The Leadership Journey - The Role Of Emotional Intelligence

The Leadership Journey -The role of Emotional Intelligence cn .

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Dr Paul Power

Chair: Mr Nick Mills

AITD National Conference

The Leadership Journey:TheRole of Emotional Intelligence

Paul Power PhDOctober 17, 2002

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Agenda...

. Context:The Leadership Development ts

Imperative.mcig Leadership Effectiveness Frameworkamy Journeys in Leadership Development: omCase Studiesa.w

wDiscussion

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Achieving Leadership

Excellence

“Executive leadership is a key source of competitive advantage… it should rank in a company’s top fivestrategic priorities”

(M.W. McCall, 1992)

“Leadership development and succession planning will be the priority issues of the next decade”

(Jay Conger, 1999)

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“This much is certain: The old-economy model of leadership is obsolete. These days, the creation of a vibrant network of grassroots leaders may be the most important -as well as the most difficult -aspect of developing the art of leadership”

(Fastcompany, 1999)

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Achieving Leadership

Excellence

“Transformational, or socialised, leadership is directed toward the service of collective interests, where leaders acknowledge the need to understand and show respect for their followers, attempting to motivate them through reason and emotional appeal.”

(Bruce Avolio& Bernard Bass, 2002)

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Each and every leader, can become much more effective by focusing on a small number of core aspects of leadership and by developing a new mind-set about the leader’s responsibility to herself or himself and to those with whom she or he works.

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(Michael Fullan, 2001)

Why We Need Leaders:

What Recent Surveys Are

nc.Telling Us:s

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m 4 in 10 people cannot work cooperativelyyo

Only 19% of entry-level applicants have ma.wadequate self-discipline for their jobs

More than 50% of employees lack the motivation to keep learning and improving

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What Our ClientsAre Telling Us:

Critical shortagesof leadership capability Competition for top talent Leaders not

behaving differently despite years of development programs

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What is Leadership

Development?

Developing outstanding leadership capability is all about that will create value for the leader, the team and the organization.

We develop as leaders when we are ready and willing toLeadership development happens when people

realize it’s as much about their own personal lives as it is about their organisationalrole

wwLeadership development is an inward journey that

-it is a call to growth in ourselves and in our relationships

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Leadership: From the Inside OutUnderstanding and Managing Self

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STAGE III: TRANSFORMATION

STAGE II: TRANSITION

STAGE I: STAGE I: PREPARATION PREPARATION

Understanding and Managing Others9

Stage I PreparationUnderstanding and Managing Self Answering the call Discovering one’s passions Developing the skills for learning Taking the first risk“Crossing the threshold” Finding a mentor and guide Seeking companions for the journey Establishing a road map

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STAGE I: STAGE I: PREPARATION PREPARATION

Understanding and Managing Others10

Stage II TransitionUnderstanding and Managing Self Embarking on the“road of trials” Facing the greatest personal challenges Shifting paradigms and thinking differently about self Incorporating new behaviours

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STAGE II: TRANSITION

STAGE I: STAGE I: PREPARATION PREPARATION

Understanding and Managing Others11

Stage III TransformationUnderstanding and Managing Self Coaching and Contributing to others Consolidating change Providing vision and energizing others Aligning levers for sustained change

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STAGE III: TRANSFORMATION

STAGE II: TRANSITION

STAGE I: STAGE I: PREPARATION PREPARATION

Understanding and Managing Others12

Leadership Effectiveness

HayGroup’sFour-Circle Model of

OrganisationalPerformance

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Organisational

Performance

Organisational ClimateResearch has shown 28% to 30% of the variance in business results can be explained by differences in organisational climate. No unnecessary rules Flexibility New ideas are accepted Hay research... Responsibility Standards

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Rewards

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Emphasis on performance Challenging/attainable goals Good performance recognized Differentiated rewards Expectations clear Expectations linked to mission Proud to belong Discretionary effort

Commitment

Managerial StylesResearch has shown up to 70% of the variance in organisational climate can be accounted for by the differences in leadership styles demonstrated by management. Coercive Immediate compliance Hay research... Authoritative

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