1. Foundations of Team Leadership
Challenges of Leadership
EQ & Positive Influence Leadership

2. Emotional Intelligence
Emotional Intelligence has been defined as:
The capacity for recognizing our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships.
Interpersonal intelligence is the ability to understand other people: what motivates them, how they work, how to work cooperatively with them.
Intrapersonal intelligence is a correlative ability, turned inward. It is a capacity to form an accurate model of oneself and to be able to use that model to operate effectively in life.
D Goleman: "Emotional Intelligence" (Bantam, 1995) & "Working with EI" (Bantam, 1998)
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3. Predictors of Effective Leadership
PEOPLE Orientation
Emotional intelligence (EQ), the ability to understand and manage ourselves and our interpersonal relationships skillfully - is considered an important leadership differentiator
TASK Orientation
IQ and expertise (cognitive intelligence- technical virtuosity- a steely personal style) are no longer considered the sole predictor of leadership effectiveness and success .
D Goleman: "Emotional Intelligence" (Bantam, 1995) & "Working with EI" (Bantam, 1998)
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4. What IS Leadership? Ability to influence people in a given context
Foundations of Team Leadership
What IS Leadership?
Ability to influence people in a given context .
In organizations, effective leadership is based on influence AND Authority &Position.
It requires matching of two 2 dimensions:
Top Down - Derived from positional power and characteristics of the leader
Bottom Up- Derived from characteristics and needs of the group
Source :J Shamsie- Michigan State-Unpublished Paper, Also see D Ulrich, J Zenger ,N Smallwood- HBS article 10d1 in Binder Section 10
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5. What Makes For a Good Leader?
Both TASK AND PEOPLE elements are key to effective leadership. .
Ultimately, the degree of influence of a leader with a group is based on the congruence of the match between a leader’s behavior and the needs of the group in a given context
Emotional Intelligence is what allows the connection between the leader and the people aspect of each situation
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6. Emotional Intelligence
Domains and Competencies
Self
Others
Empathy
Organizational Awareness
Client Service
SOCIAL AWARENESS
Emotional Self Awareness
Accurate Self Assessment
Self Confidence
SELF-AWARENESS
Emotional self-control
Transparency
Adaptability
Achievement
Initiative
Optimism
SELF-MANAGEMENT
Inspirational leadership
Influence
Developing Others
Change Catalyst
Conflict Management
Building Bonds
Teamwork & Collaboration
SOCIAL MANAGEMENT
(Knowing One’s Emotions)
(Dealing with Others’ Emotions)
(Managing Self Emotions & Goal Motivation of Oneself)
(Handling Relationships & Goal Motivation of Others)
Impact on Others
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7. SMART EQ Leadership Self Awareness Management (Own Emotions Re Goals)
Attunement (To Others)
Relationship Building (Others Re Goals)
Traction (Impact on People)
Adapted Dr K Wasylyshyn
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8. What is the nature of the Connections Between People and the Leader ?
For a leader, a part of Emotional Intelligence is about Attitude…
It is about focusing events and people into productive and positive options…by aligning to goals and purpose….
SO…
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9. SO?
Do emotionally intelligent leaders have positive impact----And if so, how so?
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10. Leadership Style INFLUENCE
QUESTION…
Do leaders who are “high performers” and have a “positive outlook” have INFLUENCE on people around them ?
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11. YES!!!!! Leadership Style Influence
Research indicates that leaders who have a generally ‘positive outlook’ have impact on the people around them…
Does your experience bear this out?
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12. This is called DISSONANCE..
Leading Groups with INFLUENCE
When LEADERS drive emotions positively, they bring out everyone’s best.
This is called RESONANCE
When LEADERS spawn negative emotions, they undermine the foundations that let people shine.
This is called DISSONANCE..
Resonant Leaders
Leader us attuned to people’s feelings
Speaks authentically from deepest values
The group of followers vibrate with leader’s upbeat and enthusiastic energy
Group feels moved in a positive emotional direction
Resonance amplifies and prolongs the emotional impact of leadership
Dissonant Leaders
There is a lack of harmony
People can experience “flooding” to describe fight-or-flight reaction
People around leader feel emotionally discordant & have a sense of being off-key
Rampant anger, fear, apathy, or even sullen silence
Can be yelling & other kinds of verbal abuse
Burnout
People take toxicity home
D Goleman: "Emotional Intelligence" (Bantam, 1995) & "Working with EI" (Bantam, 1998)
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13. Effective Influence Leadership
Foundations of Team Leadership
Effective Influence Leadership
Influence is in part determined by trust. If people do not trust, they won’t collaborate
When working with people who do not have to work with you, it is strategic to:
Increase Psychological Safety
Enhance your predictability by modeling Transparency & Consistency as well as Trust
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14. Keys to Effectiveness: Trustworthiness
Transparency
+ Consistency =
Predictability
Predictability
+ Trust =
Psychological Safety
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15. Effective Influence Leadership
Foundations of Team Leadership
Effective Influence Leadership
Addressing Group & Individual Needs (WIIFM)
Enhancing influence by empowering, giving credit and recognizing the contributions of team members
Enabling and fostering Synergy in teams
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16. A Sophisticated Juggling Act
Foundations of Team Leadership
Leading Through Influence & Service
Being of “Service’ to the Group Through Various Means:
Attentive, and As Needed, Active Listener
Balancer of Advocacy & Inquiry
Assuming ‘Facilitating’ Roles in Meetings
Being the Default Bystander in Group Discussions
Enabling Co-Creation of Common Vision, Goals & Work Approaches *
A Sophisticated Juggling Act
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17. How DO You Inspire Others?
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18. What Is Your Influence as Team Leader?
IF- (Every Team Leader’s Secret Hope)
A laSalle- 2005
If your team keeps its head when your are losing yours Then you have done good work
If your team trust you when you do not act admirably Then you have done good work
If your team likes you when you do not like yourself Then you have done good work
If your team can dream when your dreams run dry Then you have done good work
If your team can keep trying to win, when you feel all is lost Then you have done good work
If your team continues to work the “system” when you are burnt out Then you have done good work
If your team continues to serve the client, when you need a break Then you have done good work
If your team acts out your dream for it Then you have done good work
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19. YES!!!!! Surprise Impact of Leadership Style
Do leaders who are ‘high performers’ and have “a positive outlook’ reap benefits for themselves as well as others?
YES!!!!!
Research indicates that leaders who are considerate in their dealings with others are higher performers and are more satisfied with their job…
Schriesheim, Chester A. "The High Consideration - High Structure Leadership: Journal of Social Psychology Myth:April 82
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20. Influence of Positive Outlook & Being of “Service”
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21. Leadership Effectiveness
How do you stay ‘Positive & of Service’ in a challenging environment where…
Not Much Acknowledgment
Little Positive Re-enforcement
Quite Unintended Consequences
…sometimes exists…?
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22. What Keeps Us Going Through the Challenging Times?
Cohorts
FTL Tools
VISION
Coaches
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23. 2a-23
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