Transcript Session 3 LISTENING TO GOD AND THE WORLD No matter what leaders set out to do—whether it’s creating strategy or mobilizing teams to.

Session 3
LISTENING TO GOD AND THE WORLD
No matter what leaders set out to
do—whether it’s creating strategy
or mobilizing teams to action—
their success depends on how
they do it.
WHICH OF THE FOUR ASPECTS DRIVE THE OTHERS?
How you do…?
(execute the leadership role?)
Behavior
Capabilities & Competencies
Values & Beliefs
Sense of Self
(Core Identity)
Past decades of leadership research still leave us
puzzled about how things work.

What gives a leader the inner strength to be honest
about even painful truths?

What enables a leader to inspire others to do their
best work and to stay loyal when other jobs beckon?

How do leaders create an emotional climate that
fosters creative innovations, all-out performance, or
warm and lasting customer relationships?

What emotional resources do leaders need to thrive
amidst chaos and turbulent change?
WHAT DO WE KNOW?
From Leadership And Neurological Research
Vision & clear
direction is the
driving force
Benevolent, fair
and firm
leadership
builds trust and
loyalty
High
performance
leadership will
enforce
performance
culture
Principle centered
leadership
provides anchors
for staff behavior
Emotionally intelligent
leaders hold the power
to inspire, arouse
passion and
enthusiasm, and keep
people motivated and
consulted
Leaders’ moods
and actions have
enormous impact
on those they
lead
“Our finding lay the groundwork for the hypothesis
that positive emotions generate upward spirals
toward optimal functioning and enhanced
emotional wellbeing—positive emotions trigger
upward spirals by broadening individual’s habitual
modes of thinking and action and building lasting
resources…as this cycle continues, positive
emotions transform individuals into more resilient,
socially integrated, capable versions of
themselves.”
Barbara Fredrickson, 2002
WHY ARE LEADERS SO IMPACTFUL?

Followers look to a leader for supportive emotional
connections—for empathy

Leaders create and manage meaning for the group
or organization

A leader’s way of seeing things has special weight

Leaders offer a way to interpret or make sense of,
and so react emotionally to, a given situation

In any human group, the leader has maximal
power to sway everyone’s emotions.
COGNITIVE COMPETENCES

Information Search

Concept Formation

Conceptual Flexibility
COGNITIVE COMPETENCES
Managers with these competences gather a
rich variety of information from many different
sources about the internal and external
environment of the organization; for example,
about comparisons, methods, technology,
customers, competition, climate (Information
Search).
They process or link this information to form new ideas
or meaning, identifying possible strategies, methods,
improvements, or changes (Concept Formation). They
compare the pros and cons of different options before
implementation, or ready themselves to capitalize on
opportunity (Conceptual Flexibility). These competences
are essential for strategic thinking, planning and
organizing in an uncertain and changing environment.
Schroeder, 1989
FIVE MAIN DOMAINS OF EMOTIONAL INTELLIGENCE

Knowing one’s emotions (Self-awareness)
 The
ability to be in touch with/monitor our feelings
via clear psychological insight and selfunderstanding.

Managing emotions (Self-control)
 Handling
feelings so they are appropriate e.g.,
develop our capacity to soothe oneself, to shake off
irritability, anxiety, and ability to bounce back from
life’s setbacks and upsets

Motivating oneself


Marshalling emotions in the service of a goal is essential for
self-motivation and mastery as well as creativity. People
who have this ability tend to be more highly productive and
effective in whatever they undertake.
Recognizing one’s emotions in others
(empathy)

Ability as well as willingness to attune oneself to the subtle
social signals that indicate what others need or want.
 Handling

relationships
The art of relationships is, in large part, skills in managing
emotions in others.
Peter Salovey—Yale Psychologist, 1990
 Interpersonal
Intelligence
 Is
the ability to understand other people: what
motivates them, how they work, how to work cooperatively with them.
 Intrapersonal
 Is
Intelligence
a correlative ability, turned inward. It is a
capacity to form an accurate, vertical model of
oneself and to be able to use that model to operate
effectively in life.
Leadership Asset
Knowing who we
are and what
factors shape us to
be who we are
Self Awareness
Knowing the impact
we have on others