Wali Memon   1
Wali Memon   2
Changing environments will demand newand changing organizational structures(ways of organizing) and new ways ofleading.Lea...
“…the success of the organizational        changes is dependent on leadership. As        difficult as organizational chang...
Called “leadership capacity” by Weiss &         Molinaro.         Defined as “the extent to which         organizations ca...
If gap isn’t closed, organizations may         jeopardize their competitive ability.         Conference Board (U.S.) resea...
According to RHR Consultancy, among        the 500 largest U.S. companies, they will        lose 50% of their senior manag...
Up to 70% of CEOs surveyed see their own        organization’s leaders as being fair or weak        in ability to build te...
Talent           › Availability         Capability           › Insufficient         Development           › Fragmented    ...
Leaders’ accountability for development         of their competencies         Organizational accountability (through      ...
Three competency clusters› Leading the organization› Leading others› Leading oneself                   Wali Memon   11
Leading the Organization                    ›   Managing change                    ›   Solving problems and making decisio...
Leading Others         › Managing effective teams and workgroups         › Building and maintaining relationships         ...
Leading Oneself         ›   Developing adaptability         ›   Increasing self-awareness         ›   Managing yourself   ...
Business strategy        Culture and values        Customer leadership        Organizational leadership        Team leader...
Embedded leadership – process to ensure          that sustainable leadership is seen and          becomes integral part of...
Succession management to address           › Critical positions           › Vulnerable incumbents and potential           ...
Leadership development options          › Assessment          › Coaching and mentoring          › Learning          › Expe...
Wali Memon   19
Coaching is “an informed dialogue whose       purpose is the facilitation of new skills,       possibilities, and insights...
Forces that Shape Us: Our Degree of Personal ControlGenetics                             NoneExperiences                  ...
Observer                         Identity                                                     Results                     ...
Non-judgmental listening is the key.           There’s value when another person is a stand           for you to be your w...
TYPES OF CAUSES: Absence of or insufficient           C     Skill/Knowledge      Motivation         Incentives or improper...
Individual performer      Department/Unit/Program      Organization-wideSource: Adapted from Bergquist (2004)             ...
If Role is      Then Coaching can be used to           Supervisor      • Increase self-awareness, self-management &       ...
“Coaching is the single most important       part of expanding others’ capabilities…       (Coaching) is the difference be...
Wali Memon   28
Different definitions                    › EI – underlying capability to recognize                      and use emotion   ...
MEIS (Mayer, Caruso, & Salovey)         MSCEIT (Mayer, Caruso, & Salovey)         EQ-I (Bar-On)         ECI (Goleman & Boy...
Self        Others                                           Self-        Social                        Recognition       ...
Self-Awareness            Social Awareness                           Emotional self-awareness   Empathy                   ...
Definition: Any measurable characteristic of a                           person that differentiates level of performance  ...
Competencies consist of behaviors that are                           developmentally scaled (from easy to                 ...
Influence                                                4. Develops behind the scenes support                       Degre...
E Self-Awareness                Social Awareness                   • Self-Confidence                   • Empathy          ...
With self-awareness, person has 50-50        chance (49%) of demonstrating self-        management; without it, person has...
Some competencies are easier to develop                             (e.g., for Social Skills) than others (e.g., for      ...
70% of the reasons for losing                                                   clients/customers are EI-                 ...
75% of the reasons careers                                                       get derailed are EI-related:             ...
50% of time                     wasted is due to                     lack of trust.Source: John Whitney, Director, Deming ...
My viewpoint on what the leader does:›   Creates vision for a better future›   Sets direction, tone and context›   Sets pr...
Differences: Leadership› Includes intellectual/cognitive and  business skills and performance› Includes technical skills a...
Similarities: Both include› Congruency of personal values and  ethical behavior› Self-awareness, self-management and  moti...
“Your foremost job as a leader… is to take        charge of your own energy and then help        orchestrate the energy of...
Wali Memon   46
1. Follow andragogical principles to learning2. Use and support integrated approach to   developing sustainable leadership...
Definition: an integrated framework of adult                 learning                 Assumptions: Adults                 ...
Executive/management accountability           › Leadership as strategic priority           › Personal responsibility for d...
Include & move beyond one on onecoaching:›   Group coaching›   Team coaching›   Peer coaching›   Shadow coaching›   Cross-...
Coaching to support:›   Training & education›   Onboarding & orientation›   Expatriation & repatriation›   Promotional tra...
Crisis in sustainable leadershipRequires integrated approach, with leader& organizational accountabilitiesCoaching one of ...
Wali Memon   53
Allstate – Talent Management Program        Talent Management – “An enterprise-        wide system for defining future    ...
At its best, effective leadership (at all levels)…    Sets a company standard of excellence    other enterprises want to e...
Communicate                Business      New Role                                                         New Behaviors   ...
Identify emerging leaders among:         › Officers         › Directors/Senior Managers         › Managers         › Profe...
Different development experiences for                  different management levels.                  Development experienc...
“We need the best leaders at all levels…       but we also need to understand where       talent has the greatest impact o...
(2006, October 7). The battle for brainpower. A survey of talent (Special    section). The Economist, 1-24.Bacon, T. & Spe...
Cherniss, C., & Goleman, D. (2001). Training for emotional intelligence. In C.    Cherniss & D. Goleman (Eds.), The emotio...
Groff, D. (2005). Talent management. Presentation at OD Network Chicago    meeting, Deerfield, IL.Hargrove, R. (1995). Mas...
Lazar, J. (2006c). Coaching – Leverage for developing human capital.     Invited workshop at 14th International Congress o...
Spencer, L.M. (2001). The economic value of emotional intelligence    competencies and EIC-based HR programs. In C. Cherni...
Wali Memon   65
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Lasting Leadership

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Lasting Leadership

  1. 1. Wali Memon 1
  2. 2. Wali Memon 2
  3. 3. Changing environments will demand newand changing organizational structures(ways of organizing) and new ways ofleading.Leaders may resist new ways of organizingbecause:› Previous success› Perceived importance of own part of the business (silos)› Difficulty with new organizational complexity› Effort to develop teams› Diversity of workforce and values Wali Memon 3
  4. 4. “…the success of the organizational changes is dependent on leadership. As difficult as organizational change can be, leadership change is exponentially more challenging. Leadership often is the slowest to change in response to environmental and organizational demands.”Source: Weiss & Molinaro (2005, p. 11) Wali Memon 4
  5. 5. Called “leadership capacity” by Weiss & Molinaro. Defined as “the extent to which organizations can optimize their current and future leadership to drive business results and successfully meet the challenges and opportunities of an ever- changing business environment.”Source: Weiss & Molinaro (2005, p. 5) Wali Memon 5
  6. 6. If gap isn’t closed, organizations may jeopardize their competitive ability. Conference Board (U.S.) research: Percentage of senior leaders who believe their organizations have serious leadership gap increased from 50% to 67% from 1997 to 2001. Conference Board (Canada) research: 70% of Canadian CEOs identified leadership as top business concern.Source: reported in Weiss & Molinaro (2005, pp. 13-15) Wali Memon 6
  7. 7. According to RHR Consultancy, among the 500 largest U.S. companies, they will lose 50% of their senior managers in next five years. The rate will be even higher among the most senior managers in civil service.Source: reported in The Economist (2006, October 7, p. 4) Wali Memon 7
  8. 8. Up to 70% of CEOs surveyed see their own organization’s leaders as being fair or weak in ability to build teams, gain employment commitment, make employees feel valued. Employees doubt extent to which senior management has their best interests at heart (as expressed by their accessibility, visibility and inspirational leadership) or communicates openly about important business issuesSources: reported in Weiss & Molinaro (2005, p. 19); Towers Perrin HR Services (2006) Wali Memon 8
  9. 9. Talent › Availability Capability › Insufficient Development › Fragmented Values › Generation differencesSource: Weiss & Molinaro (2005, chapter 2) Wali Memon 9
  10. 10. Leaders’ accountability for development of their competencies Organizational accountability (through HR as agent) for integrating systems, processes, programs, etc. › Embed leadership through organization › Focus on critical positions & key talent › Integrate leadership developmentSource: Weiss & Molinaro (2005, chapters 10-14) Wali Memon 10
  11. 11. Three competency clusters› Leading the organization› Leading others› Leading oneself Wali Memon 11
  12. 12. Leading the Organization › Managing change › Solving problems and making decisions › Managing politics and influencing others › Taking risks and innovating › Setting vision and strategy › Enhancing business skills and knowledge › Understanding and navigating the organizationSource: CCL website, www.ccl.org Wali Memon 12
  13. 13. Leading Others › Managing effective teams and workgroups › Building and maintaining relationships › Developing others › Communicating effectivelySource: CCL website, www.ccl.org Wali Memon 13
  14. 14. Leading Oneself › Developing adaptability › Increasing self-awareness › Managing yourself › Increasing capacity to learn › Exhibiting leadership stature › Displaying drive and purpose › Developing ethics and integritySource: CCL website, www.ccl.org Wali Memon 14
  15. 15. Business strategy Culture and values Customer leadership Organizational leadership Team leadership Personal leadershipSource: Weiss & Molinaro (2005, chapters 3-9) Wali Memon 15
  16. 16. Embedded leadership – process to ensure that sustainable leadership is seen and becomes integral part of fabric of organization Foundational strategies › Ensure secure supply of talent › Develop compelling leadership stories › Anchor to well-developed organizational processSource: Weiss & Molinaro (2005, chapter 11) Wali Memon 16
  17. 17. Succession management to address › Critical positions › Vulnerable incumbents and potential candidates › Development plans Talent management strategies for › Retention › Onboarding › Expatriation and repatriation integrationSources: Weiss & Molinaro (2005, chapter 12); Charan, Drotter, & Noel (2001); Watkins (2003) Wali Memon 17
  18. 18. Leadership development options › Assessment › Coaching and mentoring › Learning › Experience Implement integrated-solution approachSource: Weiss & Molinaro (2005, chapter 13) Wali Memon 18
  19. 19. Wali Memon 19
  20. 20. Coaching is “an informed dialogue whose purpose is the facilitation of new skills, possibilities, and insights in the interest of individual learning and organizational advancement.” Coaching may focus on: › Behavior › Decision-making › Fundamental beliefs, values and purposes › Overall business performanceSources: Bacon and Spear (2003, p. xvi); Pomerantz and Bergquist (2005) Wali Memon 20
  21. 21. Forces that Shape Us: Our Degree of Personal ControlGenetics NoneExperiences SomeActions, including our All-Beliefs-Interpretations-Choices-Moods-BehaviorsSource: Adapted from Lazar (2006a) Wali Memon 21
  22. 22. Observer Identity Results and Actions (including Context Errors) Small, Incremental Change/Improvement Large, Discontinuous Change/ImprovementSources: Adapted from Hargrove (1995, p. 28); Sieler (2003) Wali Memon 22
  23. 23. Non-judgmental listening is the key. There’s value when another person is a stand for you to be your word. There’s leverage when one can distinguish experience from explanation. Coaching unconceals our blind spots and makes choice possible. Moods are contagious. Noticing them is essential. Being able to shift them is a precondition for personal power. Humor (especially not taking oneself too seriously) lightens the mood and enables learning.Source: Lazar (2005) Wali Memon 23
  24. 24. TYPES OF CAUSES: Absence of or insufficient C Skill/Knowledge Motivation Incentives or improper Environmental L incentives support A S S Training Additional or Process, output or Simplify work E fewer outcome feedback or S responsibilities evaluation O Job aids Role or goal Reward Change process F S clarification O L Modeling Motivational Praise Improve U feedback tools/equipment T I Documentation Values Punishment Change policy O N clarification S Coaching Coaching Contingency management Change work conditions Mentoring Task variation Removal of reinforcement Replace performerSource: Adapted from Lazar (1991) Wali Memon 24
  25. 25. Individual performer Department/Unit/Program Organization-wideSource: Adapted from Bergquist (2004) Wali Memon 25
  26. 26. If Role is Then Coaching can be used to Supervisor • Increase self-awareness, self-management & others-related awareness S/K • Develop interpersonal & communications S/K • Sustain learning of technical and functional S/K. Managers Above plus • Development of effective management practices. Directors; Above plus Project Mgrs. • Effective project management practices. C-level; Vice Above plus Presidents; • Increase ability to manage and lead change General • Shift old habits—then develop new habits & S/K Managers • Provide reflection and thought partnership.Source: Lazar (2006c) Wali Memon 26
  27. 27. “Coaching is the single most important part of expanding others’ capabilities… (Coaching) is the difference between giving orders and teaching people how to get things done. Good leaders regard every encounter as an opportunity to coach.”Source: Bossidy and Charan (2002, p. 74) Wali Memon 27
  28. 28. Wali Memon 28
  29. 29. Different definitions › EI – underlying capability to recognize and use emotion › EC – personal and social skills that lead to superior performance in work world Different theoretical bases › Personality theory › Performance theory › Combination of above, plus moreSource: Gowing (2001) Wali Memon 29
  30. 30. MEIS (Mayer, Caruso, & Salovey) MSCEIT (Mayer, Caruso, & Salovey) EQ-I (Bar-On) ECI (Goleman & Boyatzis) EQ Map (Cooper & Orioli)Source: Gowing (2001, p. 129) Wali Memon 30
  31. 31. Self Others Self- Social Recognition Awareness Awareness Self- Relationship Regulation Management Management Positive impact Wali Memon 31© 2000 Hay Group. All rights reserved. on others
  32. 32. Self-Awareness Social Awareness Emotional self-awareness Empathy Accurate self-assessment Organizational awareness Self-confidence Service Self-Management Relationship Self-control Transparency Management Adaptability Influence Achievement Inspirational leadership Initiative Developing others Optimism Change catalyst Conflict management Teamwork and collaboration Wali Memon 32© 2000 Hay Group. All rights reserved.
  33. 33. Definition: Any measurable characteristic of a person that differentiates level of performance in a given job, role, organization, or culture. A competency builds upon one’s: › Skills › Knowledge › Values › Self-Image › Traits › Motives© 2000, HayGroup. Reprinted with permission. Wali Memon 33
  34. 34. Competencies consist of behaviors that are developmentally scaled (from easy to difficult). For each competency, there is a target level of behavior that, when met or exceeded, positively and differentially impacts performance.© 2000, HayGroup. Reprinted with permission. Wali Memon 34
  35. 35. Influence 4. Develops behind the scenes support Degree of Difficulty Target 3. Uses indirect influence actions or words Level Anticipates impact of 2. Anticipates impact of actions or words 1. Engages audience Competency levels increase by degree of difficulty.© 2000, HayGroup. Reprinted with permission. Wali Memon 35
  36. 36. E Self-Awareness Social Awareness • Self-Confidence • Empathy • Emotional Self-Awareness or • Organizational Awareness or Accurate Self-Assessment Service Orientation E Self-Management Managing Relationships • Self-Control • Influence • Transparency or Adaptability • Inspirational Leadership or • Achievement or Initiative Developing Others • Optimism • Teamwork and Collaboration or Conflict Management • Change CatalystSource: Jacobs (2001) Wali Memon 36
  37. 37. With self-awareness, person has 50-50 chance (49%) of demonstrating self- management; without it, person has virtually no chance (4%). With self-awareness, person has 38% chance of having social awareness; without it, person has 83% chance of lacking social awareness.Source: Burckle & Boyatzis (1999) Wali Memon 37
  38. 38. Some competencies are easier to develop (e.g., for Social Skills) than others (e.g., for Self-Awareness, Self-Management and Social Awareness). Some competencies are more important than others. Certain combinations of competencies may contribute to outstanding performance. One competency may compensate for another. You do not need to master every competency to be successful.© 2000, HayGroup. Reprinted with permission. Wali Memon 38
  39. 39. 70% of the reasons for losing clients/customers are EI- related: › Poor service. › Poorly handled complaints. › Unpleasant interactions. › Didn’t go the extra mile. › No follow-up. › Lack of human connection.Source: Research by Forum Corporation on Manufacturing and Service Companies,1989-1995, cited in Orioli (2000) Wali Memon 39
  40. 40. 75% of the reasons careers get derailed are EI-related: › Unsatisfactory team leadership during challenging times. › Inability to handle interpersonal issues. › Inability to adapt to change. › Inability to elicit trust.Source: Research at the Center for Creative Leadership, 1994,cited in Orioli (2000) Wali Memon 40
  41. 41. 50% of time wasted is due to lack of trust.Source: John Whitney, Director, Deming Center for Quality Management,cited in Orioli (2000) Wali Memon 41
  42. 42. My viewpoint on what the leader does:› Creates vision for a better future› Sets direction, tone and context› Sets priorities and tempo› Sets, models and maintains standards› Engages, influences and rallies others› Encourages fresh approaches to problems› Listens for what is common and uniting Wali Memon 42
  43. 43. Differences: Leadership› Includes intellectual/cognitive and business skills and performance› Includes technical skills and performance› May include personality traitsDifference: Emotional Intelligence› Includes managing one’s own and influencing others’ positive outlook/mood Wali Memon 43
  44. 44. Similarities: Both include› Congruency of personal values and ethical behavior› Self-awareness, self-management and motivation› Awareness of others and social environment› Building relationships and working well with others Wali Memon 44
  45. 45. “Your foremost job as a leader… is to take charge of your own energy and then help orchestrate the energy of those around you.” “In any human group the leader has maximal power to sway everyone’s emotions…The effects of primal leadership extend beyond ensuring that a job is well done. Followers also look to a leader for supportive emotional connection – for empathy.”Sources: The Effective Leader, cited in Orioli (2000); Goleman, Boyatzis, & McKee (2002, p. 5) Wali Memon 45
  46. 46. Wali Memon 46
  47. 47. 1. Follow andragogical principles to learning2. Use and support integrated approach to developing sustainable leadership3. Discover, create and refine coaching models that leverage benefits while reducing per person cost4. Pair coaching with other interventions to provide synergy for results Wali Memon 47
  48. 48. Definition: an integrated framework of adult learning Assumptions: Adults 1. Need to know why they need to learn something before starting to learn it. 2. Have self-concept of being responsible for their own decisions. 3. Come to educational activity with greater volume and different quality of experiences from youth. Implications for individual differences and richest resources source. 4. Become ready to learn what they need to know to cope effectively with their real-life situations. 5. Are life-centered (vs. subject-centered) in their orientation to learning. They learn most effectively when they are presented in context of application to real-life situations. 6. Generate most potent motivators as internal pressures (desire for increased job satisfaction, self-esteem, etc.)Source: Knowles, Holton, & Swanson (1998, pp. 64-69) 48 Wali Memon
  49. 49. Executive/management accountability › Leadership as strategic priority › Personal responsibility for development › Model required behaviors & attitudes HR accountability › Aligned people & organizational initiatives › Provide conditions where managers act as people managers › Value demonstrated through people alignment with strategic direction & core values Follow EI guidelines for best practiceSources: Weiss & Molinaro (2005, chapter 14); Cherniss (n.d.); Cherniss & Caplan (2001) Wali Memon 49
  50. 50. Include & move beyond one on onecoaching:› Group coaching› Team coaching› Peer coaching› Shadow coaching› Cross-supervisory coaching› Coaching culture Wali Memon 50
  51. 51. Coaching to support:› Training & education› Onboarding & orientation› Expatriation & repatriation› Promotional transitions› Job changes› Leadership changes› Health and work-life balance concerns Wali Memon 51
  52. 52. Crisis in sustainable leadershipRequires integrated approach, with leader& organizational accountabilitiesCoaching one of several importantinterventions to develop leadershipEmotional intelligence and leadershipcompetencies significantly overlapDeveloping EI (throughout organization)supports embedding leadership &engagement Wali Memon 52
  53. 53. Wali Memon 53
  54. 54. Allstate – Talent Management Program Talent Management – “An enterprise- wide system for defining future requirements and identifying, assessing, and developing talent to place the best qualified people in critical leadership positions.”Source: Groff (2005) Wali Memon 54
  55. 55. At its best, effective leadership (at all levels)… Sets a company standard of excellence other enterprises want to emulate. Cultivates the next generation for effective leadership continuity. Makes organization’s culture a competitive asset. Creates a learning environment where people may try “the new” without fear of rejection and reprisal--fostering innovation.Source: Groff (2005) Wali Memon 55
  56. 56. Communicate Business New Role New Behaviors Imperatives Expectations Needed Hire Meet Business Build Perform Role Needs Capability Enhance MotivationSource: Groff (2005) Wali Memon 56
  57. 57. Identify emerging leaders among: › Officers › Directors/Senior Managers › Managers › Professional Individual Contributors (Exempt) › Individual Contributors (Non-exempt)Source: Groff (2005) Wali Memon 57
  58. 58. Different development experiences for different management levels. Development experiences designed for enterprise & business unit activities. Development experiences include: › Education and Training › Work-related Learning › Progression and Mobility ChoicesSource: Groff (2005) Wali Memon 58
  59. 59. “We need the best leaders at all levels… but we also need to understand where talent has the greatest impact on business results.” Top and line management (plus HR & individuals in leadership development) are responsible for its success.Source: Groff (2005) Wali Memon 59
  60. 60. (2006, October 7). The battle for brainpower. A survey of talent (Special section). The Economist, 1-24.Bacon, T. & Spear, K. (2003). Adaptive coaching. Mountain View, CA: Davies-Black Publishing.Bergquist, W. (2004). Appendix D. Professional coaching: A preliminary taxonomy. In the Research Council of the ICCO and the Research and Development Committee of the ICF, The Stewarship Forum: Research and Theory for Coaching in Organizations, proposal submitted to Wingspread Foundation.Bossidy, Larry and Charan, Ram. Execution: The discipline of getting things done. New York: Crown Publishing, 2002.Boyatzis, R.E. (1982). The competent manager. New York: John Wiley & Sons, Inc.Buckingham, M. (2005). The one thing you need to know. New York: Free Press.Charan, R., Drotter, S., & Noel, J. (2001). The leadership pipeline. San Francisco: Jossey-Bass.Cherniss, C. (n.d.). Guidelines for securing organizational support for emotional intelligence efforts. Paper drafted from research for Consortium for Research on Emotional Intelligence in Organizations.Cherniss, C., & Caplan, R.D. (2001). Implementing emotional intelligence programs in organizations. In C. Cherniss & D. Goleman (Eds.), The emotionally intelligent workplace (pp. 286-304). San Francisco: Jossey- Bass. Wali Memon 60
  61. 61. Cherniss, C., & Goleman, D. (2001). Training for emotional intelligence. In C. Cherniss & D. Goleman (Eds.), The emotionally intelligent workplace (pp. 209-233). San Francisco: Jossey-Bass.Collins, J. (2001). Good to great. New York: HarperCollins Publishers, Inc.Conger, J.A., & Benjamin, B. (1999). Building leaders. San Francisco: Jossey- Bass.Fernandez-Araoz, C. (2001). The challenge of hiring senior executives. In C. Cherniss & D. Goleman (Eds.), The emotionally intelligent workplace (pp. 182-202). San Francisco: Jossey-Bass.Gallwey, W.T. (2000). The inner game of work. New York: Random House.Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.Goleman, D. (2004). What makes a leader? Harvard Business Review, 82(1), 82-91.Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal leadership. Boston, MA: Harvard Business School Press.Goleman, D., & Cherniss, C. (n.d.). Guidelines for best practice. Paper developed for the Consortium for Research on Emotional Intelligence in Organizations.Gowing, M.K. (2001). Measurement of individual emotional competence. In C. Cherniss & D. Goleman (Eds.), The emotionally intelligent workplace (pp. 83-131). San Francisco: Jossey-Bass. Wali Memon 61
  62. 62. Groff, D. (2005). Talent management. Presentation at OD Network Chicago meeting, Deerfield, IL.Hargrove, R. (1995). Masterful coaching. San Francisco: Jossey-Bass/Pfeiffer.Heller, S., & Surrenda, D.S. (1994). Retooling on the run. Berkeley, CA: Frog, Ltd.Kegan, R., & L.L. Lahey. (2001). How the way we talk can change the way we work. San Francisco: Jossey-Bass.Knowles, M.S., Holton III, E.F., & Swanson, R.A. (1998). The adult learner. (Fifth edition). Houston, TX: Gulf Publishing.Kram, K.E. & Cherniss, C. (2001). Developing emotional competence through relationships at work. In C. Cherniss & D. Goleman (Eds.), The emotionally intelligent workplace (pp. 254-285). San Francisco: Jossey-Bass.Lazar, J. (1991). Ensuring productive meetings. In Richard Swanson and Bonnie Knapp (Eds.), Innovative meeting management. Austin, TX: 3M Meeting Management Institute, 35-50.Lazar, J. (2005). Coaching and the HPT toolkit: Where it fits and when to use it. Invited presentation made to ISPI Wisconsin Chapter, Milwaukee, Wisconsin.Lazar, J. (2006a). Focus and attitude, support and practice: Leverage for success. Invited presentation at Success Mastery Conference, Miami, Florida.Lazar, J. (2006b). Coaching – A valuable tool for human capital management. Invited plenary address at 14th International Congress of Strategic Management, Ciudad Obregon, Mexico. Wali Memon 62
  63. 63. Lazar, J. (2006c). Coaching – Leverage for developing human capital. Invited workshop at 14th International Congress of Strategic Management, Ciudad Obregon, Mexico.Lazar, J. (2006d). Contracting as context for effective coaching. Presentation at ICF European Coaching Conference, Brussels, Belgium.Lazar, J. (2006e, November). Emotional intelligence and leadership: Connecting the dots. Invited presentation for ICF Metro DC chapter, Bethesda, MD.Nadler, R.S. (2006). Leaders’ playbook. Santa Barbara, CA: Psyccess Press.Orioli, E.M. (2000). Leader know thyself: Measuring and developing leadership using the EQ Map. Workshop presentation at Linkage Emotional Intelligence Conference, Chicago, IL.Pomerantz, S., & Bergquist, W. (2005). Summitry coaching program. Sacramento, CA: Professional School of Psychology.Powell, C. (2001). A leadership primer. Powerpoint presentation.Schlosser, B., Steinbrenner, D., Kumata, E., & Hunt, J. The coaching impact study: Measuring the value of executive leader coaching. International Journal of Coaching in Organizations, 4(3), 8-26.Sieler, A. (2003). Coaching to the human soul. Blackburn, Victoria, Australia: Newfield Australia.Sloan, K., with Pollak, L. (2006). Smarter, faster, better. San Francisco: Jossey- Bass. Wali Memon 63
  64. 64. Spencer, L.M. (2001). The economic value of emotional intelligence competencies and EIC-based HR programs. In C. Cherniss & D. Goleman (Eds.), The emotionally intelligent workplace (pp. 45-82). San Francisco: Jossey-Bass.Spencer, L.M., & Spencer, S.M. (1993). Competence at work. New York: John Wiley & Sons, Inc.Spreier, S.W., Fontaine, M.H., & Malloy, R.L. (2006). Leadership run amok. The destructive potential of overachievers. Harvard Business Review, 84(6), 72-82.Towers Perrin HR Services. (2006, November). Winning strategies for a global workforce. Global workforce study - executive report presented at Emotional Intelligence: Engaging Human Capital briefing, Pittsburgh, PA.Watkins, M. (2003). The first 90 days. Boston, MA: Harvard Business School Press.Weisinger, H. (1998). Emotional intelligence at work. San Francisco: Jossey-Bass.Weiss, D.S., & Molinaro, V. (2005). The leadership gap. Mississauga, Ontario: John Wiley & Sons Canada, Ltd.Zaleznik, A. (2004). Managers and leaders. Are they different? Harvard Business Review, (82)1, 74-81. Wali Memon 64
  65. 65. Wali Memon 65

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