(c) 2008 Susan Schubert 614.864.5111 Associates 1 Emotionally Intelligent Leadership Presented by Susan Schubert SCHUBERT-KRAVITZ.

Slides:

Advertisements

Similar presentations

Emotional Intelligence

Advertisements

Leadership Styles.

Introduction to Emotional Intelligence

Leadership Style Joshua Margolis HCA LP LEADERSHIP STYLES COERCIVE Enforces Compliance PACESETTING Models High Performance Standards AUTHORITATIVE.

LEADERSHIP THAT GETS RESULTS

Yasmine A. Branden, CCA NAWIC President-Elect

A Toolkit for Change Utilizing Different Leadership Styles to Leverage Results Matt Zatorski Coordinator Institute for Rowing Leadership.

1 Social Intelligence “The ability to determine the requirement for leadership in a particular situation and select an appropriate response” Behavioural.

Leadership Development Nova Scotia Public Service

Emotional Intelligence Dr. Neil Katz Executive Education Programs, Program on the Analysis and Resolution of Conflicts Maxwell School, Syracuse University.

Emotional intelligence is the ability to identify and manage your own emotions and the emotions of others. It is generally said to include three skills:

Emotional Intelligence Workshop Facilitated by Marion Parris Parris King Developing Potential Ltd 01332

Management & Leadership Leadership In Practice Salman Ahmed Awan Ahsan Raza Sawan.

Practicing Emotional Intelligence in the Public Sector IPMA-HR Western Region Conference May 3, 2006 IPMA-HR Western Region Conference May 3, 2006.

LEADERSHIP THAT GETS RESULTS adapted by Daniel Goleman, Harvard Business Review “You can’t lead where you won’t go… leaders must be perpetual learners.

Understanding Emotional Intelligence. EI = Emotional Intelligence The ability to recognize and manage: ◦Moods ◦Emotions ◦Attitudes Research shows a connection.

Emotional Intelligence At Work Purpose Audience ◦ This one day training impacts the welfare of your employees Competency ◦ Understand and practice developing.

Emotional & Social Intelligence Emotion = to move.

Chapter 3 Emotions, Attitudes, and Job Satisfaction

A Presentation on Emotional Intelligence By E I S A emotional intelligence strategies and applications.

Power, Persuasion and Personal Effectiveness as a Change Leader.

Chapter © 2012 Pearson Education, Inc. Publishing as Prentice Hall.

Primal Leadership The Hidden Driver of Performance Daniel Goleman, Richard Boyatzis, & Annie McKee.

Session from CLEAR Executive Leadership for Regulators Friday, September 24, :15-8:15 CLEAR 2010 Annual Conference Nashville, Tennessee.

Change Management Joe Lahoud Kelley Baran. Agenda Easy tips for success during change Personality Impacts Leadership “Change Agent” Styles “Change Target”

Executive/Personal Assistants Network Event. WELCOME Introductions Housekeeping Agenda for the Session.

1 Welcome. Learning Objectives 2-4 Learning Objectives.

Attitude and Emotional Intelligence. Attitude An attitude is a point of view, either positive or negative, about an idea, situation, or person. An attitude.

LEADERSHIP THAT GETS RESULTS. ABOUT THE ARTICLE : The financial results of any organization are influenced by the organizational climate and this in turn.

Emotional Intelligence John Blattner, Ph.D.. What will you expect of your partners? It’s the journey…

AcademiWales: Arweiniad Gwych trwy Ddysgu / Great Leadership through Learning Emotional Intelligence Elaine Jones Strategic Lead: Talent and Succession.

FACING A LEADERSHIP SEA CHANGE Sara White October 18, 2014 Women in Leadership.

Change Management Joe Lahoud Pam Walker. Agenda The Basics Four Models for Change Management Easy tips for success during change Personality Impacts Leadership.

LEADING AND LEADERSHIP DEVELOPMENT

“You can’t lead where you won’t go…

Getty image, Huffington Post article on the Power of Emotional Intelligence, 9/29/2013.

BIFILLYEXIT Personal Challenge Unscramble the following word…

April 28, 2012 Objective: Students will identify their personal management style and the role within Entrepreneurship.

1 Emotional Intelligence What does it mean for you? Skill building lab developed by Dr. Susan G Duffy.

A Draft Frame on Objectives for Global Mindset Objectives relating to an overseas visit – Analyze the concept of Global Mindset – Identify how culture.

Are you a Manager or a Leader? Getting out of the Weeds Presented by: Sally R. Phillips Owner, Upside Strategies

6 Management Styles STANDARDS ROLE OF MANAGEMENT 2) : TSW SUMMARIZE CHARACTERISTICS OF, AND DISTINGUISH BETWEEN DIFFERENT TYPES OF MANAGEMENT STYLES. TSW.

Everyone Can be a Leader (but we aren’t born that way) Linda L. Brown, Ph.D.

Leadership and EQ (emotional quotient). Leadership and intelligence(s) IQ = intelligence quota (how ‘smart’ you are) genetic / can be modified slightly.

Personality Development & Emotional Intelligence Dr. P. Subhashini Administrative Staff College of India.

Chapter © 2012 Pearson Education, Inc. Publishing as Prentice Hall.

11 Leadership Styles Theory X assumes employees dislike work and attempt to avoid it Theory Y assumes employees view work as being natural and employees.

L EADERSHIP S TYLES StyleCoercive Authorita- tive AffiliativeDemocratic Pacesettin g Coaching The leader’s modus operandi Demands immediate compliance.

Leadership Development Program ____ “Emotional Intelligence in a Legal Service Environment”

Leaders By Example  Commitment  Self motivated and self-disciplined  One of the hardest workers on the “team”  Cares passionately about the team’s.

MATTHEW GONIWE SCHOOL OF LEADERSHIP AND GOVERNANCE Leadership Styles – Self Reflection Presentation at EMASA 2016 Conference by Dr. More Chakane CEO: MGSLG.

Leadership That Gets Results

The Emotional Intelligence Association

Emotional Intelligence 1.01

Emotional Intelligence

Leadership Leadership Styles.

Chapter 13 Leadership & Ethics.

Building Better IT Leaders from the Bottom Up

2. 2 What is adaptability * The ability to adjust your emotions, thoughts and behaviors to changing situations and conditions, being open to change,

Emotional Intelligence in Nurse Leadership

Stress at work: and how to deal with it

Middle Leaders and Aspiring Middle Leaders 1

Do-now Why is there more to leading than just giving orders?

LEADERSHIP THAT GETS RESULTS adapted by Daniel Goleman, Harvard Business Review “You can’t lead where you won’t go…leaders must be perpetual learners.

Looking at leadership styles again

John Daniels and Jack Coyne

Emotional Intelligence

What is leadership? How do I become a better leader?

Adapted from: “Leadership that Gets results by daniel goleman

Leadership Styles.

Presentation transcript:

(c) 2008 Susan Schubert Associates 1 Emotionally Intelligent Leadership Presented by Susan Schubert SCHUBERT-KRAVITZ ASSOCIATES

(c) 2008 Susan Schubert Associates 2 Objectives To deepen understanding of EI To connect EI to leadership To target skills sets and practices for improvement To support current strengths – individual & organizational

(c) 2008 Susan Schubert Associates 3 More than Knowledge Alone

(c) 2008 Susan Schubert Associates 4 EI Leadership What is emotional intelligence? What are the components? What drives situational climate? What are the six leadership styles? What is the best style for specific situational climates? What are the keys to success?

(c) 2008 Susan Schubert Associates 5 What is it? Ability to manage ourselves and our relationships effectively Use feelings in a positive and constructive way

(c) 2008 Susan Schubert Associates 6 Components Self Awareness Self Management Social Awareness Social Skills & Diversity

(c) 2008 Susan Schubert Associates 7 Drivers of Situational Climate Flexibility Responsibility Standards Rewards Clarity Commitment

(c) 2008 Susan Schubert Associates 8 Six Leadership Styles Coercive- Do what I tell you. Authoritative/Mobilizer- Come with me. Affiliative- Is everybody happy? Democratic- What do you think? Pacesetting- Do as I do, now. Coaching- Try this.

(c) 2008 Susan Schubert Associates 9 Best Style For Specific Situational Climates Emergency/Crisis: Coercive OVERALL IMPACT -.26

(c) 2008 Susan Schubert Associates 10 Best Style For Specific Situational Climates Competent/Motivated/Standards/R esults: Pacesetting OVERALL IMPACT -.25

(c) 2008 Susan Schubert Associates 11 Change- New Vision/Clearer Direction: Mobilizer OVERALL IMPACT +.54 Best Style For Specific Situational Climates

(c) 2008 Susan Schubert Associates 12 Best Style For Specific Situational Climates Change- New Vision/Clearer Direction: Mobilizer OVERALL IMPACT +.54

(c) 2008 Susan Schubert Associates 13 Building Staff Buy-In: Democratic OVERALL IMPACT +.43 Best Style For Specific Situational Climates

(c) 2008 Susan Schubert Associates 14 Best Style For Specific Situational Climates Develop Others: Coaching OVERALL IMPACT +.42

(c) 2008 Susan Schubert Associates 15 E.I. Skills with Diversity Self Awareness: blind spots & biases Social Skills: same or different

(c) 2008 Susan Schubert Associates 16 E.I. Skills with Diversity Emotional Control & Civility Flexibility & adaptability

(c) 2008 Susan Schubert Associates 17 Keys To Success All styles have at least some short term uses Do not use one style exclusively

(c) 2008 Susan Schubert Associates 18 Keys To Success Draw on ALL four styles: Mobilizer + Democratic Affiliative + Coaching Be flexible with leadership styles

(c) 2008 Susan Schubert Associates 19 Keys To Success 1.What did you find surprising? 2.What did you learn that will be helpful to you?