Sym14 02C

How to Develop the Right Leadership Team
for the Emerging Enterprise
U.S. Symposium/ITxpo John Bace
17—22 October 2004

Walt Disney World
Lake Buena Vista, Florida
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How to Develop the Right Leadership Team for the Emerging Enterprise
Accelerating Complexity Outside,

Structural Change Inside
Outside Inside
Extended ESP competition
relationships Business making
Emerging IT decisions
economies Integration
Dynamic Lean staffs
markets
Credibility
Compliance
Rising
M&A demand
Leaders identify external discontinuities, drive change

and prepare the organization for response
Many factors accelerate business complexity, and because the factors all interact, the complexity rises
dramatically. Although midsize enterprises may operate on a smaller scale than large enterprises, they are
nevertheless affected by the same external factors — extended relationships, new channels for competition,
the shift of activities and work to emerging markets, regulatory requirements around compliance and
transparency, and the rising intercomplexity of processes, markets and customers.
During the next three to five years, enterprises of all sizes in all industry sectors and geographies will
confront fundamental changes in the fabric and structure of business and society, with most changes driven
or enabled by technology. Midsize IT organizations will be between a rock and a hard place. At one end,
they are stripped bare. Cost-cutting will slow as cost containment picks up speed. At the other end, they are
expected to lay the groundwork for growth and expansion by cultivating and harnessing innovation.
Moreover, because of the reluctance of midsize IT organizations to use outsourcing in various aspects of
the IT domain, accountability and responsibility for architecture, integration, IT strategy, IT services
portfolios and IT service delivery all fall squarely at the feet of the IT leader. The situation is daunting. The
leader’s credibility to business peers and IS staff becomes crucial.
Action Item: Identify and analyze the drivers of complexity and discontinuity in your industries and
customer bases and use the analysis to explore opportunities and understand threats.
© 2004 Gartner, Inc. and/or its Affiliates. All rights reserved. Reproduction of this publication in any form without prior written
permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims
all warranties as to the accuracy, completeness or adequacy of such information. Gartner shall have no liability for errors, omissions
John Bace
or inadequacies in the information contained herein or for interpretations thereof. The reader assumes sole responsibility for the
selection of these materials to achieve its intended results. The opinions expressed herein are subject to change without notice.
02C, SYM14, 10/04 AE Page 1
Client Issues
• What are the leadership competencies needed by emerging enterprises today?
• How do you develop those leadership skills?
• When do you need to shift from managing to leading and why?
John Bace
02C, SYM14, 10/04 AE Page 2
Team Performance Depends on

the Fulfillment of Needs in Three Areas
Task
Clarityof direction
Challenge
Procedures
Evidence of progress
Group Individual
Size,
structure Contributionand
and cohesion inclusion
Communication Trust and
Processes commitment
Norms and beliefs Recognition and
reward
Feedback and
Source: ACL / Adair
development
Source: Based on ACL / J Adair
Task, group and individual needs must be in balance

Team performance has been a favorite study of management thinkers for decades. However, there’s little
consensus regarding which parameters should form the basis of analysis. For example, in his recent book
“Leading Teams,” Richard Hackman, a leading luminary and professor at Harvard University, advocates
team, direction, structure, context and coaching. The Hay Group, which specializes in management and
team performance, likes direction, structure, people, support and development. McKinsey, a consultancy,
talks about direction, interaction and renewal.
The three-way analysis of action-centered leadership, in wide use today, has the merit of simplicity. In this
approach, team performance depends on the fulfillment of needs in three main areas: task, including
direction and challenge; group, including structure and communications; and individual, including
contribution, trust and commitment.
Action Item: Review your team and see if the needs of all the team member are being met.
John Bace
02C, SYM14, 10/04 AE Page 3
To Fulfill Task Needs, Focus First on

Clarity of Direction
Actual Desired
Clarity of Direction 18 58
Team Commitment 17 48
Rewards 27 39
Flexibility 25 30
Standards 17 21
Responsibility 9 18
0 10 20 30 40 50 60 70
Performance Rating Percentage
Source: Hay Group survey (with Hackman & Wageman)
Source: Based on Hay Group survey (with R Hackman & R Wageman)
A high-performance team needs a clear vision

Of the many factors that affect team performance, clarity of direction (goals and objectives) is the most
important. Research by the Hay Group (with Richard Hackman and Ruth Wageman) has compared how
teams should perform with how they perform in reality. On outstanding teams, the leader gave far clearer
direction than on average or poorly performing teams.
Executive team leaders often assume there’s no need to provide direction. “These are smart people, and I
don’t want to insult their intelligence,” captures an attitude that’s widespread. It’s a big mistake. People
want to do the right thing, but they can only do so if they know what the right thing is. Direction should be
clear, quantified where possible and understood by everyone.
Action Item: Define a clear vision, the goals and objectives needed to realize it, and each team member’s
role in achieving these.
John Bace
02C, SYM14, 10/04 AE Page 4
To Fulfill Group Needs, Smaller

Really Is Better
Number of members
Potential productivity
0 2 4 6 8
Process losses
0 2 4 6 8
Source: Stiener
Actual productivity
Source: Stiener, Group processes and
productivity, Academic press, New York
0 2 4 6 8
A smaller team is better — but not always possible

Size, structure and coherence are the foremost of several group needs of a team. Senior leadership teams
have a habit of growing in size, often to seven, eight and more. That’s no surprise. Delayering (which
widens spans of control) and a desire for full representation (as a consequence of outsourcing, for instance)
are the main cause.
Each additional team member adds capability, of course, but at the expense of “process loss” —
coordination problems and the many inefficiencies that creep in when people work together, from late starts
to personality clashes. Process losses increase with team size at an accelerating rate. The consequence is
that team productivity generally declines beyond about five members. If it’s productivity that counts — and
that’s usually the case — then the message is clear: keep the numbers down.
Action Item: Consider who affects your ability to deliver — remember, they may not be inside your IT
organization.
John Bace
02C, SYM14, 10/04 AE Page 5
Recognize that Emotional Needs Surface

During Team Formation
1 2 3 4
High
Form- Storming Norming Performing
ing
Low
Source: Gartner EXP Research
Time
Teams must go through each stage of development

Teams don’t gel overnight, but come together in stages over time. The diagram shows four stages of team
formation:
1. Forming, when purpose, structure and rules are uncertain. Members gain their first impressions, look for
signals to help position themselves relative to the others and pay particular attention to the leader.
2. Storming, when turbulence and conflict occur and emotions run high, as roles and norms of behavior
begin to get established.
3. Norming, when turbulence gives way to stability as cohesiveness develops.
4. Performing, when performance rises as roles, norms of behavior, familiarity and trust finally solidify.
It’s a common mistake of leaders to expect performing-stage accomplishment before the earlier stages have
been fully worked through. The trick is to allow emotions to surface and settle at each stage before moving
on. Plenty of techniques exist to help leaders achieve these goals.
John Bace
02C, SYM14, 10/04 AE Page 6
Leadership Affects Team Performance

High Democratic “What do you think?”
Coaching “Try this.”
Degree of Affiliative “People come first.”

Involvement of
Team Members
Visionary “Come with me.”
Pacesetting “Do as I do now.”
Low Commanding “Do what I tell you.”
Source: Continuum adapted from Tannenbaum, R. and Schmidt W.H. How to Choose a Leadership
Patter, Harvard Business Review, 1958: and leadership styles adapted from Goleman D, Hay/McBer
Source: Tannenbaum, R. and Schmidt W.H.; Goleman D

Six leadership styles have a different impact on team behaviors
There is no single leadership style. Instead, most leaders exhibit a range of leadership styles and behaviors,
most without knowing specifically which ones they exhibit, when or why. The continuum of leadership is
subdivided into six styles (there’s some overlap between them). The styles have evolved from earlier work
on situational leadership and are based on survey work by Hay/McBer involving close to 4,000 executives
around the world.
At the autocratic end of the continuum, the commanding style (alternatively known as the “coercive” style)
demands immediate compliance — or else. At the opposite end, the democratic style forges consensus
through participation. Toward the middle of the continuum, the visionary style mobilizes people toward a
vision. Of course, a fine line exists between leading and manipulating in setting out a vision.
“I can’t be seen to manipulate people,” says Brigadier Mike Stone, director of information management for
the British Army. “That’s the fastest way to lose their trust. But I can focus their attention.”
Action item: Examine your leadership behaviors and those of the leaders around you. Determine which
styles work in which situations and why.
John Bace
02C, SYM14, 10/04 AE Page 7
Tactical Guideline: Instead of concentrating on direction and control of resources, add

leadership value by building strong teams, sharing knowledge and empowering learning.
Leaders Guide Transformation

Good Leaders Do Good Leaders Don’t
Leaders Transform
Clarify compelling Manage detail
vision and purpose Guide, inspire and Fine-tune status quo
Behave ethically unify people Design processes
Serve as role models Define shared goals, Ignore ethical issues
Empower change behavior, ethics Ignore peoples’
Motivate, influence differing needs
Leadership Outputs
Set culture, cohesion Focus mainly
Study external forces Identity of external internally
discontinuities
Articulation of goals
and vision
Delivery of
guidance, drive and
inspiration
Leadership and management are distinct, but they are often confused. Leaders transform organizations and
processes. Managers sustain existing organizations and processes. Traditional management roles based on
“command and check” do not positively differentiate, but the new management roles in knowledge
enterprises do. Leaders may have many job titles, sometimes including manager, but most managers are not
leaders. Not all leaders have management positions. This is particularly true in knowledge enterprises,
where leadership of the enterprise and leadership of knowledge content will often come from different
people. Enterprise leaders and knowledge leaders often have different positions in the traditional hierarchy-
based structure. The requirements of both types of leader are the same.
The most-important outputs of leadership are the identification of external discontinuities; articulation of
goals and vision; and delivery of drive, guidance and inspiration to achieve success. As enterprises become
more dependent on innovation at the same time as the imperative remains to contain and cut costs, these
leadership outputs become much more important as enterprise differentiators than traditional management
competencies.
Action Item: Create vision and leadership strategies addressing the tension between cost-cutting and
innovation by focusing on purpose, trust and relationships.
John Bace
02C, SYM14, 10/04 AE Page 8
CIOs Should Shift Emphasis

From Management to Leadership
High
Creative
change
Strategic
Strategic
leadership
leadership
CIO
Influence Consultation
Consultation
Partnering
Partnering
Transactional/
Transactional/
responsive
responsive
Low
Management Leadership
Source: people3
Management/Leadership Emphasis
Source: Based on people 3, a Gartner company
CIOs should shift emphasis from management to leadership

Most senior executives, including CIOs, mix leadership and management (in the parlance, they’re leader-
managers, known alternatively as managerial leaders). How they balance leadership and management
depends on many factors that relate to the circumstances of the business and to the seniority of the CIO.
As a generalization, the more senior and influential they are, the more CIOs should shift their emphasis
from management to leadership. “There’s a scale of management and leadership,” says Darrel Poulos, an
organizational development specialist. “As CIOs gain in influence and stature, the focus of their role
switches from essentially transactional and responsive, to visionary and change-oriented. The different roles
are not mutually exclusive, of course. Even so, CIOs are able to position themselves at a point on the chart
where their attention is mostly focused.”
Action Item: Place yourself on the scale to see how much leadership is required in your role.
John Bace
02C, SYM14, 10/04 AE Page 9
Understand the 20 Competencies

of Emotional Intelligence
A. Self- B. Self- C. Social D. Social
awareness management awareness Skills
1. Emotional self- 1. Self-control 1. Empathy 1. Visionary

awareness 2. Trustworthiness 2. Organizational leadership
2. Accurate self- 3. Conscientiousness awareness 2. Influence
assessment 3. Service
4. Adaptability 3. Developing others
3. Self-confidence orientation
5. Achievement 4. Communication
orientation 5. Change catalyst
6. Initiative 6. Conflict
management
7. Building bonds
8. Teamwork and
collaboration
Source: Goleman
Source: Daniel Goleman
Emotional intelligence defines 20 key competencies

The wide acceptance of the concept of emotional intelligence has led Daniel Goleman and others to
continue work on the subject since the publication of the original book in 1995. Today, emotional
intelligence provides an explanatory framework for the soft issues of leadership in the form of 20
competencies (down from 25 in the earlier work). The competencies are grouped into four clusters (down
from five) called “dimensions” (they’re also known as “components” and “capabilities”), as shown in the
figure.
(A competency is a set of characteristics of an individual that causes or predicts effective performance in a
role.)
Independent of the recent advances in the theory of emotional intelligence, Gartner EXP has identified a set
of competencies for the CIO and senior leadership team of “IS Lite,” a slimmed-down variant of the IT
organization in which much of the traditional work is outsourced. The set plays down technical
competencies in favor of business and behavioral. Of the set of 25 competencies that should be available
among the senior staff of IS Lite, only six are technical, compared with nine business and 10 behavioral.
John Bace
02C, SYM14, 10/04 AE Page 10

A. Self B. Self C. Social
D. Social skill
awareness management awareness
1. Emotional self- 1. Self control 1. Empathy 1. Visionary
A. Self-awareness awareness
2. Accurate self-
assessment
2. Trustworthiness
3. Conscientiousness
2. Organizational
awareness
3. Service
leadership
2. Influence
4. Adaptability 3. Developing others
3. Self confidence orientation
4. Communication
5. Achievement
1. Emotional self-awareness: The ability to read and understand your orientation
6. Initiative
5. Change catalyst
6. Conflict
emotions, as well as recognize their impact on work performance, management
7. Building bonds
relationships and the like 8. Teamwork and
collaboration
2. Accurate Self-Assessment: A realistic evaluation of your strengths and

limitations
3. Self-Confidence: A strong and positive sense of self-worth
Source: Goleman
Know thyself is the keystone of emotional awareness

Psychologists use the term “metacognition” to refer to an awareness of the thought process and
“metamood” to mean awareness of one’s own emotion. Daniel Goleman uses the terms self-awareness or
mindfulness “in the sense of an ongoing attention to one’s internal states.”
Goleman points out leaders with high EI exhibit:
1. They are attuned to their guiding values and can often intuit the best course of action, seeing the big
picture in complex situations.
2. They exhibit a gracefulness in learning where they need to improve and welcome constructive criticism
and feedback.
3. They know their abilities accurately, which enables them to play to their strengths and, as such, stand out
in a group.
John Bace
02C, SYM14, 10/04 AE Page 11

D. Social skill
B. Self management awareness

2. Accurate self-
assessment
2. Trustworthiness
2. Organizational
awareness
3. Service
leadership
2. Influence
3. Developing others
4. Adaptability
1. Self-control; the ability to keep disruptive emotions and impulses under5.6. Conflict
6. Initiative
Change catalyst orientation
control management
7. Building bonds
8. Teamwork and
2. Trustworthiness; a consistent display of honesty and integrity collaboration
3. Conscientiousness; the ability to manage yourself and your

responsibilities
4. Adaptability; skill at adjusting to changing situations and overcoming
obstacles
5. Achievement orientation; the drive to meet an internal standard of
excellence
6. Initiative; a readiness to seize opportunities
Source: Goleman
Remain unflappable at all times

“A life without passion would be a dull wasteland of neutrality, cut off and isolated from the richness of life
itself, “ Dan Goleman writes in Emotional Intelligence about self-management. However, he points out that
leaders with emotional intelligence are able to display the appropriate emotion and feeling proportionate to
circumstances.
Goleman’s research indicates those leaders with emotional self-control not only find a way to manage
disturbing emotions and impulses, they find a way to channel them into useful ways. Additionally, he finds
these people exhibit a transparency — where they have an authentic openness to others about one’s
feelings, beliefs and action — that leads to integrity. And finally, these leaders are flexible in being able to
juggle multiple demands without losing focus or energy.
John Bace
02C, SYM14, 10/04 AE Page 12

D. Social skill
awareness
C. Social awareness 2. Accurate self-
assessment
2. Trustworthiness
2. Organizational
awareness
3. Service
leadership
2. Influence
4. Adaptability
1. Empathy: Skill at sensing other peoples' emotions and understanding

6. Initiative
orientation 5. Change catalyst
6. Conflict
their perspective, and taking an active interest in their concerns management
7. Building bonds
8. Teamwork and
2. Organizational Awareness: The ability to read the currents of collaboration
organizational life, build decision networks and navigate politics

3. Service Orientation: The ability to recognize and meet customer needs
Source: Goleman
Verbal and nonverbal communications are important

Writing in "Primal Leadership, Realizing the Power of Emotional Intelligence," Daniel Goleman, Richard
Boyatzis, and Annie McKee point out those leaders with EI are able to attune to a wide range of emotional
signals, letting them sense the felt, but unspoken emotions in a person or a group. One of the critical signs
of these leaders is that they listen attentively.
Additionally, they are very politically astute and able to detect crucial social networks and read key power
relationships and understand how these forces work in an organization.
Finally, they foster an emotional climate that puts a high value on people being directly in touch with
customers and clients, keeping the relationships on track and producing satisfactory results.
John Bace
02C, SYM14, 10/04 AE Page 13

D. Social skill
awareness leadership
D. Social Skills 2. Accurate self-
assessment
2. Trustworthiness
4. Adaptability
2. Organizational
awareness
3. Service
2. Influence
1. Visionary Leadership: The ability to take charge and inspire with a compelling
5. Change catalyst orientation
6. Initiative 6. Conflict
vision management
2. Influence: The ability to wield a range of persuasive tactics 7. Building bonds

8. Teamwork and
3. Developing Others: The propensity to bolster the abilities of others throughcollaboration
feedback and guidance
4. Communication: Skill at listening and sending clear, convincing and well-tuned
messages
5. Change Catalyst: Proficiency in initiating new ideas and leading people in a
new direction
6. Conflict Management: The ability to de-escalate disagreements and
orchestrate solutions
7. Building Bonds: Proficiency at cultivating and maintaining a web of
relationships
8. Teamwork and Collaboration: Competence at promoting co-operation and
building teams
Source: Goleman
Build a common sense or purpose beyond day-to-day tasks

Leaders with high levels of emotional intelligence embody what they ask of others, and they are able to
articulate a shared mission in a way that inspires others to follow.
Daniel Goleman, Richard Boyatzis, and Annie McKee, writing in "Primal Leadership, Realizing the Power
of Emotional Intelligence," found that leaders with EI are adept in influence, are persuasive and engaging
when they address a group.
These leaders also show a genuine interest in those they are helping develop. They give timely and
constructive feedback and are natural mentors and coaches.
Finally, they are able to identify conflicts within a group. Acknowledge the feelings and views of all sides,
and then redirect the energy toward a shared ideal.
John Bace
02C, SYM14, 10/04 AE Page 14
Improve Your EI — Soft Issues of

Leadership Can Be Learned
High
Measure 4. Reinforcement
4. Reinforcement, ,
Measure encourage
encourage useof
use of
performance,
performance,
provide
Emotional Intelligence
Emotional Intelligence
provide on the job
feedback on the job
feedback 3. Training
3. Training , rely, on
rely on
3. Trainingmethods,
experiential
experiential , rely on
methods,
experiential methods,
provideopportunities
provide
provide
opportunities
opportunities
EI for practice
forpractice
practice
2. Motivation for ,
Performance 2. Motivation ,
2. Motivation
set goals, adjust
,
set
set goals,
goals, adjust
adjust
expectations,
expectations,
expectations,
encourage
encourage participation
participation
1. Preparation
encourage
, participation
assess
1.
1. needs,
Preparation
Preparation ,,
assess
gaugeneeds,
assess readiness
needs,
gauge
gauge readiness
readiness
Low Allow lots of time, months not weeks

Source: Goleman and Cherniss
Time
Source: Adapted from Goleman and Cherniss: Building
emotional intelligence in the work place
Improving emotional intelligence takes time and practice

Although it isn’t easy, the good news is that the soft issues of leadership can be learned. Good leaders don’t
have to be born that way — they can grow into it in the workplace.
The problem is that learning emotional intelligence is more difficult than conventional (“cognitive”)
learning and takes far longer. The principal reason is that it affects different areas of the brain, so it has to
be conducted differently from conventional learning. “One must first unlearn old habits and then develop
new ones,” says Dan Goleman.
One-day seminars won’t do it. The figure outlines a four-stage process. The process begins with a
preparation stage in which candidates are selected and primed. It then runs through stages of motivation,
training and reinforcement, in which classroom training is combined with mentor-supported learning on the
job. Mentors help students to heighten their awareness and improve their responses to interpersonal
situations.
The whole process takes months and a high level of motivation. “You have to want to change, and be
willing to constantly monitor your actions and choose new behaviors,” says Donna Earl.
Action Item: Assess your own emotional intelligence and work toward improving it.
John Bace
02C, SYM14, 10/04 AE Page 15
Understand That Leadership and

Management Are Not the Same
Distinctive and Complementary
Management Leadership
… is about execution … is about direction
Coping with complexity Vision
Performance Strategy
improvement
Inspiration/motivation
Organizing and staffing
Culture/values
Planning, controlling,
problem solving
Source: Kotter
Source: Adapted from J.P. Kotter
CIOs are strong on management and weak on leadership

Leadership differs from management, but not for the reasons most people think. Leadership isn’t mystical
and mysterious; it has nothing to do with charisma or other exotic personality traits; and it’s not merely for
the chosen few.
Instead, leadership and management are distinctive and complementary. “Each has its own function and
characteristic activities, and both are necessary for success,” says retired Harvard Business School professor
John Kotter.
Leadership is about influencing people to change. It’s focused on doing things differently, through intuition
and ideas (the ideas don’t have to be brilliantly innovative). Leadership achieves through persuading and
stimulating. It’s inspirational and heartfelt. Passion comes built in.
Management, by contrast, is about execution. It’s focused on performance improvement — doing things
better. Management achieves through planning, organizing and controlling. It lends itself to analysis and
method. It’s of the mind.
John Bace
02C, SYM14, 10/04 AE Page 16
Adopt Leadership Style Appropriate to the

Team-Formation Stage
High Democratic
Coaching
Commanding Affiliative
Performance
Visionary
Pacesetting
Low
Time
Source: Gartner EXP Research
Use different leadership styles at different points in team formation

Team leaders don’t always inherit an existing team. Sometimes, they have to create one. It’s crucial to start
with the right people (“get the right people on the bus,” in Jim Collins’ phraseology) by selecting them on
the basis of emotional intelligence and avoiding the “same as me” trap. Thereafter, it pays to use a
leadership style that’s appropriate to the stage of team formation. In general terms, that means starting with
a firm grip, then relaxing it later to encourage team members to find their own feet.
The point is shown by the figure, which suggests where each of the styles fits best in the three stages of a
team’s formation prior to the performing stage. The figure is purely illustrative, though, and not
prescriptive. In practice, a leader is unlikely to try to invoke more than three styles — four at most —
during a team’s formation.
Action Item: Consider how mature your team is, and assess whether you’re using the right leadership style.
John Bace
02C, SYM14, 10/04 AE Page 17
Six Leadership Styles Affect

Team Performance Differently
Commanding Pacesetting Visionary Affiliative Coaching Democratic
The leader’s Demands Sets high Mobilizes Creates Develops Forges

modus immediate standards toward a harmony people for consensus
operandi compliance vision the future
When the In a crisis To get When To heal To help an To build

style works and to kick- quick changes rifts in a employee buy-in or
best start people results require a team improve consensus
into action new vision perform-
ance
Impact Negative Negative Most Positive Positive Positive
on team strongly
climate positive
Cautions Least Destroys Avoid using Avoid using Unsuitable Avoid when
effective in morale when alone when team team is
most over time working is reluctant immature or
situations: with experts to change/ in crisis
use only learn
rarely
Source: Adapted from Daniel Goleman, Hey/McBer
Source: Daniel Goleman and EXP Research
Different leadership styles suit certain situations

Knowing when each leadership style works and when it doesn’t is the sign of a strong leader. The
commanding style, for example, is useful in a crisis, as when a leader offers crisp instructions and demands
immediate compliance to solve a crisis. According to research by Hay/McBer, leadership style also has an
effect on "team climate." Team climate, also known as working atmosphere, has six components:
flexibility, responsibility, standards, rewards, clarity and commitment.
Two of the styles, commanding and pacesetting, have a negative impact on the team climate, and should be
used cautiously and infrequently. Even the visionary style, which correlates most positively with climate,
should be avoided when working with experts.
Action item: Identify your dominant leadership style, match it to previous experiences and situations, and
analyze why it worked or did not work. If in doubt (or if your self-assessment is too complimentary), ask a
trusted peer or staff member for straight feedback.
John Bace
02C, SYM14, 10/04 AE Page 18
Recommendations
By improving
team members’
EI...
… members can
better satisfy
team needs ...
…and hence
improve team
performance
after
Source: Gartner EXP Research before
Use EI to improve team leadership skills an build bench strength

Building the emotional intelligence of the senior executive team is just the beginning. The lessons of
leadership and team performance will trickle down throughout the IT organization over time, but it’s a slow
process. A better way to build bench strength — strength in depth — is through a formal program aimed at
improving emotional intelligence throughout the IT organization.
A training program to improve emotional intelligence in the IT organization should start at the top and then
extend downward through the senior leadership team to the teams below. It entails implementing the
principles of emotional intelligence at recruitment interviews, during staff appraisals, at team performance
reviews, at project reviews following implementation and during off-sites and regular training sessions.
Action Item: Bench strength comes from leading leaders — invest in the training and development of your
team.
John Bace
02C, SYM14, 10/04 AE Page 19
This is the end of this presentation. Click any
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These materials can be reproduced only with Gartner’s written approval. Such approvals must be requested via
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How to Develop the Right Leadership Team

for the Emerging Enterprise

U.S. Symposium/ITxpo John Bace

17—22 October 2004

Accelerating Complexity Outside,

Leaders identify external discontinuities, drive change

Team Performance Depends on

Task, group and individual needs must be in balance

To Fulfill Task Needs, Focus First on

A high-performance team needs a clear vision

To Fulfill Group Needs, Smaller

A smaller team is better — but not always possible

Recognize that Emotional Needs Surface

Teams must go through each stage of development

Leadership Affects Team Performance

Coaching “Try this.”

Degree of Affiliative “People come first.”

Pacesetting “Do as I do now.”

Low Commanding “Do what I tell you.”

Source: Tannenbaum, R. and Schmidt W.H.; Goleman D

Tactical Guideline: Instead of concentrating on direction and control of resources, add

Leaders Guide Transformation

CIOs Should Shift Emphasis

CIOs should shift emphasis from management to leadership

Understand the 20 Competencies

1. Emotional self- 1. Self-control 1. Empathy 1. Visionary

Emotional intelligence defines 20 key competencies

Understand the 20 Competencies

2. Accurate Self-Assessment: A realistic evaluation of your strengths and

Source: Daniel Goleman

Know thyself is the keystone of emotional awareness

Understand the 20 Competencies

B. Self management awareness

3. Conscientiousness; the ability to manage yourself and your

Remain unflappable at all times

Understand the 20 Competencies

1. Empathy: Skill at sensing other peoples' emotions and understanding

organizational life, build decision networks and navigate politics

Source: Daniel Goleman

Verbal and nonverbal communications are important

Understand the 20 Competencies

2. Influence: The ability to wield a range of persuasive tactics 7. Building bonds

Build a common sense or purpose beyond day-to-day tasks

Improve Your EI — Soft Issues of

Low Allow lots of time, months not weeks

Improving emotional intelligence takes time and practice

Understand That Leadership and

CIOs are strong on management and weak on leadership

Adopt Leadership Style Appropriate to the

Use different leadership styles at different points in team formation

Six Leadership Styles Affect

The leader’s Demands Sets high Mobilizes Creates Develops Forges

When the In a crisis To get When To heal To help an To build

Source: Adapted from Daniel Goleman, Hey/McBer

Source: Daniel Goleman and EXP Research

Different leadership styles suit certain situations

Source: Gartner EXP Research before

Use EI to improve team leadership skills an build bench strength

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