Slide 1

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 2

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 3

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 4

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 5

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 6

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 7

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 8

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 9

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 10

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 11

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 12

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 13

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 14

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 15

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 16

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 17

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 18

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 19

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 20

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 21

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 22

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 23

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 24

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 25

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 26

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 27

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 28

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 29

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 30

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 31

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 32

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 33

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 34

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 35

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 36

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 37

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 38

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 39

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 40

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 41

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 42

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 43

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 44

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 45

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 46

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 47

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 48

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 49

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 50

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 51

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 52

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 53

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 54

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 55

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 56

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 57

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 58

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 59

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 60

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 61

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 62

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 63

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 64

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 65

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012


Slide 66

Leadership
Charlotte M. Karam, PhD
Assistant Professor of Organizational Behaviour
Organizational Psychologist
[email protected]

OSB 349
Ext 3764

© Dr Karam 2011-2012

M O D U L E C O V E R A G E:

Introduction
The leader within (Intra-personal)
The art of leadership (Inter-personal)

© Dr Karam 2011-2012

M O D U L E O B J E C T I V E S:

1.

To introduce the participants to more recent conceptualizations of
leadership that involves both soft and hard skills.

2.

To introduce the participants to leadership development trends that
emphasize a combination of both intra-personal and inter-personal
elements.

3.

To begin to foster and understanding of the importance of Emotional
Intelligence for better leadership on the intra-personal, inter-personal,
and team levels

4.

To introduce examples of techniques for effective delegation and
empowerment

© Dr Karam 2011-2012

WELCOME

INTRODUCTION

1.

Who am I

2.

Informal Contract

3.

Leadership

Overview of Leadership Module
This workshop introduces the concept of Leadership as rooted within Emotional
Intelligence. The focus will be on the importance of the “intra” and “inter” personal skills
in effectively leading others and organizations. The workshop relies on the principles of
personality, organizational and applied social psychology as the basis for fostering
better self-awareness, self-exploration, and interpersonal processes with the strategic
aim of developing leadership skills.
I.

The leader within (Intra-personal)

II.

The art of leadership (Inter-personal)

© Dr Karam 2011-2012

In a word…. how do you Lead your practice??

© Dr Karam 2011-2012

6

Leadership Defined

7
© Dr Karam 2011-2012

Definition of Leadership

An influence relationship
among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.

8
© Dr Karam 2011-2012

Paradigm Shift
There has been a Paradigm Shift in the way we think about Leadership
A shift in the shared mindset about leadership that represents a fundamental way of
thinking about, perceiving, and understanding the exchange between Leaders and
Members

9
© Dr Karam 2011-2012

The New Reality for Leadership
CLASSIC Paradigm

NEW Paradigm

Stability

Change/crisis mgt.

Control

Empowerment

Competition

Collaboration

Uniformity

Diversity

Self-centered

Higher ethical purpose

Hero

Humble

Stability

Something else widely documented …
© Dr Karam 2011-2012

Reasons for Leader Derailment
1.
2.
3.
4.

Acting with an insensitive, abrasive, intimidating, bullying style
Being cold, aloof, arrogant
Betraying personal trust
Being overly ambitious and self-centered

5.
6.
7.

Having specific performance problems in practice
Overmanaging, being unable to delegate or build a team
Being unable to select good subordinates

(Intra-personal)

The art of leadership
(Inter-personal)
11

© Dr Karam 2011-2012

The leader within

THE LEADER WITHIN
(INTRA–PERSONAL)

PART

ONE

Self-exploration:
A better understanding of the self and the impact our behaviors has on others

The Whole You

WORK LIFE -

HARD PROFILE
Accounting
Investing
Hiring

-

SOFT PROFILE
Networking
Getting along with others
Having appropriate manners

Financial Provider
Budgeting
Having a job

-

Fun-time
Caring/nurturing
Ability to take the time to relax

© Dr Karam 2011-2012

1

Leaders are those who naturally inspire confidence,
loyalty, and hard work from others (Christie, 2008)
One of the most reliable indicators & predictors of true
leadership is an individual’s ability to find meaning in
negative events and learn from even the most trying
circumstances (Bennis & Thomas, 2002)
Outstanding leaders go out of their way to boost
peoples self-esteem (Walton)

© Dr Karam 2011-2012

1

Thematic Apperception Test

1

These pictures are ambiguous
The thematic apperception test (TAT) is a projective personality test
Designed at Harvard in the 1930s (Morgan & Murray)
31 pictures
10 are gender-specific
21 others can be used with all adults & children

© Dr Karam 2011-2012

1

The need for achievement
 a strong orientation toward accomplishment and an obsession with
success and goal attainment
 the extent to which an individual has a strong need to perform
challenging tasks well and to meet personal standards of excellence
The need for affiliation
 reflects a strong desire to be liked by other people
 the extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and getting along
The need for power
 is a desire to influence or control other people
 the extent to which an individual desires to control or influence others

© Dr Karam 2011-2012

1

A Word of Caution
Soft Skills Leadership Development is a strategic choice
that we can make

© Dr Karam 2011-2012

Why leave YOU unexamined?
The Power of Self-Awareness (Burckle & Boyatzis, 1999)
• With self-awareness, person has 50-50 chance (49%) of demonstrating selfmanagement; without it, person has virtually no chance (4%).
• With self-awareness, person has 38% chance of having social awareness; without it,
person has 83% chance of lacking social awareness.

© Dr Karam 2011-2012

1

The enigma of self-awareness
Self-awareness and self-acceptance are prerequisites for psychological
health, personal growth, and the ability to know and accept others
Individuals who are more self-aware report less stress, perform better in
managerial and leadership roles and are more productive at work
The knowledge we process about ourselves (self-concept) is central to
improving management skills

© Dr Karam 2011-2012

We often evade or resist personal growth and new self-knowledge so we can
protect our self-esteem or self-respect
We tend to be afraid of any knowledge that would cause us to despise
ourselves or to make us feel inferior, weak, worthless, evil, shameful. We
protect ourselves and or the ideal image of ourselves by repression and
similar defenses, which are essentially techniques by which we avoid
conscious of unpleasantness or dangerous truths (Maslow, 1962).
But beginning the process of self exploration, if done well, can lead to great
success!

© Dr Karam 2011-2012

Exploring the Intra-Personal
There various means and techniques for exploration.
• Personal SWOT analysis
• Strategic Self-SWOT analysis

Strengths

Weaknesse
s

Threat

Opportunity

© Dr Karam 2011-2012

2

Exploring the Intra-Personal
There various means and techniques for exploration
•

•

Personality Assessments
•

Big Five or Five Factor Model

•

Myers-Briggs Type Indicator

Soft Skills Assessments
•

Emotional Intelligence

•

Personal Ethical Decision Making

•

Preferences for Power Usage

•

12 executive skills

Strengths

© Dr Karam 2011-2012

Threat

Opportunity

2

Emotional Intelligence
Reading:
What Makes a Good Leader (Goleman)

24
© Dr Karam 2011-2012

IQ vs. EQ

© Dr Karam 2011-2012

Definition of Intelligence
• The ability to learn or understand or to deal with new or trying situations: the
skilled use of reason

• The cognitive abilities of an individual to learn from experience, to reason well,
and to cope effectively with the demands of daily living.

• "Intelligence, as a hypothetical construct, is the aggregate or global capacity
of the individual to act purposefully, to think rationally, and to deal effectively
with his environment” - Wechsler

© Dr Karam 2011-2012

One General Intelligence??
Charles Spearman

Howard Gardner

• schoolchildren's grades across
seemingly unrelated subjects were
positively correlated

• disagreed with Spearman’s g

• doing well in one area predicted
that you will do well in another

• proposed the concept of multiple intelligences

• these correlations reflected the
influence of a dominant factor – the
g factor.

• identified many

• studied savants

• "general" intelligence
© Dr Karam 2011-2012

Emotional Intelligence
First called social intelligence.

The ability to perceive, express, understand,
and regulate emotions.
Many studies show EQ to be a greater predictor
for future success than IQ

© Dr Karam 2011-2012

Why EI: A wake up call
70% of the reasons for losing clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didn’t go the extra mile.
No follow-up.
Lack of human connection.

Source: Research by Forum Corporation on Manufacturing and Service Companies, 1989-1995, cited in Orioli (2000)
© Dr Karam 2011-2012

Emotional Intelligence
A person’s ability to read other’s emotions accurately, to respond to them
appropriately, to motivate oneself, to be aware of one’s own emotions, and to
control one’s own emotional responses.
It is a critical part of social intelligence
- self-awareness
- good emotional management
- delay gratification in pursuit of long-term rewards
- empathy, ability to read other people’s emotions

© Dr Karam 2011-2012

3

Emotional Intelligence
Impulse control
A fundamental psychological skill
http://www.youtube.com/watch?v=6EjJsPylEOY
Does it predict anything?
The marshmallow experiment
4-year-olds
Offered 1 marshmallow immediately, or 2 if they could wait in a room by themselves
Those who waited:
Covered their eyes, sang to themselves, played games with their hands and
feet, tried to go to sleep
© Dr Karam 2011-2012

3

Emotional Intelligence
Those who resisted temptation 12-14 years later:
More socially competent, personally effective, and self-assertive
Less likely to freeze under stress and pursued challenges even in the face of difficulties
As high school graduates:
Better able to put their ideas into words, to use and respond to reason, and to
concentrate
1/3 of children who grabbed the marshmallow had SAT average of 524 (verbal) and 528
(quantitative)
1/3 of children who waited had average SAT scores of 610 (verbal) and 652 (quantitative)
The essence of emotional self-regulation
Goal-directed self-imposed delay of gratification
The ability to deny impulse in the service of a goal

© Dr Karam 2011-2012

3

Five Components of EQ
•
•
•
•
•

Self-Awareness
Managing Emotions
Motivating Oneself
Empathy
Social Skills

© Dr Karam 2011-2012

Allows effective communication with others.
Enables management of emotions such as mood, anxiety, fear and anger.
Increases motivation at all levels.
Creates leadership and the ability to gain consensus in diverse settings.
Builds rapport and trust.
Creates a balance of emotion and rational.

© Dr Karam 2011-2012

Druker on EI and Leadership

“Your foremost job as a leader… is to take charge of your own energy and then
help orchestrate the energy of those around you.”

Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5)
© Dr Karam 2011-2012

THE ART OF LEADERSHIP
(INTER–PERSONAL)

PART

TWO

Leadership Behaviors: Art of Interactions
The art of Empowerment & Delegation

Leadership: Traits to Behaviors
Do we think of EI as a great leadership trait?
Do all great leaders posses EI?
Are traits alone the key to understanding leader effectiveness.
• We note that not all great leaders possess all of the same traits
• Some individuals who possess EI (and other “great traits”) are not effective in their
leadership roles
This lack of a consistent relationship between specific leader traits and leader
effectiveness led  shift in focus from traits to behavior
BEHAVIOR:
What great leaders
actually do
© Dr Karam 2011-2012

Approaches to Understanding Leadership
Trait approach is a perspective that attempts to determine the personal
characteristics that great leaders share
Behavioral approach is a perspective that attempts to identify what good leaders
do – that is what behaviors they exhibit

Leadership Behaviors: Art of Interactions
© Dr Karam 2011-2012

Leader Behaviors
Attempts to identify what good leaders do

In the behavioral approach, personal characteristics are considered less important than the
actual behaviors leaders exhibit.
Three general categories of leadership behavior have received particular attention:
• behaviors related to task performance
• behaviors related to group maintenance
• employee participation in decision making and follow through
(i.e., empowerment and delegation)

© Dr Karam 2011-2012

Ohio State Studies… others
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement

Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
40
© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Task performance/ Initiating Structure
• Actions taken to ensure that the work group or organization reaches its goals

• It is Job-oriented
• It is related to making sure that work gets done, and the organization is effective and
efficient.

EX: Assigning tasks, making schedules, encouraging adherence to rules
This dimension is sometimes referred to as:
• concern for production
• directive leadership

© Dr Karam 2011-2012

Ohio State Studies- Leader Behaviors
Group maintenance/ Consideration
Actions taken to ensure the satisfaction of group members, develop and maintain
harmonious work relationships, and preserve the social stability of the group
This type of behavior is employee-centered

Leaders here tend to show their subordinates that they trust, respect, and care about
them
This dimension is sometimes referred to as:
• concern for people
• supportive leadership
© Dr Karam 2011-2012

Think of a mentor or someone who inspired you?

What did he/she do?
What did he/she do that was different?

© Dr Karam 2011-2012

Those that Inspire
Transformational leaders
Research suggests that these individuals because they are:
1) charismatic
2) intellectually stimulating
3) engaging in developmental considerations
Do you inspire?

© Dr Karam 2011-2012

A Word on Charisma
Charisma has to do with the ability to clearly communicate his or her vision of how
good things could be by:
•

Being passionate and clearly communicating excitement to subordinates

•

Openly sharing information with employees so that everyone is aware and
informed

•

Empowering workers to help with solutions to problems

•

Engaging in the development of employees by working hard to help them build
skills.

© Dr Karam 2011-2012

Empowerment
© Dr Karam 2011-2012

Empowerment
• Appropriate employee empowerment is essential to team and/or organizational
success
• Everyone claims to empower employees, but this is easier said than done

© Dr Karam 2011-2012

Empowerment
• It is a management approach designed to give frontline employees the authority they
need to do what needs to be done without having to check with management.
• Providing freedom for people to do successfully what they want to do rather than
getting them to do what you want them to do
• When empowerment is accompanied by accountability and appropriate guidance, it
can lead to increased employee and customer satisfaction.

© Dr Karam 2011-2012

Empowerment Dilemma
• Empowered employees are more productive, more innovative, more satisfied, and
created better quality products
• This entails giving up control and letting others make decisions, set goals,
accomplish results and receive rewards… other people will probably get credit for
success!
• This is problematic for people with high need for power and control!

© Dr Karam 2011-2012

Empower or Sacrifice?
• Empowering other is neither easy nor natural, we are not born knowing how to do it
• However, it need not to require a great amount of self sacrifice
• No need to sacrifice rewards, recognition, or effectiveness. In fact you can
multiply your own effectiveness if you empower skillfully

• Despite the fact that the concept of empowerment is very popular, its actual
practice is all too rare in modern management

© Dr Karam 2011-2012

What are some of the common myths about
empowerment?
•Everybody’s doing it.
•It’s easy.
•Every manager wants empowered employees.
•Every employee wants to be empowered.
•All the manager needs to do is leave the empowered employees alone.

© Dr Karam 2011-2012

What are some guidelines for effective
employee empowerment?
Select the right managers.
Provide training & guidance.
Hold everyone accountable.
Build trust.
Focus on relationships.
Stress organizational values.
Transform mistakes into opportunities.
Reward and recognize.

Share authority instead of giving it up.
Encourage dissent.
Give it time.
Share information.
Realize that empowerment has its limitations.
Watch for mixed messages.
Involve employees in decision-making.
Be prepared for increased variation.
© Dr Karam 2011-2012

Chose the right managers.
How?
Select leaders who are already
empowering their colleagues routinely.

Why?
Not every manager is capable of
being a coach instead of a boss.
Controlling micromanagers will
always slip back into their old ways.
Pick the wrong managers and
everyone will see that you are only
giving lip service to the idea.

© Dr Karam 2011-2012

Give them a fair chance to change, but
make it clear that their odds of success
are not good.

Call attention to leaders who are doing it
right, and encourage young leaders to
select them as mentors.

Select the right employees.
Why?
Not every employee wants to be
empowered.
Only a minority of employees want to
work this hard.
Announce that everyone is
empowered and watch the work come
to a grinding halt.
Only volunteers are eligible.

How?
Identify those people already taking the
initiative.
Explain the risks and benefits of
empowerment, and then wait for those
who want to stretch to step forward.
Share information openly, and then
identify those with good instincts,
confidence and the willingness to take
risks.

© Dr Karam 2011-2012

Provide adequate training.
Why?
The inclination to take the initiative is
natural, but effective techniques are
acquired through learning and
polished through experience.

How?
Identify the most common challenges
they will face.

Those permitted to flail about
aimlessly will quickly grow
discouraged and withdraw.

Demonstrate attitudes and behaviors
most likely to be successful.
Point out that nothing works every
time.

Training increases confidence and
encourages risk-taking.

Celebrate every incremental
improvement; perfection is in short
supply.

Enlist them as trainers ASAP.
© Dr Karam 2011-2012

Share information.
How?
Begin by asking what information is
needed.

Why?
Information really is power.
Everyone overestimates how much
leaders know.

Encourage everyone to contribute to
the information pool.

Sharing your information encourages
others to share too; their information
may be the key.

Except for personal stuff, avoid
secrets.
Demonstrate openness.

Data encourages analysis and
discourages impulsive action.

Invite questions and challenges.
Change your position readily when
new information demands
reconsideration.
© Dr Karam 2011-2012

Hold everyone accountable.
How?
Find out what happened.

Why?
Authority without accountability
becomes self-centeredness.

Ask why it happened?

Every little bit of power is seductive.
Unrestrained freedom is the seed from
which tyrants grow.
Individual freedom introduces
increased variation into key
organizational processes.

Inquire whether, on looking back, a better
option might have been employed.
Let the emotion of the moment pass.
View mistakes as opportunities to grow.

Let the empowered associate come to
that conclusion on her own.
© Dr Karam 2011-2012

Celebrate Empowerment

© Dr Karam 2011-2012

Delegation
© Dr Karam 2011-2012

Delegation:
“The act of delegating, or investing with authority to act for another”

OR….
“The distribution of responsibility and authority to others while holding them accountable
for their performance.”

© Dr Karam 2011-2012

Empowered Delegation
• Delegating and empowerment and two sides of the same coin.
• Delegation refers to the assignment of a task
• Empowerment may involve non-work activities, emotions and relationships
• Delegation is the assignment of new or additional responsibilities to a subordinate.

• It applies in all hierarchical levels

• “I not only use all the brains I have, but all I can borrow” – Woodrow Wilson

© Dr Karam 2011-2012

Why Delegate?
•To use skills and resources already within
the group
•To keep from burning out a few leaders

•To develop new leaders and build new
skills within the group
•To get things done

•To prevent the group from getting too
dependent on one or two members
•To become more powerful as a group
•To allow everyone to feel a part of the
effort and the success
•Group members feel more committed if
they have a role and feel needed

© Dr Karam 2011-2012

Why Not?
…its too hard!
…it takes too much time!
…high risk/lack of trust, nobody can do it as good as I can
…nobody else has any time either……
… I want to be in the limelight

© Dr Karam 2011-2012

Steps in Delegation
I –Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor

© Dr Karam 2011-2012

Consequences of Poor Delegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel powerless
The skills and knowledge of the group/organization are concentrated in a few people

New members don’t find any ways to contribute to the work of the group.
© Dr Karam 2011-2012

THANK YOU

© Dr Karam 2011-2012