CEE Masterclass on "Developing your Leadership Brand" - 22 August 2013

Copyright @2013 Centre for Executive Education Pte Ltd,
Executive Development Division of IPMA Asia Pacific
(Strategic Partner of Quest Learning) 1
Prof Sattar BawanyProf Sattar Bawany
CEO, Centre for Executive Education (CEE)
Strategic Advisor, IPMA Asia Pacific &
Master Facilitator, Quest Learning
22 August 2013
Residence Hotel @ Uniten, Bangi
WORKSHOP ON
“DEVELOPING YOUR LEADERSHIP BRAND”

Every morning in Asia, a tiger
wakes up. It knows it must
outrun the slowest deer or it
will starve to death.
Every morning in Asia, a deer
wakes up. It knows it must run
faster than the fastest tiger or it
will be killed.
It doesn’t matter whether you are a tiger or a deer: when the
sun comes up, you’d better be running…..
Are You a Tiger or a Deer?

Knowing Yourself as a Leader

Module 1:
Introduction and
Workshop Objectives

About  Executive Education
 Leadership & High
Potential Development
 Executive Coaching
 Succession Planning
 Executive Assessment
5
Centre for Executive Education (CEE) is the Executive Development Division
of International Professional Managers Association (IPMA) in APAC.

• The International Professional Managers Association (IPMA) is a professional
members organisation for Managers at all levels; headquartered in UK with
Regional Offices in Europe, Africa and Asia Pacific.
• Centre for Executive Education (CEE) is the Executive Development Division
of IPMA and the mission is to assist client organisation to secure a leading
position in their respective market place and developing a sustainable
competitive advantage through developing their key asset, intellectual capital
of the people.
• CEE offers talent management solutions including executive coaching and
custom-designed leadership development programs to accelerate individual
performance and succession planning for organisations.
• Quest Learning is an Approved Training Partner of IPMA. And is boutique
consulting firm specialises in helping organisation to improve performance,
productivity and profits in Asia through its results-based and measurable
approaches in training, coaching and developing leaders and talents.
Who We Are

(Strategic Partner of Quest Learning)
• CEO of Centre for Executive Education (CEE)
• C-Suite Master Executive Coach, EDA
• Senior Advisor, IPMA Asia Pacific
• Master Facilitator, Quest Learning
• Adjunct Professor of Paris Graduate School of Management
• Over 25 years’ in executive coaching, facilitation, leadership
development and training.
• Adjunct Professor teaching international business and human
resource courses with Paris Graduate School of Management
• Assumed senior global and regional leadership roles with DBM
(Drake Beam & Morin), Mercer Human Resource Consulting,
Hay Management Consultants and Forum Corporation.
About Your Key Note Speaker

S
C
O
P
E
HARE
HALLENGE
PEN MINDED
LAN OF ACTION
NJOY OURSELVES
The S.C.O.P.E. Approach

• Understand how Leading by Impact contributes towards organisational
success through your Own Leadership Brand
• Understand the role of managerial leadership towards organisational success
• Gain a clear understanding about the context for leadership today’s changing
organisation
• Understand why Emotional Intelligence is critical for great performance and
leadership effectiveness
• Developing Your Leadership Brand with Leadership Styles & Emotional
Intelligence
• Crafting Your Own Leadership Brand – helping you create your own unique
brand of impactful leadership
This workshop will provide you with a foundation of knowledge that
will enable you to:
Workshop Objectives

• Strategy: developing a point of view about
the future and positioning the firm for
continued success
• Execution: building organizational systems
that deliver results and make change happen
• Talent management: motivating, engaging,
and communicating with employees
• Talent development: grooming employees for
future leadership (succession planning)
• Personal leadership proficiency: exercising
social and emotional intelligence, effective
leadership styles; acting with integrity, making
bold decisions, and engendering trust
Developing Your Leadership Brand
Source: Dave Ulrich and Norm Smallwood, ‘Developing Your Leadership Brand’, Harvard Business Review, July – August 2007

1. Failure to Meet Business Objectives (Achieving Organisational Results)
2. Inability to Change or Adapt During a Transition (The inability to
respond quickly and flexibly to rapidly changing market conditions)
3. Problems with Interpersonal Relationships (Lack of relationship
management and social/emotional intelligence skills)
4. Failure to Build and Lead a Team (Getting the ‘Right Person on the Bus,
Wrong Person off the Bus & Right Person in the Right Seat’)
5. Failing to make the boss/organization's priorities a high priority
Top Lessons on
Executive Derailers

Module 2
Impactful Leaders in Action

Results-based Leadership Brand
“Leadership is all about the ability to have impact and
influence on your followers so as to engage them towards
ACHIEVING RESULTS of your organisation through both
Ontological Humility and Servant Leadership & Level 5
Leadership Styles blended with elements of Socialised
Power/Social Intelligence Competencies ”
(Bawany, 2013)
Reference: Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business Review,
http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore,
first published on 12 February 2013.

Results-Based Leadership Brand
• Profitability
• ROI
• Cost Optimisation
• Employee Satisfaction
• Employee Loyalty
• Company Policies
• Rewards and Flexibility
• Culture, Espirit De Corps
• Leadership Styles
• EQ/EI Competencies
• Level 5/Ontological Humility
Organisational Results
Employee/Stakeholder Engagement
Organisational Climate
Leadership Effectiveness
Customer Engagement/Loyalty
• Customer Satisfaction
• Service Value/
Relationship
Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business Review,
http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, 12 February 2013

Leader’s Purpose And Values
Are you a Boss or Leader?
15

Questions We Will Try To Answer
Why are some people more successful
than others?
 Why are some people happier than
others?
What is powerful leadership made up of?

What is Common Between…
 Michael Jackson
 Elvis Presley
 Kenneth Lay
 Whitney Houston
 Bernie Madoff
 Adolf Hitler
 Indira Gandhi
Wealth, Position, Power, Fame, Fortune
They were either murdered, jailed for life, or killed themselves

Successful Leaders
To most people….
Wealth, Position, Power, Fame, Fortune
is the definition of leadership,
happiness and success Fame

http://www.youtube.com/watch?v=03o1JZ7c7gI
So, what is Leadership all about?

Of all the bosses you’ve worked for
in your career so far,
?
 Someone who brings out the best in you
 Someone you can learn from
 Someone you can respect for who they are
 Someone who genuinely cares about your success and growth

 Someone who brings out the best in you
 Someone you can learn from
 Someone you can respect for who they
are
 Someone who genuinely cares about
your success and growth

On a 1-10 scale where
1 is “well below potential”
and
10 is “at peak potential”
how would you rate your
organization’s current
performance in the
marketplace?

The Big Void
Of all the bosses in your career, how any would you rate
as truly great leaders?
On a 1-10 scale where 1 is ‘extremely below potential’ and
10 is ‘at peak potential,’ how would you rate your
organization’s current performance in the marketplace?
The answer is 0, 1, or 2. What was the question?
The answer is 6.5/10. What was the question?
The answer is approximately $60 billion. What is the question?
How much is spent globally on leadership development each year?
Individual
Leadership Void
Organizational
Performance Void

Leadership Redefined
‘Leadership is the art of
harnessing human energy
towards the creation of a
better future’
Rajeev Peshawaria,
Too Many Bosses, Too Few Leaders, 2011
SUSTAINABLE BUSINESS
GROWTH
ENERGIZE SELF
ENLIST & ENERGIZE CO-LEADERS
ENERGIZE THE ENTIRE ORGANIZATION

GROUP EXERCISE:
Discovering Energy @ TNB
$$
Group I & II Task : List 3-4 activities the senior management team must focus
most of their time on to create a green organization (everyone is align to the
Vision, Mission, Values and Strategy)
Group III & IV Task: What are the symptoms of a red organization?
What actions or inactions of senior management causes a red organization
(misalignment and disengaged workforce)?
$$

Leading with Purpose & Values
http://www.youtube.com/watch?v=SNmJqRV7LOA

1. What few things are most important to me?
2. Do I want to:
• lead a simple life rich with everyday small pleasures?
• achieve great success in an individual endeavor? Or,
• lead others towards a better future in TNB?
3. What results do I want to create in TNB?
4. How do I want people to experience me?
5. What situations cause me to feel strong emotions?
6. What values will guide my behavior and actions as a leader at
TNB?
Individual Exercise on Purpose & Values
Finding Personal Leadership Energy

Module 3
Leadership of the Heart & Mind
Leveraging Your Leadership Styles and
Emotional Intelligence

Goleman’s research collaboration with consulting firm
Hay/McBer covering 3,871 executives worldwide to
determine what is ‘effective leadership’ lead to
classification of six different leadership styles, each
springing from different components of emotional
intelligence.
Leadership That Gets Results
Source: Daniel Goldman, ‘Leadership That Gets Results’, HBR, March-April 2000

Hay-Goleman’s Six Leadership Styles
1. Coercive (Directive): “Do what I tell you”
2. Authoritative (Visionary): “Come with me”
3. Affiliative: “People come first”
4. Democratic (Participative): “What do you think?”
5. Pacesetting: “Do as I do, NOW!”
6. Coaching: “Try this”
Source: Daniel Goldman, ‘Leadership That Gets Results’, HBR, March-April 2000

Coercive (Directive)
 aims to achieve immediate
compliance
 one-way directive
conversation
 seeks tight control over
situations
 Appropriate for dealing with
crisis situations or problem
employees
 Not to use with talented or
self-motivated staff
“Do it the way I
tell you”

Authoritative (Visionary)
 aims to provide long-term
direction/vision
 allows employee input but
retains control over decision
 seeks to influence to gain buy-in
 Appropriate to use with new
staff or when a new direction has
to be communicated
 Not recommended for
sophisticated & experienced staff
“Firm but fair”

Affiliative
 aims to promote harmony &
co-operation
 seeks to smooth tensions and
resolve work/family conflicts
 seeks to be liked as a
manager
 Appropriate to use when
tasks are routine or
employees need support
 Not recommended when
negative feedback is required
“People first,
task second”

Democratic (Participative)
 aims to build group consensus
for decision-making
 heavy emphasis on team
participation
 employees are trusted to have
skills & drive
 Appropriate when working with
good staff with ample time for
decision-making
 Not recommended when a
particular answer is needed
“I’d like you to
participate”

Pacesetting
 aims to accomplish quality work
yourself
 models high standards &
expects them in others
 delegates only to good
performers
 Appropriate when dealing with
staff who can perform
independently
 Not recommended with staff
who need feedback & support
“Do it myself”

Coaching
 aims towards professional
growth of employees
 helps people identify
strengths/weakness
 encourages honest self-
assessment
 Appropriate with employees
interested in being innovative
or developing career
 Not recommended when
explicit direction is required
“I’d like to help
you develop
your potential”

Impact of Leadership Styles
 Leaders who have mastered 4 or more styles create
the best business performance
 The most effective leaders can switch flexibly
between leadership styles in response to the situation
 Coaching, Authoritative, Affiliative, Democratic &
styles have a positive impact on organisational
climate
 Coercive & Pacesetting can have a negative impact on
the working environment
Source: Goldman, D., ‘Leadership That Gets Results’, HBR, March-April 2000

Reviewing the Results of Your
Managerial Leadership Assessment
• Your results will reveal your Personal Preference Profile as well as
your Situation/Job Demand Profile.
• Your Situation/Job Demand Profile may change based on the
specific job function or role that you are assuming.
• The Dominant styles ((Score of ≥ 12) are those styles that appear
to be used most frequently.
• The Backup styles (Score of 6 - 11) are those styles that are used
to complement the dominant styles, or when the dominant styles
do not work.
• A person can have more than one dominant or backup style, or a
person may have none.
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Plotting Your Scores (Personal vs. Situation)
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A B C D E F
17 16 17 11 9 10
9 15 8 6 11 17
Coercive Authoritative Affiliative Democratic Pacesetting Coaching
Your personal preference profile
 
Your situation/role demand profile
 

Styles Personal preference Situation/Role demand
Most preferred /
required (Dominant)
(Score of ≥ 12)
Coercive, Authoritative,
Affiliative
Authoritative, Coaching
Somewhat preferred /
required (Back-up)
(Score of 6 - 11)
Democratic, Pacesetting and
Coaching
Democratic, Pacesetting and
Coercive,
Least preferred /
required
(Score of ≤ 5)
What does your scores mean?

Developing Your

You CAN change this !

Intelligence Quotient (IQ)
IQ refers to an individual’s logical abilities (or the
cognitive aspects of intelligence) such as
memory, problem solving, how to rationalize and
analyze as well as scholastic abilities

Emotional Intelligence (EI) & EQ
Emotional Intelligence, also called EI and often measured as an
Emotional Intelligence Quotient (EQ), describes an ability,
capacity, or skill to perceive, assess, and manage the emotions
of one's self, of others, and of groups.
“Anyone can become angry – that is easy. But
to be angry with the right person, to the right
degree, at the right time, for the right purpose,
and in the right way – that is not easy.”
Aristotle in ‘Nicomachean Ethics’
Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.

Emotional Intelligence by Goleman
“The capacity for
recognizing our own feelings
and those of others, for
motivating ourselves, for
managing emotions well in
ourselves and in our
relationships.”
Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.
Goleman, D. (1998) Working with Emotional Intelligence. New York: Bantam Books.

(Strategic Partner of Quest Learning)
http://www.youtube.com/watch?v=7Qv0o1oh9f4
HBR Interview on Emotional & Social
Intelligence with Daniel Goleman
47

5 dimensions to help you navigate life, living, and
the increasingly diverse workplace we operate in
5 Dimensions of EI by Goleman
Goleman, D. (1998) What Makes a Leader?, Harvard Business Review, HBS Publishing
Personal Competence – how we manage ourselves
1. Self Awareness – knowing your strengths and weaknesses
2. Self Regulation - trustworthiness, responsibility, adaptability,
3. Motivation - drive, commitment, initiative, optimism, charisma
Social Competence - how we handle relationships
4. Empathy - awareness of other’s feelings and concerns
5. Social skills - adeptness a inducing desirable responses, such as
communication, conflict management, cooperation, and leadership

Self-Regulation (Self-Management)
• The ability to control or redirect disruptive
impulses and moods
• The propensity to suspend judgment – to
think before acting
• Hallmarks
– Trustworthiness and integrity
– Comfort with ambiguity / seniority / change
– Openness to change
Self-Awareness

Self-Awareness
• The ability to recognise and understand your
moods, emotions and drives, as well as their
effect on others
• Hallmarks
– Self-confidence
– Realistic self-assessment
– Self-deprecating sense of humour
Self-Regulation

Motivation
• A passion to work for reasons that go beyond
money or status
• A propensity to pursue goals with energy and
persistence
• Hallmarks
– Strong drive to achieve
– Optimism, even in the face of failure
– Organisational commitment
Motivation

Empathy
• The ability to understand the emotional make-
up of other people
• Skill in treating people according to their
emotional reactions
• Hallmarks
– Expertise in building and nurturing
meaningful relationships at all levels
– Cross-cultural sensitivity
– Service to clients and customers
Empathy

Social Skill (Relationship Management)
• Proficiency in managing relationships and
building networks
• An ability to find common ground and build
rapport
• Hallmarks
– Effectiveness in leading change
– Persuasiveness
– Expertise in building and leading teams
Social Skills

Emotional Intelligence by BarOn
“The measurement of emotional
intelligence in the workplace is the first
step towards improving it. The truly
intelligent leader is one who is not only
“cogtelligent” (cognitively intelligent) but
also “emtelligent” (emotionally
intelligent).”
Reuven Bar-On who coined the term "EQ" in 1985.
Bar-On, R. (1997). BarOn Emotional Quotient Inventory (EQ-i®), Technical Manual.
Toronto ON: Multi-Health Systems, Inc.

Measure of EI – BarOn EQ-i®
• Intrapersonal - how we deal with and understand ourselves
• Interpersonal - how we understand and deal with others
• Adaptability - how we deal with a changing environment
• Stress Management - how we manage stress
• General Mood - reflecting our sense of pleasure and
optimism
Bar-On, R. (1997). BarOn Emotional Quotient Inventory (EQ-i®), Technical Manual. Toronto ON:
Multi-Health Systems, Inc.

Total EQ
Leadership Effectiveness
Intrapersonal
Self Regard
Emotional Self Awareness
Assertiveness
Independence
Self Actualisation
Interpersonal
Empathy
Social responsibility
Interpersonal
relationship
Stress Management
Stress tolerance
Impulse control
Adaptability
Reality testing
Flexibility
Problem solving
BarOn’s EI Model
General Mood
Happiness, Optimism
Adapted from Sattar Bawany, ‘Leadership That Gets Results’, Human Capital, Vol. 10, Issue 4., October 2010

Business Case for EI
Research has shown that EQ can help improve organizational
effectiveness in:
 Employee commitment, morale, health,
and well-being
 Innovation/ Creativity
 Productivity
 Efficiency
 Motivation
 Sales/ Revenues
 Quality of service

"A leader's intelligence has to have a strong emotional
component. He has to have high self-awareness, maturity
and self-control. He must be able to withstand the heat,
handle setbacks and when those lucky moments arise,
enjoy success with equal parts of joy and humility.
Emotional intelligence is more rare than book smarts, but it
is actually more important in the making of a leader."
Jack Welch, former Chairman & CEO of GE Inc.
Speaking to The Wall Street Journal
Leadership and EI

 Level 5 Leaders:
 Many people have the potential to be Level 5
 Ambitious for the organization – not for themselves
 Set up their successors for even greater success
 Display modesty, are self-effacing and understated
 Are driven by a need to produce results
 Credit success to others but take responsibility for failure
 Level 5 leaders score well on BarOn EQ-i
Level 5 Leadership
Source: Jim Collins, ‘Good to Great’, Harper Collins: 2001

EI and Developing Future Leaders
• Successful leaders at all levels demonstrate a high
degree of Emotional Intelligence in their role
• Emotionally intelligent leaders create an environment
of positive morale and higher productivity resulted in
sustainable employee engagement
• Critical transitional skills include EI competencies such
as relationship management; cross cultural
communication; effective negotiation and conflict
management
Bawany, S. (2010). ‘Maximizing the Potential of Future Leaders: Resolving Leadership Succession Crisis with Transition
Coaching’ In ‘Coaching in Asia – The First Decade’. Creation Publishing LLP.
Download e-copy from: http://www.ipma.com.sg/publications.php

Review Results of Emotional
Intelligence Self-Assessment
• The purpose of this self-evaluation is to measure your
tendencies and abilities within various areas of emotional
intelligence
• In the space provided next to each of the statements, please
write in the number that best describes your agreement with
the item, using the scale immediately below.
1 = Disagree Very Much 4 = Agree Slightly
2 = Disagree Moderately 5 = Agree Moderately
3 = Disagree Slightly 6 = Agree Very Much

EI BENCHMARK SCORES
EMOTIONAL COMPETENCY BENCHMARK SCORES
SELF AWARENESS 30
SELF REGULATION 29
MOTIVATION 32
EMPATHY 32
SOCIAL SKILLS 34
TOTAL EQ SCORE 157

New Discoveries in Neurophysiology
Amygdala
Thalamus
 Sensory signals from hearing and sight travel from the thalamus
then on to both the neocortex (the “thinking” brain) and amygdala
(center of emotional intelligence) simultaneously. The amygdala is
a faster processor.
 The amygdala’s processing of information includes physiological
responses (increased heartbeat, glandular secretions, etc.)

How the Brain Works
 Neocortex
 The thinking part of the brain (“Just Say No” circuit)
 Six seconds to activate
 Amygdala
 The brain’s emotional memory bank
 Stores memories (failures and victories); scans incoming information
for threats and opportunities
 “Fight or Flee” Part of the Brain
 What makes us “snap” (e.g. Road Rage; Mike Tyson biting Evander
Hollyfield’s ear during 1997 WBA Match; Zinedine Zidane’s head butt
during 2006 World Cup’s Finals Soccer Match)

‘Amygdala Hijack’
 This is what happens when people “lose it”
 They lose control and end up in a place they didn’t want to be
— their emotions are not used effectively
 They erupt, shut down, do something extra-ordinarily brave,
or otherwise act irrationally
 On reflection they find it hard to explain why they acted as
they did

1. What would be an example of an ‘Amygdala Hijack’ when you are
having a performance management with your team member?
(Both for you and the other party).
2. What do you need to do to keep your emotions in check?
Group Exercise:
‘Amygdala Hijack’

Module 4
Integrative Case Studies
Putting It All Together

Case Study – USS Florida
QUESTIONS FOR GROUP DISCUSSION
1. Analyse Alfonso’s leadership style(s) as seen from the case. What
might account for the fact that he behaved or adopted the
specific style(s) as captain of the USS Florida?
2. What do you think the leadership styles a leader should adopt
and be concerned about, aboard a nuclear submarine – high
certification grades (Achievement-Driven) or high-quality
interpersonal relationships (Affiliation/People-Driven)?
3. Do you agree with Admiral Sullivan’s decision to fire Alfonso?
Discuss. What could be the alternative actions?
15 minutes

Video Case: ‘Crimson Tide’
(Leadership Styles in Action)
Leadership Styles
http://www.youtube.com/watch?v=Q1sLU6HOxyI
Read the Video Synopsis once again in Workbook if necessary
Inspirational Speech
http://www.youtube.com/watch?v=V6eOmp0TwOg

Module 5
Summary &
Crafting Your Own
Leadership Brand

Individual Exercise: Creating a
Personal Leadership Brand Plan
Gap Analysis
(what is the gap & what do
I need to improve?)
Action Plan
(what support do you require and
from whom; by when?)
Alignment to Organisational
Values and Principles
Competencies
Managerial Leadership Styles
Personality/ Communication
Style
Networking & Building
Coalitions
Functional Skills

In Conclusion: Key to Success
 Leading with Impact means developing
innovative techniques and best practices
you need to become an extraordinary leader
in extraordinary times.
 Developing your Personal Leadership Brand
means leveraging on the contemporary
research for developing a personal
leadership style to enable you to realise the
full power of your leadership vision to
resolve your organization's most complex
challenges.
© Copyright 2012 Cegos Asia Pacific

Appendix
Recommended Further
Readings and Videos in the
Participants’ Resource
Workbook

Appendix: Recommended Readings - I
1) Bawany, S (2013) “Making Results-based Leadership Work in Singapore” Singapore
Business Review, http://sbr.com.sg/hr-education/commentary/making-results-based-
leadership-work-in-singapore, First Published on 12 February 2013
2) Bawany, S. (2010), ‘Leadership That Gets Results’, Human Capital, Vol. 10, Issue 4.
3) Bawany, S. (2010) ‘Maximizing the Potential of Future Leaders: Resolving Leadership
Succession Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’.
Candid Creation Publishing LLP, Singapore. E-copy of the Chapter is available as a
download from: http://www.ipma.com.sg/publications.php
4) Collins, J. (2001), Good to Great: Why Some Companies Make the Leap... and Others
Don't. Harper Business.
5) Covey, S (1989), ‘The 7 Habits of Highly Effective People’. Simon & Schuster, NY
6) Covey, S (1991), ‘Principle-Centered Leadership. Simon & Schuster, NY
7) Covey, S (2004). ‘The 8th Habit: From Effectiveness to Greatness.’ The Free Press, NY

Appendix: Recommended Readings - II
8) Covey, S (2004). ‘The 8th Habit: From Effectiveness to Greatness.’ The Free Press, NY
9) Goleman, D. (1988) ‘What Makes a Leader’. Harvard Business Review. November–
December.
10) Goleman, D. (2000) ‘Leadership That Gets Results’ Harvard Business Review. March–
April.
11) Goleman, D., Boyatzis, R., McKee, A. (2002) ‘Primal Leadership: Realizing the Power of
Emotional Intelligence’ Boston: Harvard Business School Publishing.
12) Goleman, D. (1998) ‘Working with Emotional Intelligence’, Bantam Books, New York.
13) Greenleaf, R. K (1982), ‘The Servant as Leader’. Robert K. Greenleaf Center.
14) Whitmore, J. (2002) 3rd ed., Coaching for Performance, Growing People, Performance
and Purpose, Nicholas Brearly.
15) Stein, S. J. & Book, H. E. (2003). The EQ Edge: Emotional Intelligence and your Success.
Toronto, ON: Multi-Health Systems Inc. (Bar On Emotional Intelligence Model)

Appendix: Recommended Videos - I
1) Crimson Tide Movie on Situational Leadership Styles and Motivational Management:
http://www.youtube.com/watch?v=fvNqZRymNmM
2) Twelve O'clock High Movie on Adopting Different Leadership Styles for Different
Situation: http://www.youtube.com/watch?v=tieZKOnvVeY
3) Communication Coach Ric Phillips on using GROW Model for setting goals:
http://www.youtube.com/watch?v=S_CW3Zu0DLk
4) The Daily Coaching Process by Marshall Goldsmith, renowned Global Executive Coach
: http://www.youtube.com/watch?v=G9ElB4RILm0
5) Managing Gen Y: Interview with Tammy Erickson
http://www.youtube.com/watch?v=rDAdaaupMno
6) What Motivates Gen Y and Baby Boomer Talent
http://www.youtube.com/watch?v=fVHnug8H1MM
7) TED Talk by Simon Sinek on Inspiring Leadership:
http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html

Appendix: Recommended Videos - II
8. Collection of Videos Clips about Management and Leadership:
http://www.youtube.com/watch?v=lnaOz1TWENQ&feature=related
9. Emotional & Social Intelligence: Interview with Daniel Goleman by Harvard Business
School: http://www.youtube.com/watch?v=7Qv0o1oh9f4
10. Primal Leadership - The Leader's Mood Drives a Staggering 30% of Performance:
http://www.youtube.com/watch?v=jZ6_-WhjT8I
11. An excellent summation of the Essence of Leadership by General Colin Powell:
http://www.youtube.com/watch?v=ocSw1m30UBI&feature=related
12. Steve Jobs talks about Managing People:
http://www.youtube.com/watch?v=f60dheI4ARg&feature=related
13. Daniel Goleman on the Leadership lessons from Steve Jobs:
http://www.youtube.com/watch?v=UVuufIqoBN4
14. Success: Leading with Impact: http://www.youtube.com/watch?v=saEkfYSFRrQ

http://www.youtube.com/watch?v=03o1JZ7c7gI
Video on What Makes a Great Leader?

If you do tomorrow what you did yesterday
Your Future is History……………
If you do tomorrow what we’ve covered today
Your Future is Historic!!!
Final Thoughts…

Prof Sattar Bawany
CEO, Centre for Executive Education (CEE)
Strategic Advisor, IPMA Asia Pacific &
Master Facilitator, Quest Learning
Email: sattar.bawany@qscasia.com
Articles: www.ipma.com.sg/publications.php
Slideshare: www.slideshare.net/ipma_singapore
LinkedIn: www.linkedin.com/in/bawany
Facebook: www.facebook.com/ipma.singapore
Twitter: www.twitter.com/sattarbawany
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