In this session, you learnt about the interpersonal qualities of an inspirational leader.

The session
focussed on those personality traits, which a leader demonstrates in relation to others. You learnt
how to distinguish between hearing and listening, build powerful relations at work and beyond,
assemble learning from the team and develop an influential personality in order to persuade the
people around you.

Extrinsic motivation occurs when actions are motivated by external factors, such as wealth,
popularity, grades and recognition. A few examples of extrinsic motivation include studying for
grades, riding to win a race and learning a new language because your job requires it.

Intrinsic motivation occurs when internal incentives influence actions. People are instinctively
motivated to indulge in a behaviour that is naturally pleasing to them. For instance, you take part in a
sport because you enjoy it, not to win an award.

A leader should drive motivation by sharing the purpose, appreciating people, setting clear rules,
making teams accountable and giving their team ownership.

In a workplace where millennials share the space with people from other generations, you must have
resonated with the 3 P’s to motivate them. The image below shows the 3 P’s.

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There are three types of networks that you can build as your connections. The image below shows
these networks.

The following routines will help you build your network actively:

1. Transform your mindset

2. Allocate time
3. Work from the outside in
4. Give and take

You learnt about a few quick yet sustainable approaches with which mentors or coaches can bring
out the best results. These include the following:

1. Listen consciously, with empathy and compassion

2. Don’t necessarily look at the premise, but look at the promise, i.e., observe the determination
in the words and actions of the mentees

You also learnt about the differences between coaching and mentoring, which are listed in this
image.

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The five types of influencing personalities include:

B - Bridging,
R - Rationalisation,
A - Assertive,
I - Inspiring and
N - Negotiating.

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A leader should strive to learn from their team; in the same way, a team is expected to learn from its
leader. One of the most fundamental roles of a leader is to strike a balance between action and
awareness. Adaptive leadership refers to the capacity of a leader to effectively understand when to
get involved in an action and when to step back.

To summarise, an adaptive leader:

1. Relates organisational change to the primary values, abilities and dreams of the stakeholders
involved;
2. Embraces diversity of views;
3. Foresees and proactively responds to any reluctant behaviour from the teammates;
4. Deals with organisational pressure;
5. Acknowledges their mistakes;
6. Takes calculated risks and likes to experiment; and
7. Likes and encourages innovation.

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