MASTERCLASS ON ACHIEVING HIGH PERFORMANCE LEADERSHIP
3rd July 2013
Seri Pacific Hotel, Kuala Lumpur, Malaysia
PRESENTATION ON “LEADERSHIP THAT GETS RESULTS”
BY PROF SATTAR BAWANY
SYNOPSIS OF SESSION
Many managers mistakenly assume that leadership style is a function of personality rather than strategic
choice. Instead of choosing the one style that suits their temperament, they should ask which style best
addresses the demands of a particular situation.
In essence, the heart of the leadership challenge that confronts today’s leaders is learning how to lead in
situations of ever greater volatility and uncertainty in a globalised business environment, allied with the needs
to deal with scale, complexity and new organisational forms that often break with the traditional
organisational models and structures within which many have learned their ‘leadership trade’1.
Daniel Goleman brought the notion of "Emotional Intelligence” (EI) and “Emotional Quotient” (EQ) to
prominence as an alternative to more traditional measures of IQ with his 1995 mega-best-seller Emotional
Intelligence. According to Goleman, "A leader's singular job is to get results”.
During the session, we will review research by Daniel Goleman on which precise leadership behaviors yield
positive organizational results But even with all the leadership training programs and "expert" advice
available, effective leadership still eludes many people and organizations. One reason, says Daniel Goleman, is
that such experts offer advice based on inference, experience, and instinct, not on quantitative data. To
compete with the world’s best, leaders need to embrace the latest techniques of high performance leadership
Research has shown that the most successful leaders have strengths in the following emotional intelligence
competencies: self-awareness, self-regulation, motivation, empathy, and social skill. There are six basic styles
of leadership; each makes use of the key components of emotional intelligence in different combinations. The
best leaders don’t know just one style of leadership—they’re skilled at several, and have the flexibility to
switch between styles as the circumstances dictate.
Each style has a distinct effect on the working atmosphere of a company, division, or team, and, in turn, on its
financial performance. The styles, by name and brief description alone, will resonate with anyone who leads, is
led, or, as is the case with most of us, does both. Commanding leaders demand immediate
compliance. Visionary leaders mobilize people toward a vision. Participative leaders create emotional bonds
and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect
excellence and self-direction. And coaching leaders develop people for the future.
Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business Review, published
on 12 February 2013, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-insingapore
Daniel Goleman, Leadership That Gets Results, Harvard Business Review , March-April 2000, pp 79-90
Presentation on ‘Leadership That Gets Results’ – Masterclass on Achieving High Performance Leadership – 3rd July 2013 Page 1
Managers often fail to appreciate how profoundly the organizational climate can influence financial results. It
can account for nearly a third of financial performance. Organizational climate, in turn, is influenced by
leadership style—by the way that managers motivate direct reports, gather and use information, make
decisions, manage change initiatives, and handle crises. There are six basic leadership styles. Each derives from
different emotional intelligence competencies, works best in particular situations, and affects the
organizational climate in different ways.
Emotional intelligence can be defined as the ability to assess or capacity to perceive and manage the emotions
of one’s self and others around you. The diversity of a multi-generational workforce demands that leaders
adapt their communication style and methods for their message to be understood. The ability to empathize,
put yourself in someone else’s situation allows leaders to tailor compelling messages that resonate with each
unique generational perspective to inspire action.
Like parenthood, leadership will never be an exact science. But neither should it be a complete mystery to
those who practice it. In recent years, research has helped parents understand the genetic, psychological, and
behavioral components that affect their “job performance.” With the latest published research, leaders, too,
can get a clearer picture of what it takes to lead effectively (See Figure 1).
This intensive Executive Briefing presentation combines proven-in-action techniques with peer interaction and
insights from the latest research to help the participants to master the emotional intelligence competencies of
effective executive leadership and steer the team towards achieving organizational results.
This session will employ a combination of teaching methods to foster both critical thinking and cooperative
and active learning. Participants will be required to apply the key concepts and ‘Results-Based Leadership’
Framework introduced during the presentation to current issues within their organizations immediately after
Figure 1 – Results-Based Leadership Framework
Service Value/ Relationship
Employee Turnover Rate
Company Culture, Policies
Rewards and Flexibility
Employee Value Proposition
Level 5/Ontological Humility
Presentation on ‘Leadership That Gets Results’ – Masterclass on Achieving High Performance Leadership – 3rd July 2013 Page 2
APPENDIX - MASTER FACILITATOR’S PROFILE – PROF SATTAR BAWANY
Professor Sattar Bawany is the Chief Executive Officer of the Centre for Executive
Education (CEE) and also concurrently the Strategic Advisor & Member of
International Professional Managers Association (IPMA) Board of Trustees and
He is also the Managing Director as well as Master Executive Coach & Facilitator with
EDA Asia Pacific. EDA is a global leader in executive development including executive
coaching solutions to Fortune 500 organisations.
Prof Bawany is also the immediate past Co-Chair of the Human Capital Committee of
the American Chamber of Commerce in Singapore (AmCham Singapore). He is also a member of Frontier
Strategy Group’s Expert Advisory Network (EAN) for Human Capital and Talent Management issues in Asia
Pacific advising CEOs and CHROs of global and regional organisations.
Prof Bawany has assumed various senior management roles including Managing Director/Country Head and
Talent Development/Coaching Practice Leader for DBM Asia Pacific as well as Business Leader, Organisational
Effectiveness/Leadership Development Consultant and Executive Coach with Mercer HR Consulting, The Hay
Group, The Forum Corporation and Mercuri International.
Prof Bawany is an astute advisor to executives who need to know how they are perceived and want to focus
on what is most important in their professional and personal lives. He has coached a range of leaders, from
CEOs, to senior vice presidents, and high potential managers. Prof Bawany’s passion for people and culture is
about creating an environment where employees are valued and emotionally engaged in the business. He has
successfully worked with extensive number of public and private organisations regionally and internationally
specialising in people and culture through transformational change, starting with the ‘end’ in mind! He is an
experienced facilitator and has spent many years developing leadership capability through the delivery of
structured talent management, leadership development programs including executive coaching.
He is a Graduate of Corporate Coach U and a Licensed Coaching Clinic Facilitator. He is certified in the
administration and application of various psychometric instruments including the Extended DISC MyersBriggs Type Indicator™ (MBTI), Bar-On EQ 360™ and EQ-i™. He is also certified in the administration and
application of the MRG’s suite of instruments including “Leadership Effectiveness Analysis™” (LEA 360
Assessment tool) and “Strategic Leadership Development”. He is also accredited in the administration and
application of the Benchmarks and Skillscope Profiling Instruments.
He holds an Executive MBA and a Bachelor in Business Administration (Marketing). He is currently pursuing his
PhD in Business Administration and his Doctoral Research is on ‘The Impact of Executive Coaching on the
Personal & Professional Development of Leaders”.
Prof Bawany is a Fellow of International Professional Managers Association (IPMA) and The Chartered Institute
of Marketing (CIM). He is a Professional Member of the Society of Human Resource Management (SHRM) and
the Chartered Institute of Personnel and Development (CIPD). He is also a Practicing Member of the
International Coaching Federation (ICF) and International Association of Coaching (IAC).
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