suggestion Develop emotional maturity & moral reasoning abilities Genuine care and concern.village markets (Anglo Saxon organization) well-oiled machines (Germanic organization) the family (Asian organization) pyramid of people (French) 4 different European leadership types: Leading from the front (British. but not as a parent/guardian Does not manipulate the crowd through shrewd exploitation of their mentality . Spanish) Consensus (Scandinavian) Towards a common goal (German and Austrian) Managing from a distance (French) Areas that needed considerations to help those involved in managing multinational top teams: Some system of disciplinary ground rules need to be agreed and carried through Key managers must feel comfortable with the strategy Top team should be selected for congruent fit Type of leadership style: Transformational leadership (motivate followers to go beyond selfintermediate interest) Transactional leadership (getting job done) Democratic leadership Group decision making Active member involvement Honest praise Degree of comradeship Behavior that influence people in a manner consistent with and/or conductive to basic democratic 1) Self determination 2) Inclusiveness 3) Equal participation 4) Deliberation Authority in democracy Democratic authority is not necessarily democratic leadership Never a mandate for any leader to employ authority without approval of the group Decision as individuals + Roles in demos No hierarchy (special privillage.

NATIONAL ISSUES FORUM (NIF)  Encouraging citizen to develop their political abilities and takes on leadership role. directive authorities. a charismatic figure capable of solving our problems and sweeping away our confusion. Directly threatens their undemocratics authority 2. discussing challenging and emotionally charged issues in a thoughtful and respectful manner. Aiding demos Construct participation -Keeping deliberation focus -Encourgement of free discussion -Enforcement Maintain healthy relationship  Assimilate new person into the group  Tactfully bringing up conflicts  Mediating a conflict that has come to surface Positive emotional setting  Create sense of excitement or vitality in the group  Powerful speech  Warm.Make members into leaders. Having no faith whatsoever in leaders of any kind and no belief in their necessity.  Participants are asked to facilitate themselves. critical thinking and moral insight. an unconscious or conscious desire for a hero.  Expecting to participate constructively. . 4. accustomed people to speak in a group. 3. providing idea.  Increase the number of leaders Rejection of democratic leadership 1. permissive setting conducting to open/honest communication  Relaxing atmosphere. Most people. to some degree. information. Some people have authoritarian values and are not easily swayed from strong belief in the justness and efficiency of powerful.