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Social Intelligence & Leadership Presentation

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Social Intelligence is essential for successful leadership because there is no leadership without followership and success at the leadership position is predicted by how well the leader relates to …

Social Intelligence is essential for successful leadership because there is no leadership without followership and success at the leadership position is predicted by how well the leader relates to others.


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  • 1. Keith Lawrence MillerTeachers College, Columbia University Social Intelligence Workshop Spring 2012 1
  • 2.  Introduction to Social Intelligence (SQ) Detailed explanation of the SQ Competencies Exploring the brain – SQ connection Climbing the Ladder of Inference SQ impact on Leadership Analyzing thinking style energy with the NBI What is Coaching? Developing S.M.A.R.T. Goals Johari Window and Leadership Development Leader Coaching Model & Foundations 2
  • 3. Social intelligence is an extension of emotionalintelligence that deals with group interactionSocial competence encompasses social-awareness and social-facilityThe whole brain converges to form social intelligencewith an emphasis in the pre-frontal cortex, Amygdala,thalamus, and brain stem.A blend of cognitive, emotional, and social intelligenceare necessary at higher levels of leadership. Research has shown a connection between the processes of the inner brain and social behaviors concerning the eight social intelligence competencies. 3
  • 4. Social intelligence defined: Empathic Accuracy “Social intelligence as shorthand for being intelligence, not just Social about our relationships, Primal but also in them Empathy Cognition —a 2-person dynamic” – Goleman (2006) Influence Synchrony & Concern Self Presentation“These competencies can be learned” 4
  • 5. Primal Empathy • Feeling with others Social- • Sensing non-verbal Awareness signals • Intuitive gut-level senseSource: Goleman, Daniel (2006), Social Intelligence: The New Science of Human relationships (pp.84-100). 5
  • 6. Attunement • Listening with full Social- receptivity Awareness • Full sustained presence that facilitates rapportSource: Goleman, Daniel (2006), Social Intelligence: The New Science of Human relationships (pp.84-100). 6
  • 7. Empathic Accuracy • Builds on primal empathy Social- Awareness • Adds explicit understanding of another’s thoughts, feelings, and intentionsSource: Goleman, Daniel (2006), Social Intelligence: The New Science of Human relationships (pp.84-100). 7
  • 8. Social Cognition • Knowing how the Social- social world works Awareness • Capacity to find solutions to social dilemmasSource: Goleman, Daniel (2006), Social Intelligence: The New Science of Human relationships (pp.84-100). 8
  • 9. Synchrony • Smooth non-verbal interaction Social-Facility • Observing and responding to cues without thinkingSource: Goleman, Daniel (2006), Social Intelligence: The New Science of Human relationships (pp.84-100). 9
  • 10. Self-Presentation • Presenting a desired impression Social-Facility • Charismatic • Ability to control and mask emotions as neededSource: Goleman, Daniel (2006), Social Intelligence: The New Science of Human relationships (pp.84-100). 10
  • 11. Influence • Shape the outcome of social interactions using tact and self- Social-Facility control • Using empathy and a keen understanding of social contextSource: Goleman, Daniel (2006), Social Intelligence: The New Science of Human relationships (pp.84-100). 11
  • 12. Concern • Caring about others Social-Facility needs • Acting with compassionSource: Goleman, Daniel (2006), Social Intelligence: The New Science of Human relationships (pp.84-100). 12
  • 13. Source: http://www.humanillnesses.com/Behavioral-Health-A-Br/The-Brain-and-Nervous-System.html 13
  • 14. 14
  • 15. High Social-Awareness is related to effective leadershipSelf-Awareness enhances the other EI competenciesSocial Intelligence enhances Leader-Follower interactionsLeadership effectiveness depends on communicationSQ competencies maximizes potentialClear Mission, Vision, and Strategy need to be communicatedCoaching around SQ concepts raises social-awareness 15
  • 16. Ideal Leadership Social Awareness Primal Empathy Attunement Empathic Accuracy Social Cognition Social Facility Synchrony Martin Luther King Jr. Self-PresentationIs the ideal Emotionally Influence Intelligent Leader. Concern MLK exhibited all The Social & Emotional Competency Traits 16
  • 17. Left Brain (L1, L2) | Right Brain (R1, R2) | High Road (L1, R1) | Low Road (L2, R2) 17
  • 18. L1 What? R1 Why? Realist Strategist Analyst Imagineer L2 How? R2 Who? Organizer Empathizer Preserver SocializerLeft Brain (L1, L2) | Right Brain (R1, R2) | High Road (L1, R1) | Low Road (L2, R2) 18
  • 19. L1 Competitors R1 Visionaries• Political • Big Picture Thinkers• Goal-Oriented • Experimenters• Decision Makers • CreatorsL2 Planners R2 Teachers• Supervisors • Listeners• Drivers • Conflict Resolvers• Implementers • Master Communicators 19
  • 20. Curious | Intuitive | Unconventional | Opportunity- R1 oriented | Strategic | Risk-taking | Simultaneous | Experimenting | Bored Quickly | Imaginative | visionary Sociable | Empathetic | Harmony | Tolerant | Feeling R2 Approachable | Understanding | Sensitive | Perceptive Supportive | Emotionally expressive | Loyal Clear | Objective | Concrete | Accurate | Goals | L1 Rational | Critical | Focused | Coherent | Performance Logical | Realistic | Sensible | Calculating Orderly | Reliable | Systematic | Punctual | Prepared L2 Structured | Habitual | Routine | Organized | Diligent Consistent | Efficient | Detail-orientedLeft Brain (L1, L2) | Right Brain (R1, R2) | High Road (L1, R1) | Low Road (L2, R2) Source: Slides 16-19 Social Intelligence Workshop Spring 2012 Dr. Maltbia, Teachers College, Columbia University 20
  • 21.  Focused Around Positive Psychology Coaching is about creating Action Develops Personal & Professional Abilities Used to Develop High Potential Leaders Aids client in making Positive Change Expedites learning concerning social intelligence 21
  • 22. Specific, Measureable, Attainable, Relevant, TimelySpecific Goal Provides metric for success – creates motivation and purposeMeasureable Goal Accomplish in a Day, a Week, a Month (Overall effort & Performance)Attainable Goal Realistic – within reach (Reality vs. Fantasy)Relevant Goal Applies behavioral feedback to fit with lifeTimely goal A time limit creates urgency and strengthens resolve, commitment, and focus 22
  • 23. To meet Individual & group GoalsMaximizing Self & Follower Performance Work-Life Balance Creating Sustained Behavioral ChangeDeveloping Strategic Vision Enhancing EmployeeSatisfaction & EffectivenessReaching Overall Potential Improved Relationship Management 23
  • 24. Confidentiality Personal & Professional Safe Space Development EXECUTIVECo-Creating Non- Solutions Judgmental COACHING ELEMENTS Empathy Active Listening Feedback Assessments 24
  • 25. 25
  • 26. 26
  • 27. 27
  • 28. FOUNDATIONS (<>) OF LEADERSHIP Leadership Actualization COACHING & ASSESSMENTS Self- Awareness EMOTIONAL SOCIALCOMPETENCIES COMPETENCIES 28
  • 29.  (Slides 4-12) Goleman, Daniel (2006), Social Intelligence: The New Science of Human relationships (pp.84-100). (Slide13)(1)http://www.humanillnesses.com/Behavioral- Health-A-Br/The-Brain-and-Nervous-System.html; (2) http://www.dnalc.org/resources/3dbrain.html (Slide14) Adapted from information presented by Malbia, T. (2012). Social Intelligence, spring 2012. Teachers College: New York, NY (slide17) Kobus Neethling & Solutions finding (2012). Neethling Brain Instruments (NBI) Slides 18-20 Social Intelligence Workshop Spring 2012, Dr. Maltbia, Teachers College, Columbia University 29

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