nexus point | Leadership Development ~ Talent Management ~ Realising Potential

Goleman et al. (2002) “The New Leaders”

GOLEMAN, D., BOYATZIS, R., AND McKEE, A. (2002).  THE NEW LEADERS – TRANSFORMING THE ART OF LEADERSHIP INTO THE SCIENCE OF RESULTS.  TIME-WARNER, LONDON, U.K.

  • Great leadership always acts through emotion.
  • If enthusiasm can be tapped into, performance can soar.
  • Combination of WHAT is done with HOW it’s done is critical!
  • Moods are contagious!!  Watch what mood you/I spread!
  • Mood impacts results
  • Heart and head united make for extraordinary leadership.
    • Intellect alone will not make a leader; leaders execute a vision by motivating, guiding, inspiring, listening, persuading, and – most importantly – creating resonance.
  • Access to focus through self-awareness of the barriers to this, the diversions.
  • Four key domains:
    • Self-awareness
      • Emotional self-awareness
      • Accurate self-assessment
      • Self-confidence
    • Self-management
      • Emotional self-control
      • Transparency (access = integrity)
      • Adaptability
      • Achievement – inner standards of excellence
      • Initiative
      • Optimism
    • Social awareness
      • Empathy
      • Organisational awareness
      • Service
    • Relationship management
      • Inspirational leadership
      • Influence
      • Change catalyst
      • Conflict management
      • Teamwork and collaboration
    • NOTE – no-one is good at ALL of these!!  At least without major development!!
  • Use of humour as valuable tool in leadership – access to causing / elevating mood of those around.  Very clever…
  • SELF-AWARENESS:
    • Deep understanding of one’s emotions, strengths, limitations, values and motives.
      • Propensity for self-reflection and thoughtfulness
      • Takes being present!
      • What people value most highly will move them most deeply!
      • Nothing important is ever accomplished alone!
  • LEADERSHIP STYLES
    • VISIONARY
    • COACHING
    • AFFILIATIVE
    • DEMOCRATIC
    • PACE-SETTING
    • COMMANDING
      • All have their place, and their impact to be responsible for.
      • Eg in an emergency, Commanding is appropriate.  It’s worth is somewhat limited at other times.
      • Or Visionary can not work when the leader is new compared to pre-existing experience among the group, and if their vision is not rooted in the organisation structure and functions.
      • Pace-setter can alienate others with obsessiveness and drivenness.  Trick is to continually look for and find ways to improve while brining the group along – having them be supported and at home inside this!
  • Improving leadership skills is not like learning new ‘stuff’ – it occurs at a different level of the brain.  The neocortex learns ‘stuff’, and learns it really well.  But learning new habits, or unlearning old ones is done by the limbic brain, and reprogramming the link between limbic and neo-cortical.  This hinges on the emotional associations / charges of certain behaviours and ways of being, and the governing effect they have on behaviour.  It takes practice, time, and motivation!
  • BOYATZIS’ THEORY OF SELF-DIRECTED LEARNING:

1.   My Ideal Self – who do I want to be?  Envisage this 15 years from now – what kind of people do you want to be around, what is your environment, what will you be doing?

2.   My Ideal Self – who am i? (strengths, gaps – between who I want to be and who I am currently)  What are my values?  Where do I not put time / ‘effort’ into them?

3.   My Learning Agenda – to address gaps AND build on strengths.  The goals must belong to that person, and the plan must be workable!  They must also suit their learning style! (Practical/experiential, reflective, model-building, trial&error…usually some combination of these.)

4.   Experimenting – new thoughts, feelings, behaviours.  This includes explicit imaging and imagining of the new scenario / way of being / outcome!  The clearer this is, the more apt the brain is to bringing that into being!

5.   Practicing

6.   Developing trusting relationships to support the process.

  • Different pts of view are both valuable, and important for group functionality.
  • When not working – id SOURCE of that!!
  • This is all about attuning ideals with reality.
  • Group requires same EI as individual.
  • Set ground-rules that forward this!!
  • Best supported by top-led modelling and awareness.
  • Alignment is with strategies, attunement is with the heart!  Attune, THEN align!
  • Create what vision LOOKS LIKE as ACTION.
  • Don’t forget – design from the viewpoint of completion / end-point, and then step backwards.

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