What kind of leader are you

1. The Webinar Will Start Shortly
Monday, 27 April 2015
4.30 to 5:30 pm UAE Time
Copyright © 2015 by Benedict Stanberry. All Rights Reserved
What Kind Of Leader
Are You?

2. Housekeeping
• Slides will be available on our SlideShare page; the link
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the link will be emailed to you
• Take the time to complete a post-webinar survey that will
pop up at the end
• You can type your questions throughout the session
• Time will be allocated in the end for the speaker to
address your questions
2

3. • lawyer and academic: Welsh Lawyer of the
Year
• management consultant working with
organisations in public and private sector
• interim chief executive of a Brussels-based
NGO
• elected local politician in London
• General Counsel and then Commercial and
Legal Director of a private healthcare
company
• scholarship to Henley Business School
• now Principal of IHLM in Oxford, UK
About Ben

4. • you can contact Ben at any time for
support with any of the topics covered
in this webinar –
benedict.stanberry@ihlm.org
• you can connect with Ben via LinkedIn
if you wish –
Benedict Stanberry
Contact Details

5. Webinar Overview
What Kind of Leader Are You?
• why leadership matters and why it is therefore
essential for all leaders and managers to be
continuously developing and honing their
leadership skills
• the six leadership styles identified by Daniel
Goleman, who is famous for his work on emotional
intelligence.
• diagnose your own preferred leadership style and
then discover which styles are associated with high-
performance
• discuss how you can develop a more effective
personal leadership style

7. Performance
• dependent variable
• multi-dimensional
• independent variable
?
Leadership
• moderating /
mediating variables?
• independent variable
• multi-dimensional
What Kind of Leader Are You?
Causation and Causality

8. • are staff scared of you?
• do they enjoy coming to
work?
• are they happy?
• do they dread working with
you?
• will they tell you if you are
about to make a mistake?
What Kind of Leader Are You?
What Sort of Climate Do You Create?

9. Performance
• dependent variable
• multi-dimensional
• independent variable
Climate
Leadership
• independent variable
• multi-dimensional
What Kind of Leader Are You?
Climate: The Mediating Variable
• moderating /
mediating variables?
“The organisational
phenomenon through
which leadership works.”
(Eckvall, 1985)

10. Performance
• dependent variable
• multi-dimensional
Leadership
• independent variable
• multi-dimensional
What Kind of Leader Are You?
Climate: The Mediating Variable
Responsibility
Standards
Rewards
Clarity
Flexibility
Goleman (2000)
• mediating variable
• multi-dimensional
Commitment

11. Performance
• dependent variable
• multi-dimensional
Leadership
• independent variable
• multi-dimensional
What Kind of Leader Are You?
Climate: The Mediating Variable
Patient-
focus
Standards
Trust
Openness
Quality
Shipton et al (2008)
• mediating variable
• multi-dimensional

12. What Kind of Leader Are You?
Climate: The Mediating Variable
Shipton et al (2008)

13. Shipton et al (2008)
What Kind of Leader Are You?
Climate: The Mediating Variable

14. I think the key to success is through meeting
the needs of my team-members.
Strongly
Disagree
Disagree
Neither
Agree
nor
Disagree
Agree
Strongly
Agree
1 2 3 4 5 6 7 8 9
Q1

15. I provide a clear idea of long-term direction.
Strongly
Disagree
Disagree
Neither
Agree
nor
Disagree
Agree
Strongly
Agree
1 2 3 4 5 6 7 8 9
Q2

16. I help people to identify their strengths and
weaknesses.
Strongly
Disagree
Disagree
Neither
Agree
nor
Disagree
Agree
Strongly
Agree
1 2 3 4 5 6 7 8 9
Q3

17. I expect people to do what I say.
Strongly
Disagree
Disagree
Neither
Agree
nor
Disagree
Agree
Strongly
Agree
1 2 3 4 5 6 7 8 9
Q4

18. I include everyone in decision-making.
Strongly
Disagree
Disagree
Neither
Agree
nor
Disagree
Agree
Strongly
Agree
1 2 3 4 5 6 7 8 9
Q5

19. I insist on excellence.
Strongly
Disagree
Disagree
Neither
Agree
nor
Disagree
Agree
Strongly
Agree
1 2 3 4 5 6 7 8 9
Q6

20. 1970 1980 1990 2000
David
McClelland
(1973)
Richard
Boyatzis
(1982)
Harry
Schroder
(1989)
Dulewicz
& Herbert
(1992)
Boyatzis,
Goleman &
Rhee
(2000)
Jack
Welch
(2001)
Stephen
Covey
(1989)
Daniel
Goleman
(1995)
BusinessBestsellersEmpiricalResearch

21. Boyatzis (1982) interviewed 2,000
managers in over 40 organisations,
identifying 19 competencies.
He defined a competency as ‘an
underlying characteristic of a
person which results in effective
and / or superior performance in a
job’.
He also defined multiple
competency levels, according to
which a competency could be ‘a
motive, trait, skill, aspect of one’s
self-image or social role, or a body
or knowledge which he or she
uses.’
Skill
Knowledge
Social Role
Self-Image
Trait
Motive
Source: Boyatzis (1982)
What Kind of Leader Are You?

22. Cluster Competency Threshold Competency
Goal and action
management
cluster
• concern with impact
• diagnostic use of concepts
• efficiency orientation
• pro-activity
Leadership cluster
• conceptualisation
• self-confidence
• use of oral presentations
• logical thought
Human resource
management
cluster
• managing group processes
• use of socialised power
• accurate self-assessment
• positive regard
Directing
subordinates
cluster
• developing others
• spontaneity
• use of unilateral power
Focus on others
cluster
• perceptual objectivity
• self-control
• stamina and adaptability
Specialised
knowledge
• specialised knowledge
What Kind of Leader Are You?

23. Independence
1. Be Proactive
2. Begin with the End in Mind
3. Put First Things First
Interdependence
4. Think Win-Win
5. Seek First to Understand, Then to be
Understood
6. Synergise
Self Renewal
7. Sharpen the Saw
Source: Covey (1989)
What Kind of Leader Are You?

24. Source: Welch (2001)
Characteristics of ‘A Players’
• filled with passion
• committed to ‘making things happen’
• open to ideas from anywhere
• blessed with lots of "runway" ahead of them
• have charisma: the ability to energize themselves and
others
• can make business productive and enjoyable at the same
time
• have very high Energy levels, can Energize others around
common goals
• have the Edge to make difficult decisions
• the ability to consistently Execute, or deliver on their
promises
What Kind of Leader Are You?

25. What Kind of Leader Are You?
Learning Activity 1 – Amygdala Hijack!
‘Amygdala Hijack’ is a term coined by
Daniel Goleman in his book Emotional
Intelligence. It means an emotional
response which is immediate,
overwhelming, and out of measure with the
actual stimulus.
1.Can you recall an occasion when you
had a sudden and strong emotional
reaction – eg, to a situation or to
something someone did, said or wrote?
2.How did you react? What did you do?
3.Looking back, do you think your reaction
was appropriate or not? Do you wish
you’d behaved differently?

26. Traditionalists say that
emotions:
•distract us
•increase our vulnerability
•cloud our judgment
•inhibit free flow of data
•must be controlled
High performers say that
emotions:
•motivate us
•increase our confidence
•speed our analysis
•build trust
•provide vital feedback
•must be managed
What Kind of Leader Are You?
Two viewpoints about emotions and management

27. • IQ – Intelligence Quotient
Uses tests to measure activity
in the cerebral cortex
• EQ – Emotional Quotient
Uses tests to measure activity
between the amygdala
(fight or flight response)
and the cerebral cortex
What Kind of Leader Are You?
EQ is not the same as IQ

28. IQ EQ
• helps you get a job • helps you succeed in a job
• measure of ability to learn or
understand
• measure of ability to use
emotions and logical skills
• trying to convince someone by
facts
• trying to convince someone by
reasoning
• being at the mercy of emotions
because you don’t understand
them
• understanding and managing
emotions and using them for
good reasons
• book smart • heart smart
• gets you through academia • gets you through life
What Kind of Leader Are You?
Differences between IQ and EQ

29. • self-awareness – the ability to read
one's emotions and recognize their
impact while using gut feelings to
guide decisions
• self-management – involves controlling
one's emotions and impulses and
adapting to changing circumstances
• social awareness – the ability to sense,
understand and react to others'
emotions while comprehending social
networks
• relationship management – the ability
to inspire, influence and develop
others while managing conflict
Source: Goleman (1995)
What Kind of Leader Are You?

30. What Kind of Leader Are You?
Self-
Awareness Self-Management Social
Awareness Relationship Management
• Emotional self-
awareness – the
ability to read and
understand your
emotions as well
as recognise their
impact on work
performance,
relationships and
the like.
• Accurate self-
assessment – a
realistic evaluation
of your strengths
and limitations.
• Self-confidence –
a strong and
positive sense of
self-worth.
Self-control – the ability
to keep disruptive
emotions and impulses
under control.
Trustworthiness – a
consistent display of
honesty and integrity.
Conscientiousness –
the ability to manage
yourself and your
responsibilities.
Adaptability – skill at
adjusting to change
situations and over-
coming obstacles.
Achievement
orientation – the drive
to meet an internal
standard of excellence.
Initiative – a readiness
to seize opportunities.
Empathy – skill at
sensing other people’s
emotions,
understanding their
perspective, and
taking an active
interest in their
concerns.
Organisational
awareness – the
ability to read the
currents of
organisational life,
build decision
networks and navigate
politics.
Service orientation –
the ability to recognise
and meet customers’
needs
Visionary leadership – the ability to
inspire with a compelling vision.
Influence – the ability to wield a range
of persuasive tactics.
Developing others – the propensity to
bolster the abilities of others through
feedback and guidance.
Communication – skill at listening and
at sending clear, convincing and well-
tuned messages.
Change catalyst – proficiency in
initiating new ideas and leading people
in a new direction.
Conflict management – the ability to
de-escalate disagreements and
orchestrate resolutions.
Building bonds – proficiency at
cultivating and maintaining a web of
relationships.
Teamwork and collaboration –
competence at promoting co-operation
and building teams.

31. Awareness
Self
What Kind of Leader Are You?
The EQ Model
Self-
Awareness
Capacity for
understanding one’s
emotions, strengths and
weaknesses.
Social Awareness
Capacity for understanding
what others are saying and
feeling and why they feel and
act as they do.
Self-Management
Capacity for effectively
managing one’s motives and
regulating one’s behaviour.
Relationship
Management
Capacity for acting in such a way
that one is able to get desired
results from others and reach
personal goals.
Action
Others
Positive
impact on
others

32. • 50% of work satisfaction is
determined by the relationship an
employee has with his/her boss
• a large hospital reduced turnover of
critical care nurses from 65% to 15%
within 18 months of instituting an
emotional intelligence screening
assessment
• EQ requires a high level of self-
mastery and people skills and the
ability to put yourself in the position
of others
What Kind of Leader Are You?
The impact of EQ in the workplace
Source: Fariselli et al (2008)

33. A hospital can be a complex environment
where interpersonal interactions to both
patients and staff are of paramount
importance. Some people thrive on this,
some are overwhelmed by it.
Fariselli et al (2008) found that in
healthcare environments –
•emotional intelligence predicts high
performance
•stress reduces performance
•emotional intelligence mitigates the
effects of stress.
What Kind of Leader Are You?
The impact of EQ in the workplace

34. Source: Fariselli et al (2008)
What Kind of Leader Are You?
The impact of EQ in the workplace

35. What Kind of Leader Are You?
Learning Activity 2 – How Does EQ Affect Leadership?
It’s time to discover how your EQ affects
your leadership style.
1.You will be handed a questionnaire that
consists of a series of paired statements.
2.In each pair, tick the box that
corresponds with the statement that most
accurately describes you and how you
usually behave.
3.Remember, you can only choose one of
statement from each pair.
4.When you have finished, add up the
number of ticks in each column (A, B, C,
D, E and F) to get a score for each letter.

36. What Kind of Leader Are You?
Goleman’s Six Leadership Styles

37. What Kind of Leader Are You?
Goleman’s Six Leadership Styles
Affiliative
The leader’s
modus operandi
Creates harmony, avoids
conflict and builds
emotional bonds
The style in a phrase “People come first.”
Underlying emotional
intelligence competencies
Empathy, building
relationships,
communication.
When the style works best
To heal rifts in a team, to
motivate people during
stressful circumstances
When the style doesn’t work
When staff performance is
inadequate, in crises or
complex situations, with
staff who are task-oriented
Overall impact on climate Positive

38. What Kind of Leader Are You?
Goleman’s Six Leadership Styles
Visionary
The leader’s
modus operandi
Mobilises people toward a
vision, provides long-term
direction
The style in a phrase “Come with me.”
Underlying emotional
intelligence competencies
Self-confidence, empathy,
change catalyst
When the style works best
When changes require a
new vision, or when a
clear direction is needed
When the style doesn’t work
When the leader is not
perceived as credible or
does not develop staff
Overall impact on climate Most strongly positive

39. What Kind of Leader Are You?
Goleman’s Six Leadership Styles
Coaching
The leader’s
modus operandi
Develops people for the
future
The style in a phrase “Try this.”
Underlying emotional
intelligence competencies
Developing others,
empathy, self-awareness
When the style works best
To help an employee
improve performance or
develop long-term
strengths
When the style doesn’t work
When the leader lacks
expertise, when staff
require close supervision,
in a crisis
Overall impact on climate Positive

40. What Kind of Leader Are You?
Goleman’s Six Leadership Styles
Commanding
The leader’s
modus operandi
Demands immediate
compliance
The style in a phrase “Do what I tell you.”
Underlying emotional
intelligence competencies
Drive to achieve, initiative,
self-control
When the style works best
In a crisis, to kick start a
turnaround, with problem
employees, for straight-
forward tasks
When the style doesn’t work
When applied to complex
tasks, with self-motivated
and capable employees
Overall impact on climate Negative

41. What Kind of Leader Are You?
Goleman’s Six Leadership Styles
Democratic
The leader’s
modus operandi
Builds commitment
through consensus
The style in a phrase “What do you think?”
Underlying emotional
intelligence competencies
Collaboration, team-
leadership,
communication
When the style works best
when staff are competent
and must be co-ordinated,
when the best approach is
unclear
When the style doesn’t work
In crises, when there’s no
time for meetings and
discussion, when staff are
not competent
Overall impact on climate Positive

42. What Kind of Leader Are You?
Goleman’s Six Leadership Styles
Pacesetting
The leader’s
modus operandi
Sets high standards for
performance
The style in a phrase “Do as I do, now.”
Underlying emotional
intelligence competencies
Conscientiousness, drive
to achieve, initiative
When the style works best
To get quick results from a
highly motivated and
competent team
When the style doesn’t work
When staff need close
direction, development
and co-ordination
Overall impact on climate Negative

43. There is no right or wrong leadership style.
The most effective style depends on –
•experience of the team
•employee strengths and weaknesses
•complexity of the task
•time pressures
•risk associated with deviation from
performance, and
•resources available (time, people)
What is critical to a leader’s effectiveness is
their ability to diagnose the demands of the
situation at hand and make use of the full array
of styles.
What Kind of Leader Are You?
Goleman’s Six Leadership Styles

44. Affiliative
Financial
Results
• dependent variable
• multi-dimensional
Commanding
• mediating variables
• independent variable
• multi-dimensional
What Kind of Leader Are You?
Goleman’s Six Leadership Styles
Visonary
Democratic
Coaching
Pacesetting
Leadership Style
Flexibility
Responsibility
Standards
Rewards
Commitment
Clarity
PerformanceClimate

45. What Kind of Leader Are You?
Goleman’s Six Leadership Styles
Commanding Visionary Affiliative Democratic Pacesetting Coaching
Flexibility (0.28) 0.32 0.27 0.28 (0.07) 0.17
Responsibility (0.37) 0.21 0.16 0.23 0.04 0.08
Standards 0.02 0.38 0.31 0.22 (0.27) 0.39
Rewards (0.18) 0.54 0.48 0.42 (0.29) 0.43
Clarity (0.11) 0.44 0.37 0.35 (0.28) 0.38
Commitment (0.13) 0.35 0.34 0.26 (0.20) 0.27
Overall impact
on climate (0.26) 0.54 0.46 0.43 (0.25) 0.42

46. What Kind of Leader Are You?
Developing Your Leadership Styles
To develop your Affiliative style
• identify and act to resolve interpersonal conflict
• sympathise with others
• accommodate personal needs
• trust your people to perform
• initiate personal contacts with your team
• provide social activities
• personal recognition

47. To develop a Visionary style…
• formulate your vision, strategy, and objectives
• prepare and give your “vision speech”
• solicit input
• provide rationale
• delegate responsibility clearly
• provide feedback
• reward and punish fairly
What Kind of Leader Are You?
Developing Your Leadership Styles

48. To develop a Coaching style…
• create development goals with team members
• identify the strengths and weaknesses or your team
• support the development plan
• seek opportunities for your team members
• encourage improvement
What Kind of Leader Are You?
Developing Your Leadership Styles

49. To develop a Commanding style…
• get to know the work
• give direct orders
• be decisive
• set clear standards of performance
• monitor employees closely
• clearly point out deviation from rules
What Kind of Leader Are You?
Developing Your Leadership Styles

50. To develop a Democratic style…
• hold information sharing meetings
• conduct participative meetings
• share decision-making with others
• seek consensus
• recognise good performance
What Kind of Leader Are You?
Developing Your Leadership Styles

51. To develop a Pacesetting style…
• maintain your ‘expert’ professional knowledge and skills
• teach by example
• insist on excellence
• delegate low-to-moderate risk tasks
• emphasise results
What Kind of Leader Are You?
Developing Your Leadership Styles

52. What Kind of Leader Are You?
Learning Activity 3 – Reflecting on your EQ
Now that you understand a little more about EQ
and your own preferred leadership style, take
time to reflect on the following questions –
1.Should a healthcare leader select roles based
upon their preferred leadership style(s)? Or
should they, instead, be flexible enough to adapt
their style(s) to the demands of a given situation?
2.How can you consciously analyse a situation
and choose the right leadership style?
3.What could be an early warning sign that you
have adopted the wrong leadership style?
4.What should you do if you find yourself in such
a situation?

53. Any
questions
before we
end this
Webinar?